NAME: - BHARTI P PATIL

STD: - S.Y.MMS.

COLLEGE: - SWAYAM SIDDHI COLLEGE OF MANAGEMENT

AND RESEARCH.

ROLL NO: - 6122.

SUBJECT: - COMPETENCY BASED HRM

(ASSIGNMENT)
 Q: 1 writes down new business trends in HR?

The rise of technology and social media has completely redefined the role of
Human Resources around the world.

To understand what the future holds for HR professionals around the world, at P
World, we spent the last month talking with over 60 international HR experts,
discussing their ideas and predictions for the year ahead.

The conclusion- 2016 is going to be one of the most complex years in the global
HR world.

1. Data driven recruiting.

Data-driven recruiting will definitely be a trend that will gain more traction in
2016. Access to data is getting easier and cheaper with new technology and
professional network platforms. Talent acquisition leaders can arm themselves with
data and become very strategic in their decisions. For instance, build talent pools
using data helps recruiters enhanced their understanding of the market and be more
efficient. (Maud Durand, Strategic EMEA Sourcer, Facebook)
2. Relationships not programs.
HR continues to be about relationships rather than programs and a deep
understanding of the business. The key skill set for future HR people will be how
to effectively understand and manage the impact of mergers, demergers and
globalization. These changes have profound impact in the workplace. (Jenny
Arwas MBE, Formerly Director, BT Group Functions HRBT)

3. Keeping the skills of your workforce up to date.

In 2016, keeping the skills of your workforce up to date in this fast-changing world
will be more important than ever. Many companies immediately turn to an external
training firm but it is worth thinking about the expertise and experience already in
your company and how you can tap into this for the benefit of the rest of your staff.
Your younger employees, for example, probably have knowledge of social media
which an older generation might struggle with, reversing the traditional hierarchy
of skills. Harnessing this peer to peer learning can be an efficient and cost effective
way of increasing skills, and the knowledge transferred is likely to be relevant
because it is delivered by people who understand your organisation's
culture. (Anne Morrison, Chair, British Academy of Film and Television Arts)
4. Employee engagement and culture as top priority.
The new era of change is expected. Current economic climate demands smarter
operational methods of business. The challenge to stay ahead of global
demographical shift and growing competition seems to lean towards one common
theme, Employee Engagement interconnected to Culture. The fact that Employee
Engagement may have not been the center piece historically has a distinctive
strategic place in business today. Executives must place Employee Engagement
and Culture as their top most priority in 2016. This growing necessity has benefits
and those that embrace will be victorious. Secondary to this theme is Leadership,
having the right people that know how to lead teams, inspiring them on a journey
to success and on the way creating an exemplary brand. Further, learning and
development which forms the foundations of the brand has an equal foothold in
this highly commercialized world. This triangulated theme is NEW revised HR
Trend in 2016. Be in it to win it!" (Ravi Singh, Founder of Bluefin Consultancy
[Bridging Knowledge and Performance])
5. Improving the employee experience.
I believe that HR is starting in new journey in terms of focusing. We have been
dealing with HR transformation for the last 10 years, implementing new
technology to streamline our processes. The time has come to focus on improving
the Employee Experience.

Marketing and sales departments have to improve & develop the customer
experience in order to increase market share and revenue. Our employees at every
level have seen this improvement and are now looking forward to seeing this
improvement not only focus on external customer but also internally to improve
their journey.

Every function has implemented new processes without looking at the big picture
in terms of employee journey and it has become a painful process between
financial / HR / IT / Procurement / Benefits processes. All those departments are
using different technology / workflow and documentation to perform the task that
they have transferred in the last decade. Improving the Employee Experience in a
challenging environment will drive engagement and retention. (David Lamy,
Lecturer Human Resources, Paris-Sorbonne University)
6. Focus on well being and resilience.
Wellbeing and resilience continues to be a big area of focus for us. For us this
means physical, emotional, mental and purposeful wellbeing. We even provide free
counseling with an external expert provider for employees and their dependents.

As Europe becomes even more volatile and uncertain in terms of socio economic
indicators, the pressure on individuals becomes even more challenging. Individuals
are pushed to deliver ambitious growth targets at work and at home there can be
struggles with unemployment (partner or child), financial pressures like the
mortgage, loans etc."(Julie Hudtohan, Global HR for HR Director, Unilever)
7. Developing the human side of the business.
Most organisations with the ability to thrive in today's dynamic business
environment are struggling because they don't empower people or tap into their full
potential. While success in the 20th century was driven by process, structure and
encouraging people to function more like machines, success in the future requires
us to make more of the human side of business. Humans have evolved to deal with
uncertainty through collaboration, cooperation and using conflict in a constructive
manner. Businesses need to encourage their people to develop mindsets geared
towards connection, conversation and experimentation. Curiosity is crucial: we
need to continually question whether we are doing things simply because that's
how they've always been done and seek new perspectives to identify potentially
better solutions. While different departments and reporting lines provide clarity of
role and accountability, they also create artificial barriers that block progress.
Organising people into silos of similar skills and functions reinforces the patterns
required to solve simple and even complex problems, but discourages them from
working with other departments or people outside of the business. It does nothing
to encourage the kind of conversations required to solve the major problems we
face today. Businesses also need to redefine how they view fear and failure. Most
of us allow fear to control of our lives. The key to eliminating it is to take back that
control and look behind the self-imposed curtains our fears create. ( AnnemieRess,
Former Global HR Director, eBay and Skype))
8. Big data analysis.
The biggest HR Trend 2016 will be predictive data analysis. We've talked about big
data for some time and now it's time to start to act on that data and put it to
use. (Johannes Sundlo, HR Controller, Spotify)

9. Consolidation of businesses.
As for the HR Trend for next year I believe that Consolidation of Businesses will
continue and the envrionment will stay challenging for most of the industries. As
such HR effectiveness and effectivity paired with analytics on the one hand and on
the other hand I believe we are going to have more and more challenges with
Generation Y and how to become the most attractive employer for the future
workforce. ( Kerstin Knapp, HR Director, Richemont)

10. Reinventing performance reviews.

I think the hottest topic now is reinventing performance reviews, including

dropping performance ratings. A number of companies like Accenture, Deloitte and
others have already done it. GE is piloting. Another one is abolishing individual
bonus. GSK have also done some very interesting things. (BjarteBogsnes, Vice
President Performance Management Development, Statoil)
Q: 2 explain a role of new business trend impact on HR proffer?

Human resource management is a process of bringing people and organizations

together sothat the goals of each other are met. The role of HR manager is shifting
from that of a protector andscreener to the role of a planner and change agent.
Personnel directors are the new corporateheroes. The today focus in business
ispersonnel. Nowadays it is not possible to show a good financial or operating
report unless your personnel relations are in order. The major purpose ofHRM is to
increase and improve the productive contribution of personnel to the organization
inmore ethical, social, and administratively responsible way. Thispurpose emerged
from commonlycalled industrial relations, personnel administration, industrial
psychology and personalmanagement. Research shows that its aim is to create a
whole organizational culture that bindsworkers to the companys objectives
withfull professional commitment, integration, and qualitywork.
The 21st century brings with it enormous opportunities but also enormous
pressure, if thecompanies will not improve the productivity of the people and treat
them human being which arethe vital objects of all the economic activities
leading towards industrial development. Now there isworldwide consensus on
human resource being one of the major means of increasing efficiency,productivity
and prosperity of the firm.

Over the years, highly skilled and knowledge based jobs are increasing while low
skilledjobs are decreasing. This calls for future skill mapping through proper HRM
initiatives.Organizations are also witnessing a change in systems, management
cultures and philosophydue to the global alignment of Indian organizations. There
is a need for multi skill development.Role of HRM is becoming all the more
important.

With the increase in competition, locally or globally, organizations must become

moreadaptable, resilient, agile, and customer-focused to succeed. And within this
change in environment,the HR professional has to evolve to become a strategic
partner, an employee sponsor or advocate,and a change mentor within the
organization. In order to succeed, HR must be a business drivenfunction with a
thorough understanding of the organizations big picture and be able to
influencekey decisions and policies. In general, the focus of todays HR Manager
is on strategic personnelretention and talents development. HR professionals will
be coaches, counselors, mentors, andsuccession planners to help motivate
organizations members and their loyalty.

The HR managerwill also promote and fight for values, ethics, beliefs, and
spirituality within their organizations,especially in the managementof workplace
diversity.

New Trends in international HRM

International HRM places greater emphasis on a number of responsibilities and
functionssuch as relocation, orientation and translation services to help employees
adapt to a new anddifferent environment outside their own country.

Selection of employees requires careful evaluation of the personal characteristics

of thecandidate and his/her spouse.
Training and development extends beyond information and orientation training to
includesensitivity training and field experiences that will enable the manager to
understand culturaldifferences better. Managers need to be protected from career
development risks, re-entry problemsand culture shock.

To balance the pros and cons of home country and host country evaluations,
performanceevaluations should combine the two sources of appraisal information.

Compensation systems should support the overall strategic intent of the

organization butshould be customized for local conditions.

In many European countries-Germany for one, law establishes

representation.Organizations typically negotiate the agreement with the unions at a
national level. In Europe it ismore likely for salaried employees and managers to
be unionized.HR Managers should take into account the following aspects to
ensure success:

Use workforce skills and abilities in order to exploit environmental opportunities

andneutralize threats.

Employ innovative reward plans that recognize employee contributions.

Indulge in continuous quality improvement through TQM and HR contributions

liketraining, development, counseling, etc.

Utilize people with distinctive capabilities.

 Decentralize operations and rely on self-managed teams to deliver goods in
difficulttimes e.g. Motorola is famous for short product development cycles. It has
quickly commercializedideas from its research labs.

Lay off workers in a smooth way explaining facts to unions, workers and other
affectedgroupsHR Managers today are focusing attention on the followings:

1 a) Policies-HR policies based on trust, openness, equity and consensus.

2 b) Motivation-Create conditions in which people are willing to work with zeal,

initiativeand enthusiasm; make people feel like winners.

3 c) Relations-Fair treatment of people for healthy work, -place relations.

4 d) Change agent-Prepare workers to accept technological changes by clarifying

doubts.

5 e) Quality Consciousness-Commitment to quality in all aspects of personnel

administration will ensure success.

Due to the new trends in HR, the Manager should treat people as resources, reward
them equitably, and integrate their aspirations with corporate goals through suitable
HR policies.
Q: 3write the short note on personal credibility?

Changes in the nature of business in the last decade have placed new demands on
Human Resource Practitioners. New research points to personal credibility as the
key competency for HR people in this new era.

The Human Resource Competency Study (HRCS) is an ongoing study by Dave

Ulrich and Wayne Brockbank, in cooperation with the Michigan based Ross
School of Business and The RBL Group.

Since its initial launch in 1988, outcomes of this study have shaped thinking in
the HR profession and helped HR professionals and Human Resource
departments add greater value to their organisations. The study identifies the key
competencies needed for HR professionals and tracks the major trends in the
field of Human Resource management.

According to the latest HRCS report, factors such as the increasing rate of
technological innovation and global competition for consumers, shareholders
and the best talent, has placed companies under pressure to be "more productive,
to be faster and more agile, to produce more exacting quality, to accelerate
innovation, to provide better service, to generate greater returns, and to more
fully utilise their people to respond to these challenges'.

The study identified the five key competencies needed for HR professionals in
this context: an understanding of the organisation's business; knowledge of best
practices; the ability to manage culture; the ability to manage change; and
personal credibility.

It was personal credibility, though, that rated as the most critical competency for
today?s HR Practitioner.
So what makes personal credibility such an important part of achieving results?

The answer lies in the need for HR Practitioners to develop a relationship of trust
with their clients, i.e. management, and to instil confidence. For example, it is
important to line managers that HR leaders are trustworthy, conscientious with
sensitive information, and offer valuable and credible insight to the
organisations? leadership.

Personal credibility therefore is the foundation for an HR professional to become

intimately involved in at the strategic level in an organisation. Without this
foundation of trust, HR Practitioners may very well find themselves excluded
from the strategy table.

But how exactly can HR Practitioners go about developing this critical

competency?
It goes without saying that they need to promise and deliver results, build
effective relationships and establish a reliable track record. In addition, they must
have effective written and verbal communication skills.

Central to the development of personal credibility in order to meet the challenges

of today?s business world, is the vital element of self-knowledge and awareness
on the part of the HR Practitioner.

With a greater self-awareness and knowledge of their own strengths and personal
profile, HR Practitioners are in a better position to develop and sustain the
important relationships needed for their role in formulating Human Resource
strategy and contributing to the process of adding value through people.

Similarly, education providers tasked with developing HR Practitioners need to

be cognisant of the changing demands on these leaders and their need for
credibility. This has implications for the nature of the training these institutions
offer.

Assisting HR Practitioners to develop their personal credibility requires delving

into the realm of personal development, ensuring that HR leaders are developed
in a holistic way that allows them to grow in self-knowledge along with
acquiring the hard skills they need for the strategic challenges they face.

This attention to self-knowledge and personal growth is a key part of a number

of generalist development programmes, but now needs to come to the fore as a
means for HR Practitioners to succeed in their new strategic role in the business.

In addition to competence and knowledge in the various functional areas of the

Human Resource profession there is a need to create development and self
reflection opportunities through team and inter- team work, personal feedback
and personal profiling in a safe development environment.

Organisations are demanding greater value being added by the HR profession.

With special attention to developing credibility, HR Practitioner?s will have an
opportunity to respond to these demands and make a significant impact on
organisational performance and the realisation of value from one of their most
critical and intangible assets, their people.
Q: 4explain the role of ascertainment center in competency?

This is one of the most popular exercises you will come across in your assessment
centre. This is because it enables your prospective organisation to see how well you
behave with others and is applicable to almost every employee, from a supervisor
to senior management.
This type of exercise also allows the assessors to actually test how you respond when
put on the spot or dealing with conflict. The key purpose of the exercise is to again
see what competencies you display and how your behaviour matches those of the
required role. So your ability to perform well in this exercise will have a direct
correlation with how familiar you are with the roles required competencies and

behaviours.

As part of your preparation you need to discern from the advertisement, job
specification and your knowledge of the organisation the key competencies the role
requires. With this knowledge you can then ascertain which behaviours you will be
required to show and which ones are most likely to be part of the role-play
exercise.
The scenarios will be based on the sort of situations that are very difficult to
emulate in any other sort of test or an interview. They usually take a one-to-one
format with an Assessor observing the interactions. For example:
Handling a difficult customer or complaint.
Disciplining or appraising a member of staff.
Negotiating a contract or project delivery.
Meeting to discuss your companys equality record.
Discussing an aspect of your company merger.
Many assessment centres in the interest of efficiency and cost now conduct these
exercises over the phone and record the interactions to be assessed later on. This
sort of detail is often not known until you are about to take part in this exercise. It
is important to be aware that your role-play exercise has to be homogenous in
nature so that each candidate faces a similar number of challenges and experiences.
In some instances organisation will use a specifically trained individual or
consultant to conduct the role-play, whilst others prefer to use well briefed actors.
If the role-play requires a detailed knowledge of the organisations policies and
procedures it is often better for someone with in-house knowledge to perform this
role, as an actor may have to resort to such answers as Ill get back to you on
that.
You must keep at the forefront of your mind that this role-play is about you
exhibiting the required behaviours and not necessarily providing the best answer.
As part of your own preparation you should ensure that you have both face-to-face
and over the phone interactions with a colleague or your mentor. This will ensure
that you are not temporarily disconcerted by the style your role-play exercise takes
allowing you to display the desired behaviours.
For the majority of role-plays you will have about 10minutes in which to read the
briefing information and then between 20-30 minutes in the actual exchange. This
limited time doesnt usually offer you the opportunity to explore issues in depth so
keeping control of the dialogue and reaching your required conclusion or outcome
should focus your line of communication and questioning. Your ability and speed
with which you come to the main issue will be a direct reflection of your planning
and analytical abilities to the assessors.
The most popular behavioursassessors are looking for in this exercise are listed
below. You must review this list in the context of the actual role and organisation
you are applying for so that you can add or amend this list accordingly. Many of
these behaviours are best illustrated through your preparation and evaluation of the
situation presented to you to handle.
The key behaviours you need to show are:
Excellent Verbal Communications
Planning & Adaptability
Decision Making
Evaluation & Analysis
Mentoring & Coaching
Change Agent
Customer Focussed
Q: 5 what do you mean by competency? Feature of competency
method?

Competency is the ability of an individual to do a job properly. A competency is a

set of defined behaviors that provide a structured guide enabling the identification,
evaluation and development of the behaviors in individual employees. The term
"competence" first appeared in an article authored by R.W. White in 1959 as a
concept for performance motivation. In 1970, Craig C. Lundberg defined the
concept in "Planning the Executive Development Program". The term gained
traction when in 1973, David McClelland wrote a seminal paper entitled, "Testing for
Competence Rather Than for Intelligence". It has since been popularized by Richard
Boyatzis and many others, such as T.F. Gilbert (1978) who used the concept in
relationship to performance improvement. Its use varies widely, which leads to
considerable misunderstanding. Competence has appeared in varied countries and
varied scientific contexts with different meanings (Klarsfeld, 2000).

Some scholars see "competence" as a combination of practical and

theoretical knowledge, cognitive skills, behavior and values used to improve
performance; or as the state or quality of being adequately or well qualified, having
the ability to perform a specific role. For instance, management competency might
include systems thinking and emotional intelligence, and skills in influence
and negotiation.

Competency is also used as a more general description of the requirements of

human beings in organizations and communities.
Competence Hierarchy [1]

Competency is sometimes thought of as being shown in action in a situation and

context that might be different the next time a person has to act. In emergencies,
competent people may react to a situation following behaviors they have
previously found to succeed. To be competent a person would need to be able to
interpret the situation in the context and to have a repertoire of possible actions to
take and have trained in the possible actions in the repertoire, if this is relevant.
Regardless of training, competency would grow through experience and the extent
of an individual to learn and adapt.

Competency has different meanings, and remains one of the most diffuse terms in
the management development sector, and the organizational and occupational
literature.[2]

Competencies are also what people need to be successful in their jobs. Job
competencies are not the same as job task. Competencies include all the related
knowledge, skills, abilities, and attributes that form a persons job. This set of
context-specific qualities is correlated with superior job performance and can be
used as a standard against which to measure job performance as well as to develop,
recruit, and hire employees.

Competencies and competency models may be applicable to all employees in an

organization or they may be position specific. Identifying employee competencies
can contribute to improved organizational performance. They are most effective if
they meet several critical standards, including linkage to, and leverage within an
organizations human resource system

Core competencies differentiate an organization from its competition and create a

companys competitive advantage in the marketplace. An organizational core
competency is its strategic strength.

Competencies provide organizations with a way to define in behavioral terms what

it is that people need to do to produce the results that the organization desires, in a
way that is in keep with its culture. By having competencies defined in the
organization, it allows employees to know what they need to be productive. When
properly defined, competencies, allows organizations to evaluate the extent to
which behaviors employees are demonstrating and where they may be lacking. For
competencies where employees are lacking, they can learn. This will allow
organizations to know potentially what resources they may need to help the
employee develop and learn those competencies. Competencies can distinguish
and differentiate your organization from your competitors. While two organizations
may be alike in financial results, the way in which the results were achieve could
be different based on the competencies that fit their particular strategy and
organizational culture. Lastly, competencies can provide a structured model that
can be used to integrate management practices throughout the organization.
Competencies that align their recruiting, performance management, training and
development and reward practices to reinforce key behaviors that the organization
values.
Q: 6 How can you do competency mapping for sales profitisational?
Most people think of marketing and sales as the same activity, but they are
different. Marketing is the broad promotion of a company's brand image and
product line. It puts the company and its products into the minds of potential
customers. Sales is individual customer-oriented promotional activity with the goal
of closing a sale. Marketing is fishing. Sales is catching.

Marketing Activities

Marketing educates the broad marketplace with the goal of creating potential
customers. It further educates the target potential customer to convert that potential
into a solid prospect. This is done by making the marketplace aware of the
company's image, or brand, and product line. Then presenting more detailed
information about individual products and their value propositions to appeal to
individuals who have an interest and can be converted to prospective customers.
Marketing then passes sales prospects on to the sales reps. The marketing process
includes phrasing the marketing message and creating brochures, whitepapers and
advertising messages.

Marketing Competencies

The primary core competency of marketing is the ability to identify with the wants
and needs of the target customer and communicate the company's brand image and
product value in such a way as to elicit a favorable reaction from that target
customer. Trend identification, strategic planning, message creation and effective
communication in written and graphic form are all skills needed for marketing.

Selling
Selling develops the prospects created by marketing. Selling includes contacting
prospects, setting appointments, presenting the product's value proposition, closing
the sale, developing referrals and documenting testimonials for future use in
marketing and sales presentations. Selling is the first stage of customer service,
creating the initial customer experience with the company. Salespeople pique
interest, instill trust and make it easy for the customer to buy the product.

Sales Competencies

The ability to listen to the customer and understand that person's wants and needs
is a vital core competency for the successful salesperson. Since not every customer
relationship will end in a sales transaction, another core competency is a strong ego
that is not damaged by a string of rejections and does not develop a fear of future
rejection possibilities. A third important core competency is an organized,
methodical approach to the sales process. This translates into good customer
service in establishing a relationship with the customer, good follow-through in
answering customer questions and in post-transaction monitoring of the product
delivery and account maintenance. Finally, a methodical approach contributes to
the value of a salesperson as an information gatherer for the benefit of total
company intelligence. The salesperson must be able to convey marketplace
attitudes and trends to the marketing department for future use.
Q: 7 role of feedback in PMS
Specificity

Feedback works best when it relates to a specific goal. Establishing employee

performance expectations and goals before work begins is the key to providing
tangible, objective, and powerful feedback. Telling employees that they are doing
well because they exceeded their goal by 10% is more effective than simply saying
"you're doing a good job."

Timeliness

Employees should receive information about how they're doing as timely as

possible. If improvement needs to be made in their performance, the sooner they
find out about it the sooner they can correct the problem. If employees have
reached or exceeded a goal, the sooner they receive positive feedback, the more
rewarding it is to them.

Manner

Feedback should be given in a manner that will best help improve performance.
Since people respond better to information presented in a positive way, feedback
should be expressed in a positive manner. This is not to say that information should
be sugar-coated. It must be accurate, factual, and complete. When presented,
however, feedback is more effective when it reinforces what the employee did right
and then identifies what needs to be done in the future. Constant criticism
eventually will fall upon deaf ears.

Some kinds of feedback occur naturally while other kinds must be carefully
planned and well-managed. Naturally-occurring feedback can be classified into
two categories. The first type is self-evident feedback-information that employees
can see for themselves as they do their work. For instance, a team of materials
handlers who are given the assignment of moving ten stacks of supplies from one
side of the warehouse to the other by the end of the day will know that if only one
of ten stacks is moved by noon, the assignment will not be completed on time. This
information is self-evident and is obtained by the employees making their own
comparisons against a specific goal.

Also falling into the first category of automatic feedback is feedback gained by
having a broader scope of work. The broader the scope of work that an employee
has, the better the employee can determine the quality of the finished product. For
example, a writer/editor assigned to write a portion of an article may have been
satisfied with the section he wrote. But if he'd been responsible for the entire
article, he would have seen that his section had no relation to the rest of the article
and had to be rewritten.

The second category of feedback is carefully planned feedback that is designed to

be given often and automatically through a measurement system. Feedback can be
designed into a work process or a measurement system so that it is received
automatically by the employee. For example, many work processes have been
designed to provide performance measures daily, such as a production or printing
process, i.e. so many copies printed per day as determined by machine count. Also,
total quality and reengineering programs use extensive work process measurement
methods. Employees can measure for themselves how they and their team are
doing.

If effective feedback is designed into a performance management program,

individual and team performance will improve, which will make your organization
more effective. With effective feedback processes, employees won't be working
blind and, hopefully, will reach their destinations successfully.
Q: 8 data collection meaning? Tools of data collection?
Data collection is the process of gathering and measuring information on targeted
variables in an established systematic fashion, which then enables one to answer
relevant questions and evaluate outcomes. The data collection component of
research is common to all fields of study including physical and sciences,
humanities and business. Ithelps us to collect the main points as gathered
information. While methods vary by discipline, the emphasis on ensuring accurate
and honest collection remains the same. The goal for all data collection is to
capture quality evidence that then translates to rich data analysis and allows the
building of a convincing and credible answer to questions that have been posed.

Tools of data collection

Case Studies
A case study is usually an in-depth description of a process, experience, or
structure at a single institution. In order to answer a combination of what and
why questions, case studies generally involve a mix of quantitative (i.e., surveys,
usage statistics, etc.) and qualitative (i.e., interviews, focus groups, extant
document analysis, etc.) data collection techniques. Most often, the researcher will
analyze quantitative data first and then use qualitative strategies to look deeper into
the meaning of the trends identified in the numerical data.

Checklists
Checklists structure a persons observation or evaluation of a performance or
artifact. They can be simple lists of criteria that can be marked as present or absent,
or can provide space for observer comments. These tools can provide consistency
over time or between observers. Checklists can be used for evaluating databases,
virtual IM service, the use of library space, or for structuring peer observations of
instruction sessions.

Interviews
In-Depth Interviews include both individual interviews (e.g., one-on-one) as well
as group interviews (including focus groups). The data can be recorded in a wide
variety of ways including stenography, audio recording, video recording or written
notes. In depth interviews differ from direct observation primarily in the nature of
the interaction. In interviews it is assumed that there is a questioner and one or
more interviewees. The purpose of the interview is to probe the ideas of the
interviewees about the phenomenon of interest.

Observation

Sometimes, the best way to collect data through observation. This can be done
directly or indirectly with the subject knowing or unaware that you are observing
them. You may choose to collect data through continuous observation or via set
time periods depending on your project. You may interpret data you gather using
the following mechanisms:

1 Descriptive observations: you simply write down what you observe

2 Inferential observations: you may write down an observation that is
inferred by the subjects body language and behavior.
3 Evaluative observation:
You may make an inference and therefore a judgment from the behavior.
Make sure you can replicate these findings.

Surveys or Questionnaires
Surveys or questionnaires are instruments used for collecting data in survey
research. They usually include a set of standardized questions that explore a
specific topic and collect information about demographics, opinions, attitudes, or
behaviors. Three popular programs that allow you to create online surveys
are Google Forms, Survey Monkey, and Poll Everywhere. A great (low-cost) tool for
reference statistics is Gimlet.

Q: 9 explain smart theory

SMART is a mnemonic acronym, giving criteria to guide in the setting of objectives,

for example in project management, employee-performance management and personal
development. The letters S and M usually mean specific and measurable. The other

letters have meant different things to different authors, as described below.

Additional letters have been added by some authors.

SMART criteria are commonly associated with Peter Duckers management by

objectives concept.[1] The first-known use of the term occurs in the November 1981

issue of Management Review by George T. Doran.[2] The principal advantage of

SMART objectives is that they are easier to understand and to know when they
have been done.

S Specific
M Measurable
A Attainable
R Relevant
T- Time Bound
Specific
The first requirement of the model stresses upon the need of a well defined
and specific goal. The goal should not be generic or vague; it should explain
 exactly what is expected. For example, if you are setting goal for your health
then I want to reduce significant weight is not a specific goal. It does not
tell the exact expectation of significant weight. I want to reduce 10
pounds it is a specific goal.
Measurable
The second requirement stresses the need of having a proper measuring scale
for your goal. This is needed so that you can measure the success or failure
of your goal. Again if I take the example of health goal then I want to
become 10% healthier is not a measurable goal. You cannot measure the
state of health. I want to reduce 10 pound is both specific as well as
measurable.
Attainable
The purpose of this requirement is not set goals which we cannot achieve.
In the process of achieving the impossible, we will not only burn energy and
waste time but also feel de-motivated by not achieving the goal. For
example I want to reduce 100 pounds in a week is not an attainable goal.
Relevant
We should set goals which matters in our success and personal development.
A relevant goal drives the motivation and it is well aligned with other life
goals as well. For example I will eat 20 jelly sandwiches in next three
weeks is specific, measurable and attainable. But it is not relevant to better
health.
Time-bound
All goals should be defined within the time boundaries give your goals a
target date. No goal can be effective without the commitment of a target
date. Without a date, it is often easy to lose the focus and divert away. I
want to reduce 10 pounds is specific, measurable, attainable and relevant,
but it is not complete unless we set up a time frame for losing 10 pounds. So
 I want to reduce 10 pounds in 4 weeks This is a goal which is complete
as per the SMART model.
One basic problem with the SMART model is that it is very mechanical in
nature and does not account for our emotional attachment with the
goals. Also, the SMART model does not tell what to do with our goals when
the task is complete? Should we start afresh and start making new sets of
goals? To answer these two questions, I have added two more attributes to
the SMART model.
Q: 10 write short note on KSA

Definition

A KSA (knowledge, skills, and abilities) is a detailed list of the qualifications that
a person needs to perform a specific job. The KSA is created by the employer, and
it helps them single out the candidate who's the best fit for a job based on their
answers to job-related questions. It's a lot like a business version of Where's
Waldo? We need to find our Waldo from a sea of qualified applicants!

Until recently, the federal government used KSA essays as a selection tool in the
initial stages of the hiring process for the majority of federal jobs. The hiring
process was streamlined in 2010 and KSAs were phased out, although some
government agencies still use some form of written essay assessments as a
selection tool. Other businesses may also use a KSA to identify the best-qualified
candidates to fill job openings, although they may call it by another term, such
asquality ranking factor (QRF) or professional technical qualification (PTQ).

A KSA is most often presented in the form of a supplemental job application with
three or more job-specific, usually one-page essay questions. The responses are
evaluated by an individual or a panel, and each answer will be given a value based
on how closely it demonstrates the qualification required for the job.

1 Cognitive (knowledge)

o Verbal Knowledge - factual and declarative knowledge(propositional

knowledge) knowledge
 o Knowledge Organization - how information and concepts are mentally
arranged

o Metacognitive Strategies - allocation and regulation of cognitive

resources

2 Skill-Based (psychomotor)

o Compilation - routine development and procedure linkage

o Automaticity - ability to perform a task without Conscious monitoring

and with other tasks

3 Affective (attitudes)

o Attitude - attitude about learning, self-efficacy, perception about

ability to perform, and goal setting

o Motivation - motivational disposition

Q: 11 explain ice berg model?

Competency Ice-Berg Model - Meaning and its Components

Download PPT for Complete

The iceberg model for competencies takes the
Course on Competency Iceberg
help of an iceberg to explain the concept of
Model
competency. An iceberg which has just one-
ninth of its volume above water and the rest
remains beneath the surface in the sea.
Similarly, a competency has some components
which are visible like knowledge and skills but
other behavioral components like attitude,
traits, thinking styles, self-image, organizational
fit etc are hidden or beneath the surface.

Ice-Berg Model

The pictorial representation of the model is as

below:
Let us take a look at the different components of the model:

So, is there a relation between the competencies which are above the surface and
those which lie beneath? In the book Competence at Work Models for Superior
Performance, the authors Lyle M. Spencer and Signe M. Spencer explain that a
behavior is incompletely defined without intent.

The aspects of competencies which lie below the surface like attitude, traits,
thinking styles etc directly influence the usage of knowledge and skills to complete
a job effectively.
Let us try to understand it through an example. Suppose an organization is
promoting an open door policy which literally means that a manager or supervisor
would keep the doors of his/her chamber open to become accessible to their
subordinates and encourage sharing of opinions and feedback. A manager sitting at
the farthest corner of the office keeps his door open all the time, how does one
evaluate whether it is for fresh air, claustrophobia or an indication that his
subordinates are invited to reach out to him anytime. Therefore, intent behind a
displayed action is necessary to understand the action and its implication fully.

In more complex jobs, these behavioral aspects, motives and traits become more
important than the skills and knowledge required to do the job. Think of a soldier
at the war front, he knows how to use the weapon he is holding, but thinks that the
war is unjust and refuses to fire. In organizations, senior level hiring is therefore a
time consuming and elaborate affair as it becomes necessary to establish the
alignment between the organizational and individual motivation and aspirations.

Developing the two levels of competencies also takes different routes. The visible
competencies like knowledge and skills can be easily developed through training
and skill building exercises however the behavioral competencies are rather
difficult to assess and develop. It takes more time and effort intensive exercises,
like psychotherapy, counseling, coaching and mentoring, developmental
experiences etc.

In the traditional method of hiring, most of the organizations looked at just the
visible components of competencies; the knowledge and skills, believing that the
behavioral aspects can be developed through proper guidance and good
management. However, with major shifts in the conventional methods of people
management, the hiring process has also undergone a change therefore a lot of
emphasis is being put on the hidden behavioral aspects as well to make a sound
decision. Hence, a complete picture regarding the competence of a person consists
of both visible and hidden aspects and it becomes necessary to understand both to
arrive at identifying the best man for a job.