preparing for interview a

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1.What is Halo Effect?

The halo effect refers to a cognitive bias whereby the perception of a particular trait is influencedby the perception of the former traits in a sequence of interpretations. Managers tend to rate allemployees as excellent, good or acceptable regardless of actual job performance. Managerschoose halo effect as the strategy of choice when evaluating employees performance. First thehalo effect amounts to taking the easy way out. It's simply easier to give a good appraisal thanaddressing performance problems and missed expectations. Sometimes the halo effect hasnothing to do with the employee's performance and it has everything to do with the manager'sneed to save face; you hired him you and admitting he failed means you failed. Rightfully so, younever want to embarrass or admonish an employee publicly for poor performance. Todemonstrate their support, managers throw around a few "atta-boys" and other words ofencouragement hoping to jumpstart a nice-guy-in-the-wrong-job into their next super-star.

2.What is the difference between a Case and Suit.

Case - This is the name of an action in very general use, which lies where a party sues for

damages for any wrong or cause of complaint to which covenant or trespass will not lie. A term

that most often refers to a lawsuit -- for example, "I filed my small claims case." "Case" also refers

to a written decision by a judge -- or for an appellate case, a panel of judges. For example, theU.S. Supreme Court's decision legalizing abortion is commonly referred to as the Roe v. Wade

case. Finally, the term also describes the evidencea party submits in support of her position -- for

example, "I have made my case" or "'My case-in-chief' has been completed."

Suit - A generic term, of comprehensive signification, referring to any proceeding by one personor persons against another or others in a court of law in which the plaintiff pursues the remedythat the law affords for the redress of an injury or the enforcement of a right, whether at law or inEquity. suit n. generic term for any filing of a complaint (or petition) asking for legal redress by

judicial action, often called a "lawsuit." In common parlance a suit asking for a court order foraction rather than a money judgment is often called a "petition," but technically it is a "suit inequity."

3.What are the characteristics and salient features of appraisal system?

Characteristics:-

1. A well developed evaluation process is one that has the support of top administrationwithin the organization and that is viewed as fair and productive by all who participate init.

2. Evaluation related to job description.3. Clear criteria: Individual has a right to know the criteria by which they will be evaluated.4. Employee must know who is responsible for evaluating their performance.5. The person evaluating be trained in the use of evaluation tool and be skilled in

conducting evaluation interview.

6. Well developed plans and well implemented plans for monitoring the evaluation processand the tools
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Salient features:-

An Opportunity for Self-review and AssessmentA clear and equal focus on both, the End Results and the ProcessIdentifying Training and Development needsDistribution of incentives in an objective, value based manner

Recognition & Motivation

Increase motivation to perform effectively

Increase staff self-esteem

Gain new insight into staff and supervisors

Better clarify and define job functions and responsibilities

Develop valuable communication among appraisal participants

Encourage increased self-understanding among staff as well as insight into the kind ofdevelopment activities that are of value

Distribute rewards on a fair and credible basis

Clarify organizational goals so they can be more readily accepted

Improve institutional/departmental manpower planning, test validation, and developmentof training programs

An appraisal system makes officials accountable, recognizes efficiency, identifies suitability to the

post, rewards competency and sincerity, and facilitates continuous improvement.

What to measure? :- Technical attributes (knowledge and application, target achievement, other

quantifiable results); Soft skills (Leadership and goal clarity, Relationship management,

Communication); Personality traits (Honesty, integrity, sincerity, morality, ethical standing).

4.What is manpower planning?

Manpower Planning is nothing but using the available assets for the effective implementation of

the production plans. After the preparing the plans, people are grouped together to achieveorganizational objectives. The basic purpose of the management is to increase the production, so

that the profit margin can be increased. Manager has to guess the future business and to take

timely and correct decisions in respect of company objectives, policies and cost performances.

The plans need to be supported by all the members of the organization. Planning is making a

decision in advance what is to be done. Thus manpower planning is must to make the optimum

utilization of the greatest resource available i.e. manpower for the success of any organization

Strategic workforce planning is not limited to hiring and retaining talent, but anticipating future

manpower needs of an organisation. In a dynamic business scenario, manpower planning is

critical to organizational growth and stability. It is integral to recruiting, retaining, retraining and

redeployment of talent. Linked to business needs of the organisation, the process is much more

complicated than it seems, primarily because it also involves developing skills and competenciesof existing employees to meet market demands which can change with time. Having a contingent

plan in place in case of any eventuality (talent shortage) is also critical to the process.


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Steps in Manpower planning

1. Predict manpower plans2. Design job description and the job requirements

3. Find adequate sources of recruitment.4. Give boost to youngsters by appointment to higher posts.5. Best motivation for internal promotion.6. Look after the expected losses due to retirement, transfer and other issues.7. See for replacement due to accident, death, dismissals and promotion

Five essential elements:

* Analyzing the current manpower resource* Reviewing employee utilization* Forecasting the demand for employees* Forecasting supply

* Developing a manpower plan

The manpower planning is interlinked with Organization planning and the HR planning and onecannot be planned without the support of the other two. The conceptual approach is the same.You may not consider all the elements in all cases whether it is a -organization with no expansionplan or -organization with major expansion plan or -organization start up,

Other important factors that need to be considered are-investment dimension-time frame-product plan / range-nature of operation [ mfg. marketing or mfg only or trading only etc]-geographical coverage

-distribution / channel plan etc .

Manpower and HR plannings involves applying the basic planning process to the humanresource needs of the organization. To be effective any MP/ HR plan must be derived from theCORPORATE strategic plan of the organization. The success of the MR/HR depends largely onhow closely the HRdepartment can integrate effective people planning with the organization'sbusiness planning process.

Corporate business planning seeks to identify various factors critical to the success of theorganization. It also focuses on how the organization can become better positioned and equippedto compete in the market. This provides

-a clear statement of the organization's mission.-a commitment from senior management to the mission.-an explicit statement of assumptions.-a statement of objectives / strategies.-a plan of action in light of available or acquirable resources, including human resources.


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Future staffing needs will derive from

Sales and production forecasts

The effects of technological change on task needs

Variations in the efficiency, productivity, flexibility of labor as a result of training, workstudy, organizational change, new motivations, etc.

Changes in employment practices (e.g. use of subcontractors or agency staffs, hiving-offtasks, buying in, substitution, etc.)

Variations, which respond to new legislation, e.g. payroll taxes or their abolition, newhealth and safety requirements

Changes in Government policies (investment incentives, regional or trade grants, etc.)

Future manpower plan-ning is directly linked to the strategic business plans of an organisation.The estimation on manpower and budgets are governed by customers' demands. "Businessneeds are achieved from effective management of materials, machines, money and manpower.Manpower needs, if planned properly, in terms of profile required, numbers, time and place, willgive the company mileage over competitors in terms of consistency in output. Effective human

resources planning gives optimal productivity in terms of timelines and quality of deliverables." Itwill not only improve people competency, but will also ensure that people grow with the company.This helps arrest the attrition rate.

Significance of strategic workforce plan

What makes workforce plan very critical is the

possible negative repercussions that excess andunder recruitment can lead to. It is people who

build the organisation, consequently any mismatchin employee-related statistics, whether in terms of

number, skill set or core competencies may upset

the whole organisation dynamics and its objectives The employee head count has direct impact on

cost but indirect impact is far more sensitive.Workforce planning has a direct link with employee

development, multi-skilling and successionplanning

An organisation must forecast its business and

expansion strategy correctly and also have itsworkforce planning in place. There are various

management approaches in use for determiningeither shortage or surplus

Apart from forecasting, an organizations capability

to sustain the current business and to grab the

new business makes a big difference

The time span of workforce planning differs from organisation to organisation, and can range fromthe immediate quarter to ten years. Both short-term and long-term planning is essential, varyingas per the market demands. This also differs as per the level of the recruit, that is planning for

junior staff is generally short-term and than for senior positions.


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"Workforce planning is driven by the need at different management levels as the businessevolves. At junior level/entry level it make sense to have a yearly plan broken into four quarterswhereas at senior level the forecasting for professionals is over a period of two-three years,Career progression and succession planning is drawn in such a manner that company needsand employee profile are synchronized. This way we ensure that employee enriches learning andgrows with company. Workforce planning is reviewed every month to check requirements, statuson positions, separations, additional manpower requirements and surplus staff,"

A contingency plan is put to action when something outside the control of an organisationhappens. These situations should ideally be over and above those mentioned in the mainworkforce plan. "The need for contingency plan would come during market fluctuations, stringentdeadline, natural calamity, change in technology and may be an unexpected opportunity," whileapproved/standard workforce strength as decided for the organisation is sufficient even duringdifficult times, existing employees should be given authority with responsibility to meet thebusiness needs for the hour. Stretch, during crises, could lead to realizing of hidden potential andloyalty of an employee towards the organisation.

The best strategy to formulate a backup plan includes grooming fresh talent and creating asecond line at all functions. "Building second line personnel in the organisation, coupled with

robust systems, will ensure that company gets a competitive edge over other market players,""Working closely with the business groups and keeping an active talent inventory and effectivechurning the internal employee database (from skills availability and referencing programperspective.) is the key. Identifying the skill matrix of the internal talent pool and putting to gooduse during business exigency optimizes the manpower utilization at any given point,"

In the end, it is all about having the right people possessing the right skills in place at the righttime.

5.How is Manpower budgeted?

1. Identification2. Formulation and control

3. Appraisal and selection4. Negotiations5. Implementation

6. Monitoring Evaluation

Capital and recurrent costs

Staff and non-staff recurrent costs

Critical resources

Project modification

Relationships between inputs

Contingency allowance

Manpower ratios - CE = non-staff expenditure/staff expenditure(Coefficient of Efficacy CE ratio between staff and non-staff recurrent costs)

Four important considerations in budget and manpower planning are:I. Understand relationships between recurrent and capital costs, and

personnel costs and non-personnel costsII. Identify resources critical to project success and find out the possibility of

project modification in case of non-availability of these resourcesIII. Understand the relationship between inputs.IV. Include contingency measures for all project inputs.


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HR

Other personnel Expenses

Salary Costs

Training

Manpower CostRecruitment Expenses

Staff Welfare

6.What is compensation and Benefits?

Employee benefits typically refers to retirement plans, health life insurance, life insurance,disability insurance, vacation, employee stock ownership plans, etc. Benefits are increasinglyexpensive for businesses to provide to employees, so the range and options of benefits arechanging rapidly to include, for example, flexible benefit plans. Benefits are forms of value, otherthan payment, that are provided to the employee in return for their contribution to theorganization, that is, for doing their job. Some benefits, such as unemployment and worker'scompensation, are federally required. (Worker's compensation is really a worker's right, ratherthan a benefit.) Prominent examples of benefits are insurance (medical, life, dental, disability,unemployment and worker's compensation), vacation pay, holiday pay, and maternity leave,contribution to retirement (pension pay), profit sharing, stock options, and bonuses. (Some peoplewould consider profit sharing, stock options and bonuses as forms of compensation.)

The benefits listed previously are tangible benefits. Intangible benefits are less direct, forexample, appreciation from a boss, likelihood for promotion, nice office, etc. People sometimestalk of fringe benefits, usually referring to tangible benefits, but sometimes meaning both kinds ofbenefits. Benefits may be company-paid and employee-paid. While the company usually pays formost types of benefits (holiday pay, vacation pay, etc.), some benefits, such as medicalinsurance, are often paid, at least in part, by employees because of the high costs of medicalinsurance

Compensation includes topics in regard to wage and/or salary programs and structures, forexample, salary ranges for job descriptions, merit-based programs, bonus-based programs,commission-based programs, etc. Compensation is payment to an employee in return for theircontribution to the organization, that is, for doing their job. The most common forms ofcompensation are wages, salaries and tips.

Compensation is usually provided as base pay and/or variable pay. Base pay is based on the rolein the organization and the market for the expertise required to conduct that role. Variable pay isbased on the performance of the person in that role, for example, for how well that personachieved his or her goals for the year. Incentive plans, for example, bonus plans, are a form ofvariable pay. (Some people might consider bonuses as a benefit, rather than a form ofcompensation.) Some programs include a base pay and a variable pay.

Organizations usually associate compensation/pay ranges with job descriptions in theorganization. The ranges include the minimum and the maximum amount of money that can beearned per year in that role. Employees have certain monies withheld from their payroll checks,usually including federal income tax, state income tax, FICA (social security) contributions, andemployee contributions to the costs of certain benefits (often medical insurance and retirement).


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Professional, management and other types of skilled jobs are classified as exempt. Exempt jobsget a salary, that is, a fixed amount of money per time interval, usually a fixed amount per month.It's not uncommon for exempt positions to receive higher compensation and benefits than non-exempt jobs, although non-exempt jobs often can make more money than exempt jobs simply byworking more hours. Unskilled or entry-level jobs are usually classified as non-exempt. Non-exempt jobs usually get a wage, or an amount of money per hour. Non-exempt jobs also get paidover-time, that is, extra pay for hours worked over 40 hours a week or on certain days of theweek or on holidays.

Each job must have the same pay range for anyone performing that job, that is, one person can'thave a higher maximum pay than someone else doing that same job.

7.What is Strike and Lockout?

Strike - A work stoppage undertaken in support of a bargaining position or in protest of someaspect of a previous agreement or proposed agreement between laborandmanagement.

Lockout - a management action resisting employee's demands; employees are barred fromentering the workplace until they agree to terms. The withholding of work from employees and

closing down of a workplace by an employer during a labor dispute. Its a weapon in the hands ofemployer as how Strike is in the hands of the employees.

8. How is Career Development manifested?

Active career development initiatives by a company is a key retention tool to keep the best talentwithin its fold. It is one of the greatest motivators to keep an employee happy and engaged. Butdoes career planning and development of employees actually make a difference to theproductivity of a worker? Most organisations think so, and consider it a part of their critical humanresource strategy. From the employees point of view career development initiatives gives them aclear focus about their career track, the blind spots that they have to overcome and the final goalto be reached. This focused approach works to their advantage from their everyday work to long-term aspirations.

It is in fact a win-win situation for all. The typical employee views a career development programas a path to upward mobility, the manager sees it as a retention and motivational tool, and the topmanagement view it as a tool for succession planning, explains Tarun Singh, Director, KenexaTechnologies (India). These career development efforts bring into focus high potential candidateswho can be groomed for greater responsibilities in the future. Besides helping employees getequipped with relevant skills and knowledge, it also facilitates the organizations objective ofshowing a well articulated, growth oriented yet flexible career path to its employees. A strongsense of direction coupled with responsibility, boosts motivational levels and hence performance,

Creating opportunities for the employees in the organisation.

Employee-friendly work environment with high learning curve and leadership mentoring.

Understanding broad corporate goals as well as industry requirements and aligning thecareer development initiatives.

Creating friendly work culture and transparent environment for better career growth.

Salary growth and benefits to match the role specific requirement and ability to performas per the job requirement
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Common career development

initiatives

Promotion

Training

Job rotation

Job enlargement

Succession planning

Mentoring

Assessment and developmentcentres

1. Understanding the business of the organization,Partnering with line management, andBeing an organizational change agent.

9.What is Organizational Development?

According to Warren Bennis, OD is a complex strategy intended to change the beliefs, attitudes,values, and structure of organizations so that they can better adapt to newtechnologies, markets, and challenges. Warner Burke emphasizes that OD is not just"anything done to better an organization"; it is a particular kind of change processdesigned to bring about a particular kind of end result. OD involves organizationalreflection, system improvement, planning, and self-analysis

Organizational development is an ongoing, systematic process to implement effective change inan organization. Organizational development is known as both a field of appliedbehavioral science focused on understanding and managing organizational change andas a field of scientific study and inquiry. It is interdisciplinary in nature and draws onsociology, psychology, and theories of motivation, learning, and personality.

Contractual Relationship; Change Agent; Sponsoring Organization; Applied Behavioral Science; Systems

Context; Improved Organizational Performance; Organizational Self-Renewal

Due to downsizing, outsourcing, mergers, restructuring, continual changes, invasions of privacy,harassment, and abuses of power, many employees experience the emotions ofaggression, anxiety, apprehension, cynicism, and fear, which can lead to performancedecreases. O.D. practitioners must acknowledge the existence of the trauma, provide asafe place for employees to discuss their feelings, symbolize the trauma and put it intoperspective, and then allow for and deal with the emotional responses. One method ofachieving this is by having employees draw pictures of what they feel about thesituation, and then having them explain their drawings with each other. Drawingpictures is beneficial because it allows employees to express emotions they normally

would not be able to put into words. Also, drawings often prompt active participation inthe activity, as everyone is required to draw a picture and then discuss its meaning.
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Unfreezing: Faced with a dilemma or disconfirmation, the individual or group becomes aware ofa need to change.

Changing: The situation is diagnosed and new models of behavior are explored and tested

Refreezing: Application of new behavior is evaluated, and if reinforcing, adopted.

OD interventions: -

Interventions are structured activities used individually or in combination by the members of aclient systemto improve their social or task performance. They may be introduced bya change agent as part of an improvement program, or they may be used by the client

following a program to check on the state of the organization's health, or to effectnecessary changes in its own behavior. "Structured activities" mean such diverseprocedures as experiential exercises, questionnaires, attitude surveys, interviews,relevant group discussions, and even lunchtime meetings between the change agentand a member of the clientorganization. Every action that influences an organization'simprovement program in a change agent-client system relationship can be said to be anintervention.

1. The basic building blocks of anorganization are groups(teams). Therefore, the basicunits of change are groups, not individuals.

2. An always relevant change goal is the reduction of inappropriate competition betweenparts of the organization and the development of a more collaborative condition.

3. Decision making in a healthy organization is located where the information sources are,rather than in a particular role or level ofhierarchy.4. Organizations, subunits of organizations, and individuals continuously manage their

affairs against goals. Controls are interim measurements, not the basis of managerialstrategy.

5. One goal of a healthy organization is to develop generally open communication, mutualtrust, andconfidence between and across levels.
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6. People support what they help create. People affected by a change must be allowedactive participation and a sense of ownership in the planning and conduct of the change.[3]

Interventions range from those designed to improve the effectiveness of individuals through thosedesigned to deal with teams and groups, intergroup relations, and the total organization. There

are interventions that focus on task issues (what people do), and those that focus on processissues (how people go about doing it). Finally, interventions may be roughly classified accordingto which change mechanism they tend to emphasize: for example, feedback, awareness ofchanging cultural norms, interaction and communication, conflict, and education through eithernew knowledge or skill practice.

The change agent must address himself to all of these hazards and obstacles. Some of the thingswhich will help him are:

1. A real need in the clientsystem to change2. Genuine support from management3. Setting a personal example: listening, supporting behavior4. A sound background in the behavioral sciences

5. A working knowledge of systems theory

6. A belief in man as a rational, self-educating being fully capable of learning better ways todo things.[9]

A few examples of interventions include team building, coaching, and Large Group Interventions

10. How is succession planning implemented?

Today's growing labor shortage makes it imperative for all companies to start successionplanning - and not just for leadership or executive positions

Identify the skills and competencies required to support your 3-5 year strategic plans and

cultivate these in your high-potential employees with career and development planning. Establish and develop a large number of promotable employees for all key areas in your

organization, not just for leadership and executive positions.

Increase employee engagement and retain key talent - employees who are part of atalent pool are more likely to stay with an organization

Be ready at any point to fill key roles throughout the organization.

Understand Workforce Potential and Areas of Retention Risk

Leverage Your Performance Appraisal Process or Conduct a Separate Talent Assessment

Collect the succession planning data you need during your next performance appraisal process,or run a separate mini process. This unique Halogen feature saves everyone time by gatheringthe succession planning data you need while your managers are already thinking about theiremployees' performance and career development, avoiding duplication of effort. Ask managers topredict potential and timing for promotion, risk of leaving, discuss career aspirations, and makerecommendations for talent pool membership

Phase 1 - Easily Identify High-Potential Employees in All Areas - The High Potential AnalysisReport lets you plot employee performance and potential on a nine square grid, giving you aneasy graphical view of high-potential employees
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Review talent overall or in a particular group to identify the best internal candidates fordevelopment or to find potential candidates for an immediate succession requirement.

Plot each employee according to their performance appraisal score and their potential forpromotion.

Drill down to see an Employee Talent Profile that summarizes key talent indicators andcompetency gaps in a single view.

Adjust or filter the report to show you the data you want and need

Proactively Discover and Mitigate Retention Risks

Use the Retention Risk Report to identify employees who are at a high and low risk ofleaving your organization.

Understand where there is a risk of losing key employees and areas where there may bea potential talent shortage in the future so you can take action to mitigate the risks.

Know where to target programs aimed at increasing employee engagement andretention, and track the effectiveness of these programs.

Run the report at any time, across all employees or for a particular group.

Adjust the report to display the employee and performance details you need to supportaction.

View risks for particular areas, or your whole organization

Phase 2 - Groom High-Potential Employees in All Areas and Prepare for Future TalentNeeds

Using talent pools for succession planning is a proven industry best practice to ensure yourorganization's future talent needs can be met. They help you to cultivate talent from within yourorganization through targeted individual, organizational and leadership skill development activitiesthat are aligned with your strategic 3-5 year plan. And they reward you with deeper benchstrength and higher employee engagement and retention

Determine Critical Competencies and Create Talent Pools

Group the diverse skills and competencies required in your organization into skill profilesfor talent pools with common requirements. Talent pools should be for areas, notindividual positions.

Define target ratings and weighting factors to create a competency model for each talentpool.

Assess High Potential Employees and Assign Them to Talent Pools

Assess high potential employees on the competencies needed for one or more talentpools and assign them to talent pools as appropriate.

Create individual development plans to help employees achieve proficiency in all therequired competencies, close skill gaps and prepare for succession opportunities.

Develop employees in a talent pool with ongoing coaching and feedback, and career anddevelopment planning, ensuring employee engagement.

Support Talent Pool Employee Development and Track Progress with Regular TalentAssessments

Conduct regular talent assessments to evaluate all employees in a talent pool against thecompetency model.


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Collect feedback from the employee, their manager and anyone else familiar with thecompetencies that define the talent pool.

Assign additional development activities to build the skills required to close the gaps.

Identify employees at risk of leaving, when and why.

Avoid the need for additional training - talent assessments use the same user interfaceand workflow as the rest of the Halogen Employee Performance and Talent Management

Suite

Monitor Talent Assessment and Succession Planning Progress and Results with Easy toUse Reports

Status and On Time Reports let HR track everyone's progress in a talent assessmentprocess and notify those who have tasks past due.

A Talent Assessment Results report lets you see overall assessment results and adjusttalent pool memberships as appropriate.

Drill down to see an Employee Talent Assessment Profile showing details on anindividual employee including gap analysis.

Generate a Development Plan Report to see the status of development activities for atalent pool, for an individual, a division or the entire organization.

Export all talent assessment related data to a formatted text file suitable for import into athird party software utility

Phase 3 - Recruit From Within Your Organization

Promoting from within to fill open positions helps to keep valuable core knowledge and skills inyour organization, and contributes to employee engagement and retention. HalogeneSuccession makes succession planning easy by helping you identify potential successorsfrom within your talent pools.

Filter, rank and compare people based on performance and succession data using theTalent Pool Report.

View a list of employees who are the best candidates in a talent pool at the current time. Drill down to see detailed individual talent profiles including detailed gap analysis against

the competencies for a talent pool


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Why You Need Workable Succession Planning Now

Succession planning has the greatest impact on improving retention rates over any othertalent initiative- even greater than compensation and other incentives.

Succession planning is a crucial part of talent management, and that transparency in thisregard motivates employees to perform at a high level, thereby fostering stability.

"SP&M (succession planning and management) goes beyond simple replacement planning. It isproactive and attempts to ensure the continuity of leadership by cultivating talent from within theorganization through planned development activities. It should be regarded as an important toolfor implementing strategic plans

Succession planning establishes a process that outlines the specific competencies desired for theorganization; identifies all key positions in the organization and the specific competencies forthese key positions; identifies potential future candidates from within the organization and profilesof future recruits; and provides development opportunities and individual development plans tothese potential candidates through Training & Development, coaching, mentoring, and on-the-jobtraining

Comprehensive leadership development and succession planning involves aligning leadershipwith the organization for which the leader is responsible.

Four step process for effective succession planning:

1. an organizational assessment,

2. a competency mapping process covering the effected positions,

3. a comprehensive and individualized leadership development process and

4. succession plan development and implementation

11.What is Balanced Scorecard?

The balanced scorecard is a strategic planning and management system that is used

extensively in business and industry, government, and nonprofit organizations

worldwide to align business activities to the vision and strategy of the organization,


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improve internal and external communications, and monitor organizationperformance against strategic goals. It was originated by Drs. Robert Kaplan

(Harvard Business School) and David Norton as a performance measurementframework that added strategic non-financial performance measures to traditional

financial metrics to give managers and executives a more 'balanced' view oforganizational performance.

The balanced scorecard has evolved from its early use as a simple performancemeasurement framework to a full strategic planning and management system. The

new balanced scorecard transforms an organizations strategic plan from an

attractive but passive document into the "marching orders" for the organization on adaily basis. It provides a framework that not only provides performance

measurements, but helps planners identify what should be done and measured. Itenables executives to truly execute their strategies

The balanced scorecard is a management system (not only a measurement system)that enables organizations to clarify their vision and strategy and translate them into

action. It provides feedback around both the internal business processes andexternal outcomes in order to continuously improve strategic performance and

results. When fully deployed, the balanced scorecard transforms strategic planningfrom an academic exercise into the nerve center of an enterprise

"The balanced scorecard retains traditional financial measures. But financialmeasures tell the story of past events, an adequate story for industrial age

companies for which investments in long-term capabilities and customerrelationships were not critical for success. These financial measures are inadequate,

however, for guiding and evaluating the journey that information age companies

must make to create future value through investment in customers, suppliers,employees, processes, technology, and innovation." The Four perspective of BSC

What are the Primary Implementation Success Factors


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Obtaining executive sponsorship and commitment

Involving a broad base of leaders, managers and employees in scorecard development

Agreeing on terminology

Choosing the right BSC Program Champion

Beginning interactive (two-way) communication first

Working through mission, vision, strategic results, and strategy mapping first to avoid rushing tojudgment on measures or software

Viewing the scorecard as a long-term journey rather than a short-term project

Planning for and managing change

Applying a disciplined implementation framework

Getting outside help if needed

Benefits of the BSC

Focusing the whole organization on the few things needed to create breakthroughperformance.

Helps to integrate various corporate program viz., quality, re-engineering and customerservice initiatives.

Breaking down strategic measures towards lower levels, so that unit managers,operators, and employees can see what is required at their level to achieve excellent

overall performance

Objectives, Measures, Targets and Initiatives:-

Objectives:- Major objectives to be achieved for example, profitable growth.

Measures:- The observable parameters that will be used to measure progress towards reachingthe objective. For example, the objective of profitable growth might be measured by growth in netmargin.

Targets:- The specific target values for the measures, for example 7% annual decline inmanufacturing disruptions.

Initiatives:- Projects or programs to be initiated in order to meet the objective.

The BSC method includes feedbacks around internal business process outputs. As in TQM,additionally the BSC provides feedback for the outcomes of business strategies. This createsdouble-loop feedback process in the BSC.

Outcome metrics: -


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You cant improve what you cant measure. Therefore metrics must be developed based on thepriorities of the strategic plan, which provides the key business drivers and criteria for metricsmanagers most desire to watch. Processes are then designed to collect information relevant tothese metrics and reduce it to numerical form of storage, display and analysis. Decision makersexamine the outcomes of various measured processes and strategies and track the results toguide the company and provide feedback.

Value metrics:-

Strategic feedback to show the present status of the organization from many perspectives fordecision makers.

Diagnostic feedback into various processes to guide improvements on a continuous basis.

Trends in performance overtime Feedback around the measurement methods themselves.

Which measurements should be tracked? Quantitative inputs for forecast methods and fordecision support systems.

12.What is 360 degree appraisal? What is the difference between 360 and BSC?

Its the process intended to improve individual and work unit performance and productivity bycollecting feedback from a range of people and making that performance information available tothe individual to be used to learn to be a better performer at work.

Its based on the idea that in order for people to improve performance on any task its necessary

for them to receive feedback about what they are doing right, worn, and what they need tochange to do better. They were invented through a desire to gain feedback from peers who wereperceived to give more accurate feedback than managers. A 360 process should not be anisolated piece of work it should be recognizably part of an overall plan for the individual and forthe organisation. It can be a one-off exercise to support one manager's development or it can bea widespread initiative to improve an organisation.

One of our key principles is that 360 degree appraisal is a method of consolidating feedbackrather than averaging it; consequently, this influences everything we do so let me spend a littletime on it. 360 is useful when it describes to you the range of responses that your colleagues giveagainst observable behaviors. That some people think you are a star at delegating while two ofyour direct reports find your approach troublesome, is the value of 360.

Second, we believe that narrative feedback offers the richest information - the rating scalessimply tell you where to look. Anyone who has given 360 feedback will tell you that the commentsthat raters provide give you the evidence and narrative that explains or gives context to thebehavioral scoring

Summary table of who has given feedback

Overall, by competency, tabular summary of feedback (not averages)

For each competency, a tabular summary of feedback


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Within each competency, graphical representation of feedback for each behavior with asummary of the narrative comments received

A competency framework should cascade from company objectives and values. For 360 degreeappraisal, the competency framework should be the simplest, cleanest framework that deliversthe strategic intent of your 360.

Check list:-

Less than 12 competencies per role

3 or 4 behaviors per competency works well

Cluster the framework for ease-of use

Contain both definitions and examples to aid understanding

Tailor off-the-shelf frameworks where you can. Re-inventing the wheel is

highly unnecessary for a lot or roles

Create a forward-looking framework. What behaviors does the organisation

want/need rather than what do they currently have

Seek out best practice in each area

Benefits:-

It is a psychometric axiom that multiple assessments can increase reliability and validity. Inaddition, including multiple views is consistent with organizational philosophies of employeeinvolvementand commitment. It has been suggested that the use of 360-degree feedback can(a) Open up candid discussion on undesired work behaviors from sole concern with supervisorevaluation to also being concerned with peer and subordinate evaluation,(b) Increase formal and informal feedback,(c) Increase management learning,(d) Increase the focus on customer service,(e) Encourage goal setting and skill development,(f) Call attention to important performance dimensions heretofore neglected,(g) Change corporate culture, and finally, as a result of the above,(h) Improve managerial behavior and effectiveness

One of the perplexing aspects of 360-degree feedback concerns the mechanisms by which itpositively impacts managerial behavior.

How to use Feedback:-

Developmental purposes, awareness of discrepancies between how we see ourselvesand how others see us enhances self-awareness. This enhanced self-awareness is a keyto maximum

Leadership performance and thus becomes a foundation for management and leadershipdevelopment programs.

Sources other than immediate supervisors (e.g., customers, subordinates) have uniqueperspectives to provide

When used for assignment or selection purposes, 360-degree instruments enablesystematic collection of inferences to be used by others for predicting future job success.

To facilitate organizational change, 360-degree feedback can help an organizationalintervention align leadership behavior with strategy

Does the culture view learning and changing as keys to success?

Do employees feel free to speak up without fear of reprisal?

Do managers view open communication as essential to a successful and flexibleorganization?


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Will managers use what they learn to make changes relevant to their personaland departmental success?

Will managers discuss the results with employees so they can see that their inputmatters?

The 360-degree feedback programs reviewed collected information from a variety of sources,

including supervisors, peers, subordinates, customers, and suppliers. For example, Mount et al.(1998) collected ratings from bosses, peers, and subordinates as well as self-ratings andconcluded that each source provided partially unique information. 6-point scale should be usedbecause it spreads ratings out more. had raters evaluate behavior during the past 6 months usinga 5-point extent scale, as did Johnson and Ferstl (1999). Finally, Dalessio (1998) suggested thatagreement, satisfaction, and extent scales are all adequate, depending on the particularapplication.

Training is needed prior to having people become involved in 360-degree feedback systems.Training can take two different forms: training for raters prior to data collection and training forappraisers when feedback reports are provided

Raters need training on how to make reliable and accurate ratings. They recommended bothframe of reference and rater error training (e.g., halo, central tendency, leniency, severity). Inaddition, training should include a discussion of both how the survey instrument was created andhow the information will be used, assurances of confidentiality, and instructions on how tocomplete the questionnaire.

Once feedback reports are provided, Antonioni (1996) suggested that appraises need traininginterpreting data and selecting improvement targets, handling feelings about negative feedback,discussing results with raters, and developing specific action plans. This training is particularlyimportant given the range of different ways 360-degree feedback ratings can be used.

.

360 performance rating system is not a validated or corroborated technique forPerformance appraisal. With the increase in the number of raters from one to five(commonly), it become difficult to separate, calculate and eliminate personal biasness anddifferences. It is often time consuming and difficult to analyze the information gathered
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The results can be manipulated by the employees towards their desired ratings with thehelp of the raters.

The 360 degree appraisal mechanism can have a adversely effect the motivation and theperformance of the employees.

360 degree feedback as a process- requires commitment of top management and theHR, resources (time, financial resources etc), planned implementation and follow-up.

360 degree feedback can be adversely affected by the customers perception of theorganisation and their incomplete knowledge about the process and the clarity o f theprocess.

Often, the process suffers because of the lack of knowledge on the part of theparticipants or the raters.

BENEFITS OF BALANCED SCORECARD

The benefits of the balanced scorecard approach in measuring performance are:

Gives the complete picture of the employee as well as the organizational performance.

It guides users in determining the critical success factors and performance indicators.

Strategic review or analysis of the organizational capabilities and performance.

Focusing the whole organisation on the few key things needed to create breakthroughperformance.

Integrating and directing the performance and efforts from the lowest levels in theorganisation to achieve excellent overall performance.

13.What is MBO?

Management by Objectives (MBO) was first given by Peter Drucker in 1954. It can be defined asa process whereby the employees and the superiors come together to identify common goals, theemployees set their goals to be achieved, the standards to be taken as the criteria formeasurement of their performance and contribution and deciding the course of action to befollowed.

The essence of MBO is participative goal setting, choosing course of actions and decisionmaking. An important part of the MBO is the measurement and the comparison of the employeesactual performance with the standards set. Ideally, when employees themselves have beeninvolved with the goal setting and the choosing the course of action to be followed by them, theyare more likely to fulfill their responsibilities.

The principle behind Management by Objectives (MBO) is to create empowered employees whohave clarity of the roles and responsibilities expected from them, understand their objectives to beachieved and thus help in the achievement of organizational as well as personal goals.


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Some of the important features and advantages of MBO are:

Clarity of goals With MBO, came the concept of SMART goals i.e. goals that are:

Specific

MeasurableAchievableRealistic, andTime bound.

The goals thus set are clear, motivating and there is a linkage between organizationalgoals and performance targets of the employees.

The focus is on future rather than on past. Goals and standards are set for theperformance for the future with periodic reviews and feedback.

Motivation Involving employees in the whole process of goal setting and increasingemployee empowerment increases employee job satisfaction and commitment.

Better communication and Coordination Frequent reviews and interactions betweensuperiors and subordinates helps to maintain harmonious relationships within theenterprise and also solve many problems faced during the period.

14. What is Assessment Centers?

Assessment centre refers to a method to objectively observe and assess the people in action byexperts or HR professionals with the help of various assessment tools and instruments.Assessment centers simulate the employees on-the-job environment and facilitate theassessment of their on-the-job performance

An assessment centre typically involves the use of methods like social/informal events, tests andexercises, assignments being given to a group of employees to assess their competencies andon-the-job behavior and potential to take higher responsibilities in the future. Generally,employees are given an assignment similar to the job they would be expected to perform ifpromoted. The trained evaluators observe and evaluate employees as they perform the assigned

jobs and are evaluated on job related characteristics

Social/Informal Events An assessment centre has a group of participants and also a

few assessors which gives a chance to the employees to socialize with a variety ofpeople and also to share information and know more about the organisation.

Information Sessions information sessions are also a part of the assessment centres.They provide information to the employees about the organisation, their roles andresponsibilities, the activities and the procedures etc.

Assignments- assignments in assessment centres include various tests and exerciseswhich are specially designed to assess the competencies and the potential of the


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employees. These include various interviews, psychometric tests, management gamesetc. all these assignments are focused at the target job.

The following are the common features of all assessment centres:

The final results is based on the pass/fail criteria

All the activities are carried out to fill the targeted job.

Each session lasts from 1 to 5 days.

The results are based on the assessment of the assessors with less emphasis on self-assessment

Immediate review or feedbacks are not provided to the employees.

An organizations human resources can be a vital competitive advantage and assessment centrehelps in getting the right people in right places. The major competencies that are judged inassessment centres are interpersonal skills, intellectual capability, planning and organizingcapabilities, motivation, career orientation etc. assessment centers are also an effective way todetermine the training and development needs of the targeted employees.

15. What is potential appraisal?

The potential appraisal refers to the appraisal i.e. identification of the hidden talents and skills of aperson. The person might or might not be aware of them. Potential appraisal is a future orientedappraisal whose main objective is to identify and evaluate the potential of the employees toassume higher positions and responsibilities in the organizational hierarchy. Many organisationsconsider and use potential appraisal as a part of the performance appraisal processes.

Potential appraisal can serve the following purposes:

To advise employees about their overall career development and future prospects

Help the organisation to chalk out succession plans

Motivate the employees to further develop their skills and competencies.

To identify the training needs.

Techniques of potential appraisal:

Self appraisals

Peer appraisals

Superior appraisals

MBO

Psychological and psychometric tests

Management games like role playing


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Leadership exercises etc.

Potential appraisal helps to identify what can happen in future so that it can be guided anddirected towards the achievement of individual and organizational growth and goals. Therefore,potential should be included as a part of the Performance appraisal in organisations

Most organisations incorporate potential appraisal in their appraisal processes for identifying anddeveloping suitable employee base for succession planning. This Performance appraisalconcentrates on the future, based on the performance of the past and helps in developing thepersonal interests of the employees in alignment to the organizational goals.

With the help of the potential appraisal form, the employees/ individuals are judged on variousperformance and behavioral parameters like:

The performance areas in which the improvement or development is indicated.

The accomplishments and the targets achieved in the current appraisal period

Overall rating of the performance

What skills, knowledge, competencies and qualities should be developed?

Has the employee taken any steps for improving his performance and his careerdevelopment?

Recommendations for the training and development of the employee

Updating knowledge on the latest developments on their job related and subject areas.

Rate the employee on the following characteristics or how does the employee fair onfollowing behavioral characteristics:

o Decision making

o Independent

o Confidence towards the job

o Handling stress and pressure

o Inter-personal skills, both with superiors and subordinates

o Leadership, motivating and conflict handling

The past performance of the employee and the potential of performing in future helps to identifythe hidden talents.

16. What is Self Appraisal?

Self appraisal is the self evaluation where the employee himself gives the feedback or his viewsand points regarding his performance. The employee himself critically analyses the performance,his strengths, weaknesses, accomplishments, problems faced, the training and developmentneeds (if any) etc. The self appraisal form generally starts with the employee details like
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The name of the employee

Designation

Date of joining

Date of last appraisal

Department

Reporting officer

The next section is, commonly, designed to gather the information from the employee regardinghis on-the-job performance and his responsibilities:

The current responsibilities held by the employee

Accomplishments

Goals for the next appraisal period

Areas for improvement

Training requirements felt for the present job

Responsibilities the employee would like to add to his current responsibilities

Problems faced

Solutions tried

Measures taken for personal and professional development

Best and worst aspects of the job

Is the superior supportive

The form also includes a section where the employee rates himself on various behavioralparameters like:

Communication skills

Inter-personal skills

Problem-solving

Team work

Adaptability/Flexibility

Initiative

Decision Making

Leadership

Maturity


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The self appraisal form also includes a section where the employee can quote examples andincidents to support his ratings and answers.

The self appraisal form generally ends with a subjective section asking for suggestions and thechoice of discussing any other topic that the employee feels the need to raise and discuss

Employee self-appraisal, within a performance management or annual performance reviewsystem involves asking the employee to self-evaluate his or her job performance.

Typically, prior to meeting with an employee, the manager will ask the employee to complete anevaluation form on his or her own, to be used as a basis for discussion during the annualperformance review meeting. Then at the meeting, the manager and employee discuss the self-appraisal results, and negotiate final evaluations based on both the manager's perceptions andthose of the employee.

It's rare that self-appraisal or self evaluation results are used without discussion and negotiationand they should not be.

Actual self evaluations as part of performance management can take the form of evaluating

progress towards pre-defined annual objectives and performance standards, involve theemployee inrating him or her self using the same rating form the manager uses, or even involveself-ranking.

By having employees do some sort of self evaluation before the actual review meeting,

the review meetings can be shorter.

If done properly and tactfully, encouraging employees to self evaluation or self appraise

at any time during the year, including around the actual review meetings, help convey the

message that the process of performance management and appraisal is a team effort,

and not something the manager does to the employee. This greases the wheels of the

process, making it more effective.

Whey self appraisal is an accepted and integrated part of the performance management

process, it encourages employees to self evaluate throughout the year. That's

exceedingly valuable, because what most managers want is employees who can do their

jobs, monitor their own progress, and self-correct all year long. When that happens

managers can spend far less time fire fighting or micromanaging.

A lot of people believe that if you have employees self evaluate as part of performance

management, they will evaluate themselves in an unrealistic, inaccurate, and overly

complimentary way. It's a common perception, but it's really not all that accurate. The

answer is, it depends.

The more vague the evaluation criteria the employee is asked to use, the more likely he or

she will be unrealistic and evaluate him or herself more highly than let's say the manager.
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Enhance leadership. Business journals are brim full with articles about leadership. Ignore them they are all far too complicated. Effective organizational leadership is simple:

1. have a vision of where you want to get to,2. clearly and persuasively communicate that vision to employees, and3. be consistent in your behaviors as strive to achieve that vision. Do this and your

employees will follow? Fail and you will be out there on you own.

Involve your people and value their input. Business journals are also brim full with articlesabout change. Ignore these too because they typically start from the Machiavellian premise that"people hate change".

This is nonsense of course. People LOVE change in fact they can hardly get enough of it.

Through the 1990s the UK DIY retail multiples experienced growth of over 185 per cent and in2004 the sector was estimated to be enjoying a turnover of just over 7.3 billion. People hatechange? And when the paint brushes and electric drills are put away for the night, these samepeople are tuning-in to makeover shows and gardening programmes.

People hate change? No, if people are involved in change (Do It YOURSELF) and their input tothe process is valued they will readily engage with it

Look after your reputation. If the world believes that your organisation is a poor "corporatecitizen" they will tell your people. If your employees believe what they hear they will increasinglydistance themselves from the business. And if they don't, they will get increasingly frustrated ifthey see that you are doing nothing to correct these misperceptions.

Either way, organisations that proactively manage their reputations will also enjoy higher levels ofemployee engagement.

Other key findings include the fact that larger companies are more challenged to engageemployees than are smaller companies, while employee age drives a clear difference in theimportance of certain drivers. For example, employees under age 44 rank "challengingenvironment/career growth opportunities" much higher than do older employees, who value"recognition and reward for their contributions".

employee engagement is a very big deal. There is clear and mounting evidence that high levelsof employee engagement keenly correlates to individual, group and corporate performance inareas such as retention, turnover, productivity, customer service and loyalty.

Employee engagement is NOT a fad. It's the byproduct of our economy's transition froman industrial base to a service and information base. As the American workforce evolved

from laborers to knowledge workers--a power shift occurred between employer andemployee. Engagement will become the best competitive advantage companies will exertto defend their businesses. Engagement research ought to be performed by everycompany with more than 10 employees. And the results should be scrutinized with thesame vigor as financial metrics. My firm operates "Best Place to Work" programs in 41US markets. The winners of these contests don't leave engagement to "chance." Theyare intentional about engineering an environment where talented people flourish.

DOES THE MANAGER


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Provide regular and frequent opportunities for employees to voice complaints,suggestions and questions, provide reasonable and timely responses, and giveemployees what they say they need to do a better job? (At least weekly?)

Elicit answers/responses from the team and get them to use their brainpower tosolve problems?

Listen to employees with 100% attention without distraction, without trying tofigure out a response and with the use of follow-up questions to obtain missingdetails and suggested fixes?

Refrain from giving orders since by their nature they demeaning anddisrespectful and destroy innovation and commitment?

Treat members better in terms of humility, respect, timely and high qualityresponses, forthrightness, trust, admission of error, etc than they are expected totreat customers and each other?

Publicly recognize employees for their contributions and high performance andnever take credit him/herself?

Openly provide all company info to employees to the extent they need/desire?

Use values and high standards of them in order to explain why certain actionsare better than others?

Use smiles and good humor with subordinates, not frowns or a blank face?

Generate in employees a sense of ownership?

However one achieves ownership or engagement by employees, the payback is HUGE.

Three basic aspects of employee engagement according to the global studies are:-

The employees and their own unique psychological make up and experience The employers and their ability to create the conditions that promote employee engagement Interaction between employees at all levels.

Thus it is largely the organizations responsibility to create an environment and culture conducive

to this partnership, and a win-win equation.

Engaged--"Engaged" employees are builders. They want to know thedesiredexpectations for their role so they can meet and exceed them. They'renaturally curiousabout their company and their place in it. They perform at consistentlyhigh levels. Theywant to use their talents and strengths at work every day. They workwith passion andthey drive innovation and move their organization forward

Not Engaged---Not-engagedemployees tend to concentrate on tasksrather than the goalsand outcomes they are expected to accomplish. They want to be toldwhat to do just sothey can do it and say they have finished. They focus on accomplishingtasks vs.


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achieving an outcome. Employees who are not-engagedtend to feeltheir contributionsare being overlooked, and their potential is not being tapped. Theyoften feel this waybecause they don't have productive relationships with their managers

or with theircoworkers.

Actively Disengaged--The "actively disengaged" employees are the"cave dwellers."They're "Consistently against Virtually Everything." They're not justunhappy at work;they're busy acting out their unhappiness .They sow seeds ofnegativity at everyopportunity. Every day, actively disengaged workers undermine whattheir engaged

coworkers accomplish. As workers increasingly rely on each other togenerate productsand services, the problems and tensions that are fostered by activelydisengagedworkerscan cause great damage to an organization's functioning .

advantages of Engaged employees are

Engaged employees will stay with the company, be an advocate ofthe companyand its products and services, and contribute to bottom line businesssuccess.

They will normally perform better and are more motivated. There is a significant link between employee engagement andprofitability.

They form an emotional connection with the company. This impactstheir attitudetowards the companys clients, and thereby improves customersatisfaction andservice levels

It builds passion, commitment and alignment with the organizationsstrategiesand goals

Increases employees trust in the organization

Creates a sense of loyalty in a competitive environment

Provides a high-energy working environment

Boosts business growth

Makes the employees effective brand ambassadors for the company

How to measure Employee Engagement?


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Step I: ListenStep II: Measure current level of employee engagement(feedback through surveys)Step III: - Identify the problem areasStep IV: Taking action to improve employee engagement by

acting upon theProblem areas

Barriers:-Managers do not see communication as part of their day jobManagers have not developed their communication skillsCommunication channels are absent, inappropriate, or over-subscribedCommunication around corporate citizenship is disjointed

A manifesto for outstanding organizational performance:-

1. Education: Every manager in your organisation must understand how effective

communication drives performance2. Development: Every manager in your organisation must recognize the difference

between natural and organizational communication and commit to developing therequired skills

3. Infrastructure: The organisation must invest in the development and maintenance ofappropriate channels of communication

4. Community: The organisation must actively mange its reputation as corporate citizenand positively engage employees and the wider community alike

Getting and keeping your employees engaged comes down to three simple factors leadership by example, a willingness to listen and being prepared to learn

"The most well-designed employee rewards programmes fall flat without proper execution. Linemanagers, who ultimately serve as the face of an organisation to its many employees, aretypically the ones who can make or break their success

While many organisations focus on monetary rewards for motivating employees, intangibleincentives such as job design, career development and the work climate all of which are heavilyinfluenced by management behavior also have an enormous effect on employee engagement.

The most successful managers are those who recognize and use a variety of tools to rewardemployees - from linking specific performance measures with larger goals for the organisation, torecognizing and rewarding valuable employee contributions, to clearly defining job roles.

"Human resource executives and line managers must work hand-in-hand to create these positive

environments,"

"In turn, managers can provide insightful feedback on the possible benefits and risks of differentrewards programmes."

Managers are also a vital component in delivering intangible rewards like flexible work hours,career growth, recognition, leadership and job enablement, the book argues.

"Competitive pay and benefits gets you in the game but it's no guarantee you'll win the race,"


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"It's the intangibles that are hardest things for competitors to imitate. One of the most surprisingthings we learned while developing the book was the prevalence and density with whichemployees cited these non-monetary issues as being most valuable to them. This is also a keyarea where managers can make a significant and positive impact."

"Employees are more likely to stay in organisations that say they care about their people's

development and really do something about it."

Factors influence employee engagement and retention such as:

A culture of respect where outstanding work is valued

Availability of constructive feedback and mentoring

Opportunity for advancement and professional development

Fair and appropriate reward, recognition and incentive systems

Availability of effective leadership

Clear job expectations

Adequate tools to complete work responsibilities High levels of motivation

Negative employee satisfaction issues can result in:

Higher employee turnover - Employees leave, taking their reservoir

of knowledge and experience to another workplace

Diminished performance - Competency of the workforce is reduced,at least short term, until new employees are trained

Lost training dollars - Time and money invested in training and

development programs for departing workers is wasted

Lower morale - Remaining employees can be overburdened with newduties, in addition the unresolved issues that already prevent their full

engagement

How Can You Attain Employee Engagement?

Listen to your employees and remember that this is a continuous process. The information youremployees supply will provide direction. Insist upon increased engagement at the manageriallevel, and create and deploy a customized employee satisfaction survey from AlphaMeasure toassess your current level of employee engagement. Identify problem areas, make a plan and takeaction towards improvement

The employee satisfaction survey is an efficient and practical tool that organizations can use tomaximize the performance and engagement of their workforce. The attitudes and motivations of

your employees play a crucial role in influencing motivation, productivity, and overall success.Smart companies realize the importance of understanding the attitudes, behaviors, andmotivations of staff and yielding this power to maximize their workforce

18.What is the process of Campus Recruitment? What is the significance of day Zero?

Campus Recruitment or Campus Placement has become a popular and commonly used methodfor selecting personnel in an organisation. In Campus Recruitment, Companies / Corporate visitsome of the most important Technical and Professional Institutes in an attempt to hire youngintelligent and smart students at source.


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The most significant fact about Campus Recruitment is that instead of the job seekersapproaching employers, the employers come to the most suitable prospective candidate with a

job offer. It is common practice for Institutes today to hire a Placement Officer who coordinateswith small, medium and large sized Companies and helps in streamlining the entire CampusRecruitment procedure.

Benefits of Campus Recruitment - Campus Recruitment proves to be beneficial for both partiesconcerned.

- Companies get the opportunity to choose from and select the best talent in a short span of time.

- Companies end up saving a lot of time and efforts that go in advertising vacancies, screeningand eventually selecting applicants for employment.

- College students who are just passing out get the opportunity to present themselves to some ofthe best Companies within their industry of interest. Landing a job offer while still in college and

joining just after graduating is definitely what all students dream of!

However, some of the common qualities Companies may look for include -Relevant Educational QualificationsA good track recordPleasant Personality and strong communication skillsMental Alertness and strong motivationEnergy and intelligenceA positive attitude and perseveranceSelf Confidence and MaturityDrive to stand out and make an impression

Some of the important issues faced by organizations:

LogisticsFight for Day-1 or Day- 0 slot due to high competition.Availability of adequate number of qualified students.Brand visibility in the marketHigh Salaries offered by competitorsJoining ratioArrangement of adequate number of interview panelists from various disciplines.

Some companies are willing to make an investment in an employee and, therefore, are willing totrain. Since new grads tend to identify more closely with their first company, the company can beassured of greater company loyalty. They also work for lower salaries. Companies that do thissuccessfully tend to do better at succession planning and promoting from within, and often offerbenefits that cement the long-term relationship with the employee (stock purchase/contribution

plans and company-funded savings plans that vest, for examples). An alumnus is an automaticlink to the next generation of grads, so the recruiting process becomes easier over time as welland the cost-per-hire is kept low.

Day Zero is first stage of the recruitment process.

Companies interact and forge links with the student community before they actually recruitstudents. For instance, the initiatives taken by the student clubs provide opportunities galore forfirms to introduce themselves to specifically targeted groups of students. Offering a good platform


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Usually, the recruitment process starts when a manger initiates an employee requisition for aspecific vacancy or an anticipated vacancy

RECRUITMENT NEEDS ARE OF THREE TYPES

PLANNEDi.e. the needs arising from changes in organization and retirement policy.

ANTICIPATEDAnticipated needs are those movements in personnel, which an organization can predict bystudying trends in internal and external environment.

UNEXPECTEDResignation, deaths, accidents, illness give rise to unexpected needs.

Purpose & Importance Of Recruitment

Attract and encourage more and more candidates to apply in the organisation.

Create a talent pool of candidates to enable the selection of best candidates for the organisation.

Determine present and future requirements of the organization in conjunction with its

personnel planning and job analysis activities.

Recruitment is the process which links the employers with the employees.

Increase the pool of job candidates at minimum cost.

Help increase the success rate of selection process by decreasing number of visibly under qualified or overqualified job applicants.

Help reduce the probability that job applicants once recruited and selected will leave the organization only after a short period of time.

Meet the organizations legal and social obligations regarding the composition of its workforce.

Begin identifying and preparing potential job applicants who will be appropriate candidates.

Increase organization and individual effectiveness of various recruiting techniques and sources for all types of job applicants


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SOURCES OF RECRUITMENT

FACTORS AFFECTING RECRUITMENT


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The recruitment and selection is the major function of the human resource department andrecruitment process is the first step towards creating the competitive strength and the strategicadvantage for the organisations. Recruitment process involves a systematic procedure fromsourcing the candidates to arranging and conducting the interviews and requires many resourcesand time. A general recruitment process is as follows

Preparing the job description and person specification.

Locating and developing the sources of required number and type of employees

(Advertising etc).

Short-listing and identifying the prospective employee with required characteristics.

Arranging the interviews with the selected candidates.

Conducting the interview and decision making

Identify vacancy

Prepare job description and person specification

Advertising the vacancy

Managing the response

Short-listing

Arrange interviews

Conducting interview and decision making

COMPONENTS OF THE RECRUITMENT POLICY

The general recruitment policies and terms of the organisation

Recruitment services of consultants

Recruitment of temporary employees

Unique recruitment situations

The selection process

The job descriptions

The terms and conditions of the employment


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A recruitment policy of an organisation should be such that:

It should focus on recruiting the best potential people.

To ensure that every applicant and employee is treated equally with dignity and respect.

Unbiased policy.

To aid and encourage employees in realizing their full potential.

Transparent, task oriented and merit based selection.

Weightage during selection given to factors that suit organization needs.

Optimization of manpower at the time of selection process.

Defining the competent authority to approve each selection.

Abides by relevant public policy and legislation on hiring and employment relationship.

Integrates employee needs with the organizational needs

FACTORS AFFECTING RECRUITMENT POLICY

Organizational objectives

Personnel policies of the organization and its competitors.

Government policies on reservations.

Preferred sources of recruitment.

Need of the organization.

Recruitment costs and financial implications

The following trends are being seen in recruitment:

(1)OUTSOURCING (2) POACHING/RAIDING (3) E-RECRUITMENT

Advantages of outsourcing are:

1. Company need not plan for human resources much in advance.

2. Value creation, operational flexibility and competitive advantage

3. turning the management's focus to strategic level processes of HRM

4. Company is free from salary negotiations, weeding the unsuitable resumes/candidates.

5. Company can save a lot of its resources and time


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Recruitment Vs Selection

Both recruitment and selection are the two phases of the employment process. Thedifferences between the two are:

1. Recruitment is the process of searching the candidates for employment and stimulatingthem to apply for jobs in the organisation WHEREAS selection involves the series of steps bywhich the candidates are screened for choosing the most suitable persons for vacant posts.

2. The basic purpose of recruitments is to create a talent pool of candidates to enable theselection of best candidates for the organisation, by attracting more and more employees toapply in the organisation WHEREAS the basic purpose of selection process is to choose theright candidate to fill the various positions in the organisation

3. Recruitment is a positive process i.e. encouraging more and more employees to applyWHEREAS selection is a negative process as it involves rejection of the unsuitablecandidates.

4. Recruitment is concerned with tapping the sources of human resources WHEREASselection is concerned with selecting the most suitable candidate through various interviewsand tests.

5. There is no contract of recruitment established in recruitment WHEREAS selection resultsin a contract of service between the employer and the selected employee.

Recruitment management system is the comprehensive tool to manage the entire recruitmentprocesses of an organisation. It is one of the technological tools facilitated by the informationmanagement systems to the HR of organisations. Just like performance management, payrolland other systems, Recruitment management system helps to contour the recruitmentprocesses and effectively managing the ROI on recruitment

The features, functions and major benefits of the recruitment management system are explainedbelow:

Structure and systematically organize the entire recruitment processes.

Recruitment management system facilitates faster, unbiased, accurate and reliableprocessing of applications from various applications.

Helps to reduce the time-per-hire and cost-per-hire.

Recruitment management system helps to incorporate and integrate the various links likethe application system on the official website of the company, the unsolicitedapplications, outsourcing recruitment, the final decision making to the main recruitmentprocess.

Recruitment management system maintains an automated active database of theapplicants facilitating the talent management and increasing the efficiency of therecruitment processes.


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Recruitment management system provides and a flexible, automated and interactiveinterface between the online application system, the recruitment department of thecompany and the job seeker.

Offers tolls and support to enhance productivity, solutions and optimizing the recruitmentprocesses to ensure improved ROI.

Recruitment management system helps to communicate and create healthy relationships

with the candidates through the entire recruitment process.

The ROI On Recruitment

Before making any investment, every organisation would want to evaluate the investment byanswering the following questions in quantifiable terms:

preparing for interview a

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