Q. Define HRM. State the Nature and Scope of HRM. Explain the various HRM functions. Ans.

Human Resource Management (HRM) is the function within an organization that focuses on recruitment of, management of, and providing direction for the people who work in the organization. Human Resource Management can also be performed by line managers. Human Resource Management is the organizational function that deals with issues related to people such as compensation, hiring, performance management, organization development, safety, wellness, benefits, employee motivation, communication, administration, and training. Human Resource Management: Nature Human Resource Management is a process of bringing people and organizations together so that the goals of each are met. The various features of HRM include: It is pervasive in nature as it is present in all enterprises. Its focus is on results rather than on rules. It tries to help employees develop their potential fully. It encourages employees to give their best to the organization. It is all about people at work, both as individuals and groups. It tries to put people on assigned jobs in order to produce good results. It helps an organization meet its goals in the future by providing for competent and well-motivated employees. It tries to build and maintain cordial relations between people working at various levels in the organization. It is a multidisciplinary activity, utilizing knowledge and inputs drawn from psychology, economics, etc.

Human Resource Management: Scope The scope of HRM is very wide: 1. Personnel aspect-This is concerned with manpower planning, recruitment, selection, placement, transfer, promotion, training and development, layoff and retrenchment, remuneration, incentives, productivity etc. 2. Welfare aspect-It deals with working conditions and amenities such as canteens, crches, rest and lunch rooms, housing, transport, medical assistance, education, health and safety, recreation facilities, etc. 3. Industrial relations aspect-This covers union-management relations, joint consultation, collective bargaining, grievance and disciplinary procedures, settlement of disputes, etc. HRM FUNCTIONS There are eight key functions of any HR: Planning: Preparing forecasts of future HR needs in the light of an organizations environment, mission, and objectives, strategies, and internal strengths and weakness including its structure, technology, and leadership. Staffing: Obtaining people with the appropriate skills, abilities, knowledge and experience to ill jobs in the work organization. Developing: Analyzing learning requirements to ensure that employees possess the knowledge and skills to perform in their jobs or to advance in the organization. Performance appraisal can identify employees key skills and competencies. Monitoring: The design and administration of reward systems. HR practices include job evaluation, performance appraisal, pay and benefits.

Maintaining: The administration and monitoring of workplace safety, health, and welfare policies to retain a competent workforce and comply with statutory standards and regulations. Managing Relationships: Encompass a range of employee involvement/ participation schemes in work place. In union environment it includes negotiating contracts and administering the collective agreement. Managing Change: This involves helping others to envision the future, communicating this vision, setting clear expectations for performance and developing the capability to reorganize people and reallocate the resources. Evaluating: Designing the procedures and processes that measure, evaluate and communicate the value added component of HR practices and entire HR System to the organization.

Q. Throw some lights on the evolution of HRM. Differentiate between HRM and Personnel Management. Ans. The origins of Personnel management can be traced to the concern about exploitation of people working in factories and was introduced through law of the land in most of the countries to deal with issues pertaining to grievances and welfare of the workmen. As the dynamics in relations between trade unions and management changed the personnel management responsibilities grew beyond welfare to other areas such as ensuring amicable industrial relations and effective personnel administration. During this period the emphasis was on formulating and monitoring conformance to rules and procedures. The last three decades saw, the changes in the competitive environment brought about by growing competition, which resulted in availability of wide choice for customers and that in turn, gave a new dimension to marketplace customers

preference, which in effect drives companies to continuously innovate and provide the kind of value to customer that competition cannot match. This marked change in attitude of managements saw the emergence of concept of Human Resource Management which characterizes implementation of personnel policies to maximize objectives of organizational integrity, employee commitment, flexibility and quality Difference between HRM and PM 1. Personnel management deals with employees, their payroll and employment laws. On the other hand, Human Resources Management deals with the management of the work force, and contributes to an organizations success. 2. HRM basically deals with developing personnel management skills. It is Human Resources Management that develops a team of employees for an organization. 3. While Personnel management is considered to be reactive, Human Resources Management is stated to be proactive. 4. Personnel management focuses on administrating people or employees. On the other hand, the prime focus of Human Resources Development is to build a dynamic culture. 5. Personnel management is independent from an organization. On the contrary, Human Resources Management forms an integral part of a company or an organization.

Q. What is Strategic Management? Give the different challenges to Strategic HRM. Give the roles of HR Manager. Ans. Strategic management refers to the process of crafting strategies, their implementation and evaluation of their effectiveness. Strategic HRM refers to the process of developing practices, programmes and policies that help achieve organizational objectives. What is essential is that these policies, programmes

and practices need to be aligned with organizational strategies. Specifically SHRM involves that 1. HRM is fully integrated with the strategy and the strategic needs of the firm; 2. HR policies cohere both across policy areas and across hierarchies; 3. HR architecture of the firm results in its above-average financial performance. 4. HR practices are adjusted, accepted, and used by line managers and employees as part of their everyday work. Barriers to SHRM Though SHRM looks convincing and essential, several barriers operate in the way of organizations taking to strategic orientation of their HR functions. They can be defined as follows 1. Most organizations adopt a short-term mentality and focus on current performance. 2. Inability of HR executives to think strategically. They are unable to go beyond their area of operation. Their knowledge about general business functioning, their awareness about technological advancements and their ability to convince colleagues in other department are limited. 3. Most senior managers lack appreciation for the value of HR and its ability to contribute to the organization from a strategic perspective. 4. Some functional managers see themselves as HR managers as well and are concerned more with technical aspects of their areas of responsibility than the human aspects. Every line manager is an HR manager too, but in reality, finance controller, for example, fails to see beyond cash inflows and outflows, so also the operations executive who is obsessed with inputs, outputs and the conversion process. 5. Problem of quantifying many of the outcomes and benefits of HR programmes. 6. Another barrier to SHRM is the fact that human assets are not owned by organizations and therefore, are perceived as a higher risk investment than

capital assets. This mindset and approach prevents the organizations from investing in its people. 7. Again, taking a strategic approach to HR may mean making drastic changes in the firms architecture and it thus may be resisted. Not many executives would be prepared to accept such drastic changes. Depending on the size of the organization, the HR manager has responsibility for all of the functions that deal with the needs and activities of the organization's people including these areas of responsibility 1. Recruiting 2. Hiring 3. Training 4. Organization Development 5. Communication 6. Performance Management 7. Coaching 8. Policy Recommendation 9. Salary and Benefits 10.Team Building 11.Employee Relations 12.Leadership Q. What do you understand by HRP? Mention the various factors affecting HRP and explain the various steps of HRP. Ans. The ongoing process of systematic planning to achieve optimum use of an organization's most valuable asset its human resources. The objective of human resource (HR) planning is to ensure the best fit between employees and jobs, while avoiding manpower shortages or surpluses. The three key elements of the HR planning process are forecasting labor demand, analyzing present labor supply, and balancing projected labor demand and supply. HRP is influenced by several considerations. The more important of them affecting HRP are as follows -

1. Type and Strategy of Organization the type of organization determines the production process involved and the number of staff retained. In addition, the strategic plan of an organization defines its HR needs. 2. Organizational growth cycles and planning the stage of an organizations growth can have considerable influence on HRP. A mature organization experiences less flexibility and variability. Growth slows down. The workforce becomes old as few younger people are hired. Issues like retirement and possible retrenchment dominate planning. In declining stage, HRP takes a different focus. Planning is done for layoff, retrenchment and retirement. 3. Environmental uncertainties HR managers rarely have a privilege of operating in a stable and predictable environment. Political, social and economic changes affect all organizations. 4. Time Horizons On one hand there are short-term plans spanning six months to one year. On the other hand, there are long term plans which spread over three to twenty years. 5. Type and Quality of Forecasting Information the information used to forecast personnel needs originates from a multitude of sources. A major issue of personnel planning is the type of information which should be used in making forecasts. Organizations speaking in stable environment are in a better position to obtain comprehensive, timely and accurate information. 6. Labor Market Labor market comprises people with skills and abilities that can be tapped when the need arises. 7. Outsourcing Several organizations outsource part of their work to outside parties either in the form of sub-contracting or ancillarisation. HRP is rarely required in such circumstances as the regular employees sit idle. For HRP Process check page - 96 in Aswathappa

Q. Define HRIS. Ans. An HRIS, the abbreviation for Human Resources Information System, is a system that lets you keep track of all your employees and information about them. It is usually done in a database or, more often, in a series of inter-related databases. The Human Resource Information System (HRIS) is a software or online solution for the data entry, data tracking, and data information needs of the Human Resources, payroll, management, and accounting functions within a business. Normally packaged as a data base, hundreds of companies sell some form of HRIS and every HRIS has different capabilities. Pick your HRIS carefully based on the capabilities you need in your company. Typically, the better The Human Resource Information Systems (HRIS) provide overall: 1. Management of all employee information. 2. Reporting and analysis of employee information. 3. Company-related documents such as employee handbooks, emergency evacuation procedures, and safety guidelines. 4. Benefits administration including enrollment, status changes, and personal information updating. 5. Complete integration with payroll and other company financial software and accounting systems. 6. Applicant tracking and resume management. The HRIS that most effectively serves companies tracks: 1. 2. 3. 4. 5. 6. 7. attendance and PTO use, pay raises and history, pay grades and positions held, performance development plans, training received, disciplinary action received, personal employee information, and occasionally,

8. management and key employee succession plans, 9. high potential employee identification, and 10. Applicant tracking, interviewing, and selection. An effective HRIS provides information on just about anything the company needs to track and analyze about employees, former employees, and applicants. Your company will need to select a Human Resources Information System and customize it to meet your needs. With an appropriate HRIS, Human Resources staff enables employees to do their own benefits updates and address changes, thus freeing HR staff for more strategic functions. Additionally, data necessary for employee management, knowledge development, career growth and development, and equal treatment is facilitated. Finally, managers can access the information they need to legally, ethically, and effectively support the success of their reporting employees. Q. Define Recruitment. State the various recruitment process and sources. Ans. Recruitment is of the most crucial roles of the human resource professionals. The level of performance of and organization depends on the effectiveness of its recruitment function. Organizations have developed and follow recruitment strategies to hire the best talent for their organization and to utilize their resources optimally. A successful recruitment strategy should be well planned and practical to attract more and good talent to apply in the organization. As stated earlier, recruitment refers to the process of identifying and attracting job seekers as to build a pool of qualified job applicants. The process comprises of five interrelated stages 1. Planning Planning involves the translation of likely job vacancies and information about the nature of these jobs into a set of objectives or targets that specify the (i) number, and (ii) type of applicants to be contacted. 2. Strategy Development Once it is known how many and what types of recruits are required, consideration needs to be given to (i) make or buy employees, (ii) technological sophistication of recruitment, (iii) geographic

distribution of labor markets comprising job seekers, (iv) sources of recruitment; and (v) sequencing the activities in the recruitment process. 3. Searching Once a recruiting strategy and plan has been worked out, the search process can begin. The search for right employees. 4. Screening Screening of applications can be regarded as an integral part of the recruiting process. The purpose of screening is to remove from the recruitment process, at an early stage, those applicants who are visibly unqualified for the job. 5. Evaluation and control Evaluation and control is necessary as considerable costs are incurred in the recruitment process. It include the evaluation of the recruitment process and of recruitment methods. Sources of recruitment can be divided under two headings : 1. Internal a. Present employees b. Employee Referrals c. Former Employees d. Previous Applicants 2. External
1 2 3 4 5 6

Trade Associations Advertisements Employment Exchanges Campus Recruitment Walk-ins and Write-ins Consultants

7 8 9 10 11 12

Contractors Displaced Persons Radio and Television Acquistions and Mergers Competitors E-Recruiters

Q. What is selection? What are the different steps followed in the Selection process? Ans. Selection is a long process, commencing from the preliminary interview of the applicant and ending with the contract of the employee. On a very basic note it can be defined as - The process of interviewing and evaluating candidates for a specific job and selecting an individual for employment based on certain criteria. The different Selection Processes are 1. 2. 3. 4. 5. 6. 7. 8. 9. Preliminary Interview Selection Tests Employment Interview Reference and Background Analysis Selection Decision Physical Examination Job Offer Employment Contract Evaluation

Q. What is Human Resource Forecasting? Explain how effectively HR Manager would deal with both shortage and surplus of human resources in an organization? Ans. Manpower function is one of the newer areas to be brought under the mantle of systematic planning. It is the prediction of future levels of demand for, and supply of, workers and skills at organizational, regional, or national level. A variety of techniques are used in manpower forecasting. Human Resource planning involves getting the right number of qualified people into the right jobs at the right time. Human resource forecasting severs as an integral part and the concept closer to Human Resource Planning. In short Human Resource Planning helps in better allocation and control over the organizations manpower resource.

Purpose of Human Resource Planning HUMAN RESOURCE PLANNING serves two interrelated purposes. It prepares the organization for the future in terms of planning its manpower requirement and utilizing them properly in order to meet the impact of rapid technical and economic changes and maintain its competitive position. It gives a picture of manpower available within the organization to undertake any future expansion, or set up a new branch or a new plant or develop a new line of production. It allows for forward planning to fill anticipated skill requirements as well as allows for needed flexibility in day-to-day utilization of manpower. It allows for adapting to abrupt changes in such factory as technological advances, new markets, political and economic pressures and heightened competition. Demand forecasting must consider several factors both external and internal factors. Among the external factors are competition (foreign and domestic), economic climate, laws and regulatory bodies, changes in technology and social factors. Internal factors include budget constraints, production levels, new products and services, organizational structure, and employee separations. Demand forecasting is common among organizations. There are several good reasons to conduct demand forecasting. It can help: 1. Quantify the jobs necessary for producing a given number of goods, or offering a given amount of services; 2. Determine what staff-mix is desirable in the future; 3. Assess appropriate staffing levels in different parts of the organization so as to avoid unnecessary costs; 4. Prevent shortages of people where and when they are needed most; 5. Monitor compliance with legal requirements with regard to reservation of jobs.

Forecasting Techniques- Forecasting techniques vary from simple to sophisticated ones. The techniques are1. 2. 3. 4. 5. Managerial judgment Ratio-trend analysis Regression analysis Work Study techniques Delphi technique

Explain giving the features of HRP as in better hiring when shortage and redeploying or training when surplus.

Q. Write Short notes on: a) Use of Competency Mapping in Selection Process - Competency Mapping is a process of identify key competencies for an organization and/or a job and incorporating those competencies throughout the various processes (i.e. job evaluation, training, recruitment) of the organization. To ensure we are both on the same page, we would define a competency as a behavior (i.e. communication, leadership) rather than a skill or ability. There are four major components of competency: 1. SKILL: capabilities acquired through practice. It can be a financial skill such as budgeting, or a verbal skill such as making a presentation. 2. KNOWLEDGE: understanding acquired through learning. This refers to a body of information relevant to job performance. It is what people have to know to be able to perform a job, such as knowledge of policies and procedures for a recruitment process. 3. PERSONAL ATTRIBUTES: inherent characteristics which are brought to the job, representing the essential foundation upon which knowledge and skill can be developed. 4. BEHAVIOR: The observable demonstration of some competency, skill, knowledge and personal attributes. It is an essentially definitive

expression of a competency in that it is a set of action that, presumably, can be observed, taught, learned, and measured.

MAPPING PROCESS: There are about five stages while performing competency mapping. The following are the five stages discussed in detail. FIRST STAGE: The first stage of mapping requires understanding the vision and mission of the organization. SECOND STAGE: Second stage requires understanding from the superior performers the behavioral as well as the functional aspects required to perform job effectively. THIRD STAGE: Third stage involves thorough study of the BEI Reports/ Structured Interview Reports for identification, measurement of competency, etc. Care should be taken that the indicators should be measurable and gives objective judgment. FOURTH STAGE: This stage requires preparation for assessment and the schedule, etc. FIFTH STAGE: This stage involves conducting assessment centre. Usually it is a two day program which would involve giving a brief feedback to the participant about the competencies that has been assessed and where they stand to. SIXTH STAGE: Sixth stage involves detailed report of the competencies assessed and also the development plan for the developmental areas. BENEFITS OF USING COMPETENCY MODEL There are some useful benefits of using competency model for the company, managers, and employees as well. FOR THE COMPANY

1. Reinforce corporate strategy, culture, and vision. 2. Establish expectations for performance excellence, resulting in a systematic approach to professional development, improved job satisfaction, and better employee retention. 3. Increase the effectiveness of training and professional development programs by linking them to the success criteria (i.e., behavioral standards of excellence). 4. Provide a common framework and language for discussing how to implement and communicate key strategies. 5. Provide a common understanding of the scope and requirements of a specific role. 6. Provide common, organization-wide standards for career levels that enable employees to move across business boundaries. FOR MANAGERS: 1. Identify performance criteria to improve the accuracy and ease of the hiring and selection process. 2. Provide more objective performance standards. 3. Clarify standards of excellence for easier communication of performance expectations to direct reports. 4. Provide a clear foundation for dialogue to occur between the manager and employee about performance, development, and career-related issues. FOR EMPLOYEES: 1. Identify the success criteria (i.e., behavioral standards of performance excellence) required to be successful in their role. 2. Support a more specific and objective assessment of their strengths and specify targeted areas for professional development. 3. Provide development tools and methods for enhancing their skills.

4. Provide the basis for a more objective dialogue with their manager or team about performance, development, and career related issues.

b.) Glass Ceiling Effect It is defined as Invisible but real barrier through which the next stage or level of advancement can be seen, but cannot be reached by a section of qualified and deserving employees. Such barriers exist due to implicit prejudice on the basis of age, ethnicity, political or religious affiliation, and/or sex. Although generally illegal, such practices prevalent in most countries. Initially, the metaphor applied to barriers in the careers of women but was quickly extended to refer to obstacles hindering the advancement of minority men, as well as women. Most see the glass ceiling as only being in the work place, which is where it originally was intended for, it has spread to encompass the household and others as well. The barrier within the household has been seen as the difficulty a woman has of getting out of the household and accumulating a job. Not all women feel as though they are being suppressed in the household and many women choose to be in the household in which case the glass ceiling does not apply to them. The term only applies to those women that wish to be out in the work field but are unable to be. Because the glass ceiling also limits the opportunities of women in developing countries, the term has broadened and also become an issue around the world. Examples: Although she was as qualified as her male colleagues, the glass ceiling kept Miriam from reaching the executive suite. c.) Types of Employee Benefits A company can offer many types of benefit plans. The types of plans offered depend on the employer and are usually outlined for new employees during orientation. According to the Society of Human Resource Management (SHRM), some benefit plans are mandated by central and/or state law, and others are voluntarily provided by the employer to help attract, retain and motivate employees.

Pension Plans - Many companies offer their employees an employeesponsored pension plan. Some established companies may still offer a defined benefit pension plan, but most companies now offer a defined contribution plan, better known as a 401k plan. The pension benefits of a defined benefit plan are usually determined by length of service and the highest three years of salary. The pension benefits of a 401k plan are determined by the amount of money contributed and the investment choices made. Employers will often match a certain percentage of what the employee contributes, but this contribution is up to the individual employer. Health Plans - Health insurance is another common benefit offered. The types of health plans vary greatly and include everything from fee-forservice arrangements to managed care plans like HMO, PPO or POS. Employee orientation should outline what type of health plan is offered and how to obtain coverage. Employees can also cover their dependents under the group health plan. Participation in a group health plan also qualifies the employee and covered dependents for continuation of coverage under COBRA, in the event of employment separation. Paid Time Off - Many employers offer paid time off such as vacation, sick leave, holiday pay and bereavement leave. The paid leave policy is up to the individual employer. There is usually a probationary period that must be completed before earning paid time off, and the probation time period varies by employer. Disability Insurance - Employers can elect to offer short-term and/or longterm disability insurance. This insurance is often paid for by the employee if elected. Short-term disability provides approximately 60 percent of the employee's pay in the event he is too ill to work. Typically, long-term disability provides benefits when the disability lasts longer than six months. Again, offering these benefits is at the employer's discretion. Additional Benefits -There are many other benefits that are not as common. Employee assistance programs (EAPs) are offered in some cases. EAP programs offer free confidential help to employees and their families. These programs can save jobs and help keep families together. Some employers offer flexible spending accounts. These accounts allow the employee to cover medical expenses with pre-tax dollars. Another possible benefit is

educational assistance. Employers that offer this benefit reimburse employees for college tuition and books, depending on the satisfactory completion of job-related course work. Other employers offer adoption assistance, domestic partner benefits and disease management programs, among others. d.) PAQ (Position Analysis Questionnaire) PAQ model developed by McCormick, Jeanneret, and Mecham (1972), is a structured instrument of job analysis to measure job characteristics and relate them to human characteristics. It consists of 195 job elements that describe generic human work behaviors. Contents of PAQ method / technique: 195 items of job elements includes six categories: Interpersonal activities (36 elements), Work situation and job context (19 elements), and Miscellaneous aspects (41 elements). Information input (35 elements), Mental processes (14 elements), Work output (49 elements),

Advantages of PAQ method / technique: There are several advantages inherent in the Position Analysis Questionnaire. 1. PAQ method / technique: is structured to allow for easy quantification. 2. The format of this method include in both data collection and computer analysis and can yield results much faster than the other methods. 3. It has been shown to be extremely reliable, results usually replicate on a second administration. 4. The taxonomic approach of the PAQ makes comparison of jobs relatively easy. Disadvantages of PAQ method / technique: 1. One of the major disadvantages of PAQ, however, is related to its taxonomic approach.

2. Getting Human Resources probably because its language is not specific to particular jobs. 3. Another criticism of the language used in PAQ is that its reading level is too difficult. Process of PAQ method / technique: 1. Job incumbents (and sometimes their managers) answer questions on form outlining skills, abilities and knowledge needed to perform the job. 2. Responses are compiled and a composite job requirement statement is produced.

e.) Induction Process - Induction is process meant to help the new employee to settle down quickly into the job by becoming familiar with the people, the surroundings, the job, the firm and the industry. Induction is the process of acquainting the new employees with the existing culture and practices of the new organization. Typically, Orientation conveys three types of information (i) general information about the daily work routine; (ii) a review of the firms history, and (iii) a detailed presentation of organizations policies, work rules and employee benefits. The purpose of Induction Process can be defined as follows 1. 2. 3. 4. To sort out all anxiety of recruited person To ensure the effective integration of staff History and introduction of founders Understand the standards and rules (written and unwritten) of the organization 5. Introduction to the company/department and its personnel structure 6. Relevant personnel policies, such as training, promotion and health and safety. 7. To clear doubtful situation between new employee and existing one

Orientation Programme can have many choices (i) (ii) (iii) (iv) formal or informal individual or collective serial or disjunctive investiture or divestiture

Some of the requisites of an effective system are Prepare for the new employee, Determine information new employees want to know, determine how to present information and completion of paper work. The major problems faced in the Orientation programme can be defined as follows (i) (ii) (iii) (iv) (v) To keep it simple Supervisor is not trained enough Large no. of forms Employee is thrown into action too soon Wrong perception develop in short span

Q. Many managers describe performance appraisal as the responsibility which they like the least. a) Why is this so? What could be done to improve the perception? b) How would you implement 360 Degrees Performance Appraisal for your back office employees (like HR employees)? Ans. A.) Appraisal time may or may not be a good time for any employee. And giving an employee bad news during a performance review is tough enough. So why make the job any tougher by saddling managers with complicated appraisal systems? Though a great tool but what often HR and top management do is create performance management systems that make managers defer, hesitate or just

plain resist because they see the system as a hassle, not a tool for developing and rewarding employees. And not only this but fear also plays a very important role in the managers not liking the performance appraisal responsibility. The question is WHY? Because someone may cry or get angry; that someone may disagree and take a case against the manager; that the manager won't do it "right" somehow; that they give a great review and their favorite employee decides to go for a promotion somewhere else; or that the manager works hard to give a balanced review and nothing changes in terms of behavior. The performance evaluation process is too complicated. They see no evidence that it affects the work quality of those whose performances are being reviewed. Managers also fear possible legal challenges if the employee ties a negative review to a missed promotion or a denied pay raise. Managers also may feel that they lack control over the process because higher-ups dictate the results the system should give Managers may not see a real link between performance evaluations and compensation. How to Motivate Managers and Change the Perception - If we want to motivate employees to improve their performance, start by motivating managers to do a thorough job on reviews. Some of the simple and easy ways by which the can improve managers compliance with performance evaluation processes: 1. Make it meaningful - need to impress on managers the importance of the process. Commitment at the top of the organization is very critical. 2. Make everyone a player - Get buy-in from the management team even if it means spending a good deal of time developing a customized performance measurement format. Need input from the managers themselves.

3. Keep it Simple - Many managers complain about the complexity and length of performance evaluation forms. Through their experience in working with the forms, they may have excellent insights and suggestions on how to improve them. 4. Train the Managers - Show managers why the organization values performance appraisals, how individual performance benefits the organization and how managers can measure performance objectively. 5. Make it a Must - The organization has to have a culture that encourages performance evaluation. If its tied to a managers compensation in some way, there will be a better incentive to make sure that it happens. Implement 360 Degrees Performance Appraisal 1. Meet with the person being evaluated and decide what job skills and competencies will be assessed. Review job descriptions, personal objectives and workplace goals. Mutually agree on key competencies, being as specific as possible. 2. Develop a plan for conducting the evaluation. The plan sets a schedule, identifies who will be asked to complete an evaluation and determines the format of the assessment (e.g., interview, questionnaire, online, on paper). Choose evaluators who normally interface with the employee and can provide a well-rounded perspective of the individual's performance. 3. Design the assessment form. Make it as specific as possible, based on job competencies agreed on in Step 1. Typical assessments include rating scales, descriptive statements that ask "agree" or "disagree," and openended questions. Keep the assessment brief: one page and under 30 minutes to complete. 4. Administer the assessment to those identified in Step 2, including the employee. Ensure complete anonymity of participants to encourage their honest input. Assessments are usually done online or on paper, but some circumstances warrant assessments be done in person or by phone. 5. Compile and analyze collected data. Prepare a succinct report based on the information collected from all sources, including the individual's self-

evaluation. The report identifies trends, strengths, and areas for improvement based on the competencies selected in Step 1. 6. Present the report to the employee. Discuss and interpret the information collected. 7. Facilitate a second meeting with the employee one to two days after presenting the evaluation. At this meeting, address any questions or issues the employee may have, set measurable and tangible targets for improvement, make new goals, put necessary supports in place and schedule follow-up actions. 8. Repeat the process in a year.

Q. a) What is the difference between job description and job specification? b) Design a KRA sheet with respective KPI for a Movie Ticket Seller in an upcoming Cineplex. Ans. a.) Job analysis is primary tool in personnel management. In this method, a personnel manager tries to gather, synthesize and implement the information available regarding the workforce in the concern. A personnel manager has to undertake job analysis so as to put right man on right job. There are two outcomes of job analysis : I. Job description - Job description is a written statement that defines the duties, relationships and results expected of anyone in the job. It is an overall view of what is to be done in the job. Typically it includes is a written statement that defines the duties, relationships and results expected of anyone in the job. It is an overall view of what is to be done in the job. Typically it includes

1. Job Title 2. Date 3. Title of immediate supervisor 4. Statement of the Purpose of the Job 5. Primary Responsibilities 6. List of Typical Duties and Responsibilities 7. General Information related to the job 8. Training requirements 9. Tool use 10.Transportation 11.Signature of the person who has prepared the job description II. Job specification - Job Specification is an analysis of the kind of person it takes to do the job, that is to say, it lists the qualifications. Normally, this would include is an analysis of the kind of person it takes to do the job, that is to say, it lists the qualifications. Typically this would include 1. 2. 3. 4. Degree of education Desirable amount of previous experience in similar work Specific Skills required Health Considerations