Question

Question # 1) What is HRM? And what is the HR Policy?

1. Human resource management(HRM or simply HR) is a function in organizations designed to maximize employee performance of an employer's strategic objectives. HR is primarily concerned with the management of people within organizations, focusing on policies and systems.

Human Resource Managementis the process of recruitment, selection of employee, providing proper orientation and induction, providing proper training and the developing skills, assessment of employee (performance of appraisal), providing proper compensation and benefits, motivating, maintaining proper relations with labour and with trade unions, maintaining employees safety, welfare and health by complying with labour laws of concern state or country.

The human resource policy of a company is a set of rules, procedures and guidelines that govern the company's interactions with its employees. They flow from the overall strategic plan of the company, and are usually developed in consultation with middle management and other employees. The human resource manager or department is responsible for compiling, maintaining and administering the human resource policies of an organization.

HR policies, usually documented on a companys Intranet, are important for several reasons: First, they are a one-stop shop for employees looking for information on various company policies, such as recruitment, promotion, retirement, compensation and training. Second, they provide a framework for the human resource department to design and administer personnel development programs and train new employees. And third, they provide structured compliance with local and federal government standards and regulations.

Components

The complexity of a company's HR policies depends on its size and base of operation. Components include the mission statement, guidelines on ethical and responsible conduct, hiring practices, grievance procedures, compensation structure, financial support for continuing education, rules for sick and compassionate leave, and the company's anti-discrimination and anti-harassment policies. Workplace health and safety are also important parts of HR policy, including guidelines on operating heavy equipment and emergency evacuation procedures.

Question 2) What is Job Analysis? Briefly discuss the Components of Job Analysis?Job analysis is the process of studying and collecting information relating to the operations and responsibilities of a specific job. The immediate products of this analysis are job descriptions and job specifications.In the words ofEdwin B. Flippo,"Job analysis is the process of studying and collecting information relating to the operations and responsibilities of a specific job

Components of Job Analysis:-

Job DescriptionJob description includes basic job-related data that is useful to advertise a specific job and attract a pool of talent. It includes information such as job title, job location, reporting to and of employees, job summary, nature and objectives of a job, tasks and duties to be performed, working conditions, machines, tools and equipments to be used by a prospective worker and hazards involved in it.

Purpose of Job Description

The main purpose of job description is to collect job-related data in order to advertise for a particular job. It helps in attracting, targeting, recruiting and selecting the right candidate for the right job. It is done to determine what needs to be delivered in a particular job. It clarifies what employees are supposed to do if selected for that particular job opening. It gives recruiting staff a clear view what kind of candidate is required by a particular department or division to perform a specific task or job. It also clarifies who will report to whom.

Job Specification

Also known as employee specifications, a job specification is a written statement of educational qualifications, specific qualities, level of experience, physical, emotional, technical and communication skills required to perform a job, responsibilities involved in a job and other unusual sensory demands. It also includes general health, mental health, intelligence, aptitude, memory, judgment, leadership skills, emotional ability, adaptability, flexibility, values and ethics, manners and creativity, etc.

Purpose of Job Specification Described on the basis of job description, job specification helps candidates analyze whether are eligible to apply for a particular job vacancy or not. It helps recruiting team of an organization understand what level of qualifications, qualities and set of characteristics should be present in a candidate to make him or her eligible for the job opening. Job Specification gives detailed information about any job including job responsibilities, desired technical and physical skills, conversational ability and much more. It helps in selecting the most appropriate candidate for a particular job.

Job description and job specification are two integral parts of job analysis. They define a job fully and guide both employer and employee on how to go about the whole process of recruitment and selection. Both data sets are extremely relevant for creating a right fit between job and talent, evaluate performance and analyze training needs and measuring the worth of a particular job.

Question 3) Explain Recruitment and Selection Process? How will you set Recruitment policies in any company posture/position?

Recruitment is the process of generating a pool of capable people to apply for employment to an organisation. Selection is the process by which managers and others use specific instruments to choose from a pool of applicants a person or persons more likely to succeed in the job(s), given management goals and legal requirements.

The Recruitment Process:The recruitment process begins when you know you need someone new in the Department, either because an existing staff member has left, or because there is new work to be done. It doesnt finish until after the appointment has been made.

The main stages are identified in the below flow chart

In order to increase efficiency in hiring and retention and to ensure consistency and compliance in the recruitment and selection process, it is recommended the following steps be followed (also refer toStaff Recruitment and Selection Hiring Checklist). Details for each step include the minimum recommended best practice to attract a talented and diverse applicant pool:

Step 1: Identify Vacancy and Evaluate Need Step 2: Develop Position Description Step 3: Develop Recruitment Plan Step 4: Select Search Committee Step 5: Post Position and Implement Recruitment Plan Step 6: Review Applicants and Develop Short List Step 7: Conduct Interviews Step 8: Select Hire Step 9: Finalize Recruitment

Step 1: Identify Vacancy and Evaluate NeedRecruitments provide opportunities to departments to align staff skill sets to initiatives and goals, and for departmental and individual growth. Proper planning and evaluation of the need will lead to hiring the right person for the role and team.A- Newly Created PositionWhen it is determined a new position is needed, it is important to: Understand and take into consideration strategic goals for the University and/or department. Are there any upcoming changes that may impact this role? Conduct a quick analysis ofUC Core Competencies. Are there any gaps? What core skills are missing from the department? Evaluate the core skills required now and those which may be needed in the future. Conduct a Job Analysis if this position will be new to your department. This will also help to identify gaps.B- ReplacementWhen attrition occurs, replacing the role is typically the logical step to take. Before obtaining approval to advertise the position, consider the following: As with a newly created position, it may be helpful to conduct a Job Analysis in order to tailor the position to what is currently required and to ensure proper classification. Your HR Classification Analyst can assist in reviewing and completing. Review the role and decide if there are any changes required as certain tasks and responsibilities performed by the previous person may not or should not be performed by the new person

Step 2: Develop Position DescriptionA position description is the core of a successful recruitment process. It is used to develop interview questions, interview evaluations and reference check questions. A well-written position description:Identify Duties and ResponsibilitiesPrior to developing the job description the hiring manager should identify the following:1. General Information2. Position Purpose3. Essential Functions4. Minimum Requirements5. Preferred Qualifications

Step 3: Develop Recruitment PlanEach position requires a documented Recruitment Plan which is approved by the organizational unit. A carefully structured recruitment plan maps out the strategy for attracting and hiring the best qualified candidate and helps to ensure an applicant pool which includes women and underrepresented groups including veterans and individuals with disabilities.In addition to the positionsplacement goalsthe plan contains advertising channels to be used to achieve those goals. The recruitment plan is typically developed by the hiring manager in conjunction with the Departmental HR Coordinator. Placement goals identified are displayed on the position requisition in the ATS.Recruitment plan elements:A. Posting PeriodB. Placement GoalsC. Additional Advertising ResourcesD. Diversity AgenciesE. Resume Banks

Contact your department HR Coordinator for a Sample Recruitment Plan

Step 4: Select Search Committee The Hiring Manager will determine the size (no more than 6) and composition of the committee based on the nature of the position. It is highly recommended the committee members include: At least one individual who has a strong understanding of the role and its contribution to the department A job specialist (technical or functional) An individual who will interact closely with the position and/or serves as a main customer

Step 5: Post Position and Implement Recruitment PlanOnce the position description has been completed, the position can then be posted to the UCR career site via the ATS. Every effort should be made to ensure the accuracy of the job description and posting text. It may not be possible to change elements of a position once posted, because it may impact the applicant pool.To post the position: The requisition is created by the Service Center Human Resources Coordinator or Departmental Human Resources Coordinator and approved by the Service Center HR Organizational Coordinator or Organizational HR Coordinator Once approved, the Departmental HR Coordinator or Service Center will review the requisition and route online to the HR Classification Analyst who will assign the classification The requisition is then routed to the HR Recruitment Analyst who will post the position Applications can be reviewed and dispositional once the minimum number of posting days has been reached Internal candidates will apply through the regular application process and will be included in the candidate pool along with external candidates (see 6.0 Special Considerations for details)

Step 6: Review Applicants and Develop Short ListOnce the position has been posted, candidates will apply via UCRs job board. Candidates will complete an electronic applicant for each position (resume and cover letter are optional). Candidates will be considered Applicants or Expressions of Interest.Applicants are those who apply during the initial application period as described in Step 5. All applicants must be reviewed and considered. Candidates who apply after the initial application period will be considered expressions of interest and not viewable by the search committee.It is recommended that all search committee members review all Applicants to ensure more than one person assesses their qualifications and that individual opinion or biases are avoided. It is permissible to have at least two committee members review all Applicants for certain recruitments in which there are extensive applicant pools to best narrow down the pool. Alternatively, Human Resources may perform this function. Each committee member may provide comments to each Applicants qualifications as they relate to the minimum requirements of the position.A phone screen may be conducted to obtain information such as availability, salary requirements, special position requirements (e.g. ability to perform shift work), ascertain minimum requirements and other preliminary information to assist the search committee with their review. It is possible to screen out an applicant due to information obtained during this initial screening and therefore phone screens should be properly documented and attended by at least two search committee members or Human Resources.Upon the search committees review of the applicants, the Chair or Chairs Associate will review all search committee comments and develop the short list. Once the short list has been determined, the AACO or designee will submit the short list to the OFSAA for approval. If the short list is deemed to represent a sufficiently diverse applicant pool, the short list will be approved. Once approved, the applicants can then be contacted for interviews.

Step 7: Conduct InterviewThe interview is the single most important step in the selection process. It is the opportunity for the employer and prospective employee to learn more about each other and validate information provided by both. By following these interviewing guidelines, you will ensure you have conducted a thorough interview process and have all necessary data to properly evaluate skills and abilities.

Step 8: Select HireFinal ApplicantOnce the interviews have been completed, the committee will meet to discuss the interviewees. Committee members will need to assess the extent to which each one met their selection criteria.The search committee evaluation tool will be helpful in justifying decisions and making them as objective as possible.Your documentation should demonstrate your selection decision. Documentation is required in order to comply with OFCCP requirements. As one of the most critical steps in the process, it is important to keep the following in mind: The best candidate for the position was chosen based on qualifications The candidate will help to carry out the University and Departments missions

Step 9: Finalize RecruitmentUpon completion of the recruitment process the offer to the selected finalist is made.Prior to initiating the offer, it is recommended that one more check of the selection process be completed as follows: Review the duties and responsibilities of the position and ensure they were accurately described and reflected in the job description and interview process Review selection criteria used to ensure they were based on the qualifications listed for the position Confirm interview questions clearly matched the selection criteria Confirm all applicants were treated uniformly in the recruitment, screening, interviewing and final selection process Should there be any issues with the above, contact your Organizational Human Resources Coordinator.

Question 4) In what ways do business strategy and organizational culture affect staffing decisions?OrHow business strategies and organizational culture can affect staffing decisions? Can work sample-test improve?

If you dont understand the culture of your company, even your most brilliant strategies will fail. Your vision will be resisted, plans wont get executed properly, and all kinds of things will start going wrong.Isadore Sharp, CEO, Four Seasons Hotels.

This statement by a renowned businessman clearly indicates that there is some connection between culture and strategy. A business strategy stems from theorganizational vision and mission. The implementation, evolution and effectiveness of strategies depends upon the people of the company. Culture plays an important role in strategy formulation and implementation, because the staff have to fit in order to be able to deliver.

How Culture Alignment stimulate Strategy Execution Through Goal AlignmentGoal alignment focuses on what is done in the organization on a day-to-day basis. It ensures that the task performed by each individual or group is focused on strategically important areas. Organizational culture aligns goals with structures, processes, and employee interaction, for successful strategy execution and goal achievement.By Enhancing ProductivityWhen people in the organization act and interact in the same way, there is better mutual understanding among employees and they can work in a more efficient manner. According to a study by Kotter and Heskett, the organizations that aligned culture and strategy yielded a three times higherReturn-On-Investmentthan those with a non-aligned culture and strategy.

Mergers & AcquisitionsIn this age of cut-throat competition, large corporations are hungry for mergers & acquisitions. However the success of mergers and acquisitions solely depends on the integration of cultural parameters in the acquisition plans. The outstanding example of culture-strategy alignment is the merger of Hewlett Packard and Compaq Computers. Prior to merger both of these companies had their unique culture, work schedules and formalization. While merging, the top officials from both the companies came together to form an optimum culture that fits into both, without hindering the efficiency of individual employees.It does not matter what wonderful strategies your organization has formulated; if it doesnt fit into the culture, it wont be materialized. Misaligned organizational cultures mar the organizations growth engines and prevent strategies from being achieved to their full potential. The strategic orientation of an organization is just another expression of its dominant cultural values. Promoting Culture-Strategy Fit Consistency is the key to hold the values true. Keep making small but valuable changes over time. Promote management groups and employees to come up with innovative ideas and practices. Useeffective communication practicesto concentrate on what is important.

A personality assessment is a highly effective tool and an efficient use of company resources at this crucial point of the decision making process.

In-depth Work Style & Personality Assessment Testing A Standard in RecruitingAs with any business decision, having the right information is critical. Work style and personality assessment testing can provide insight into potential hires, as well as your current workforce, in several ways: Identify potential red flags: A personality assessment can discover issues that are sometimes overlooked during the interviewing process and can quantify an intuition or feeling the interviewer may have about a particular candidate. It can be used to identify potential red flags concerning behavioral issues, help to understand how to manage individuals for greater work performance and compare interpersonal dynamics of teams, departments and candidates. Learn how to optimize employee work performance: A personality assessment can provide extensive information on an individuals ability to work with their job responsibilities, team dynamics and company culture. Additionally, the assessment can show effective strategies to gain optimal performance from that individual within their particular work environment. It can also be employed to quickly identify the most effective management style for a new employee or predict how team members are likely to interact. Ensure you have the right people in the right positions: Additionally, personality assessments can be utilized in rehires, or situations which call for employees to re-apply for their current jobs, as in the case of a corporate merger or restructuring. A personality assessment test can also ensure that your company continues to have the right people in the right positions and distributes assets & talents effectively.

Question 5) How organization manage the new employee orientation for maximum output?After effective recruitment and selection, one of the most important ways that organizations can improve the effectiveness of their talent management systems is through the strategic use of on boarding. On boarding is the process of helping new hires adjusts to social and performance aspects of their new jobs quickly and smoothly. This should always be a priority for HR departments.Every organization has its own version of the complex process through which new hires learn attitudes, knowledge, skills and behaviors required to function effectively. Academic researchers who study onboarding also use the term organizational socialization. 5 No matter what the terminology, the bottom line is that the faster new hires feel welcome and prepared for their jobs, the faster they will be able to successfully contribute to the firms mission.

Starting with a first-day welcome, global beauty company LOreal says, Our aim is to develop successful, committed and mutually beneficial relationships with each of our employees. The company supports on boarding with a two-year, six-part integration program called LOreal Fit. The program includes: Training and roundtable discussions. Meetings with key insiders. On-the-job learning supported by line management. Individual mentoring and HR support. Field and product experiences such as site visits and shadowing programs. Approaches to on boarding range from quite structured and systematicas in the case of LOrealto the sink or swim strategy, in which new employees often struggle to figure out precisely what is expected and to understand the norms of their new workplace. One of the first things HR managers should consider is whether their firm is served best by informal or formal onboarding.

Informal on boarding refers to the process by which an employee learns about his or her new job without an explicit organizational plan. Formal on boarding refers to a written set of coordinated policies and procedures that assist an employee in adjusting to his or her new job in terms of both tasks and socialization.

Short-Term Outcomes of Onboarding: New Employee Adjustment

. Self-Efficacy, Or Self-Confidence

The first lever for successful on boarding is Self-Efficacy, or Self-Confidence, in job performance. To the degree that a new employee feels confident in doing the job well, he or she will be more motivated and eventually more successful than less confident counterparts. Organizations should target specific on boarding programs to help boost employees confidence as they navigate new organizational waters. Self-efficacy has been shown to have an impact on organizational commitment, satisfaction and turnover.

. Role Clarity

A second task-related lever is role clarityhow well a new employee understands his or her role and expectations. Performance will suffer if expectations are ambiguous. In fact, a study of employees in the United States and United Kingdom found that businesses lose an estimated $37 billion each year as a result of employees not understanding their jobs. Therefore, role clarity (or its flipside, role ambiguity) is a good indication of how well-adjusted a new employee is, and measuring role clarity can help organizations stop potential performance problems before they get worse, leading to poor job attitudes. If new employees say they understand the roles they occupy, that obviously indicate higher role clarity. Researchers have also studied role conflict in new employees, with lower role conflict indicating more positive onboarding outcomes. Overall, measures of role clarity are among the most consistent predictors of job satisfaction and organizational commitment during the onboarding process.

. Social integration

Social integration is the third lever for successful onboarding. Meeting and starting to work with organizational insiders is an important aspect of learning about any organization. In addition, new employees need to feel socially comfortable and accepted by their peers and superiors. Research has long found acceptance by peers to be an indicator of adjustment.

. Knowledge of and fit within an organizational culture

Knowledge of and fit within an organizational culture is the fourth aspect of onboarding. Every company has a unique culture, so helping new hires navigates that cultureand their place within itis essential. Understanding an organizations politics, goals and values, and learning the firms unique language are all important indicators of employee adjustment and down the line are associated with commitment, satisfaction and turnover.

Major Issues in defining Conduction and evaluation of Training Program

What are the key issues that should be addressed in the design, conduct, and evaluation of training programs?The following are the key issues to be addressed for a successful training program: Place (indoor/outdoor) Audio visual aids Relevant training materials Facilities Time schedule Non visual aids Trainer

How does Goal Setting Affect the Trainee learning and motivations ?

10 Reasons Why Performance Management Fails and how to remedy them

Below are ten common causes of failure of performance management.(Adapted from a PhD dissertation Integrated Performance Management Systems by Dr Marko Saravanja)

1. Lack of integrationPerformance management has to be approached from an integrated perspective. Synergy has to be created between the performance management system and strategic planning, human resource management processes, organisational culture, structure and all other major organisational systems and processes. Individual, team and organisational strategic objectives must be harmonised. Without integration, no performance management system can succeed on its own, no matter how good the performance management system may be.2. Design challengesThe performance management system and tools must be designed to address the particular needs of organisations. The design process should involve thorough consultation with major stakeholders and especially with future users of the system. Consultation and interaction are necessary to build trust and relationships with employees and relevant stakeholders. Trust is an absolute requirement for the success of the performance management system. The new performance management system should be piloted and thoroughly tested before it is applied in the organisation. Applying an incomplete system leads to loss of credibility, time, financial and human resources, and increases resistance to change and low acceptance of the new performance management system.People involved in the design of the system must have expertise in performance management and an understanding of the institutions context. Overreliance on external consultants might be an expensive way of developing the system, which often has additional negative consequences of dependency and lack of ownership of the new performance management system.3. Lack of leadership supportThe implementation of the performance management system has to be supported and driven by top leadership and management. Leadership has to be committed to implementing the performance management system. Leaders should be encouraged to develop the capacity to create a shared vision, inspire staff and build a performance management system that drives the entire organisation towards a common purpose. Organisations with the best performance management results have strong value and vision-driven leaders at the top who inspire people, communicate the vision, take risks, and provide support and rewards.4. Implementation failureThe change management aspect of performance management should be managed strategically. The organisations top leadership must drive the change process. Resistance to change should be managed proactively. A communication process should be put in place which will explain the benefits of the performance management system, communicate progress with the implementation and reduce uncertainties, fears and anxieties. Managers must be encouraged to engage in careful, systematic and professional planning and implementation of the performance management system. Implementation time frames must be respected. All documentation and forms must be completed properly and professionally, especially performance agreements and personal development plans. Mechanisms must be put in place to ensure the objectivity of performance ratings and judgements, and to reduce favouritism and bias. Performance management should be a continuous process and not an activity conducted once or twice a year. Performance feedback should be timely and continuous. A rewards system, comprising both monetary and nonmonetary rewards, should be developed to reward high performers. Mechanisms must be put in place to deal with nonperformers.5. IncompetenceAll those involved in the performance management system must possess appropriate knowledge, attitudes and skills to utilise the system. The following are major skills required: Development of performance indicators, key results areas, core management competencies and performance agreements Measurement of performance indicators Communication of results and feedback Monitoring and evaluation of the performance management system.Proactive training and development interventions should be implemented to ensure that the users of the performance management system are continuously developed. Special emphasis should be given to soft skills and the behavioural aspects of performance.6. Lack of rewardsA reward system that rewards high performance and discourages low and mediocre performance must be put in place. A comprehensive and holistic reward system, which includes various rewards such as financial rewards, public acknowledgments, merit awards, promotions, greater work responsibilities, learning and study opportunities, should be developed and communicated to staff. Much greater emphasis must be given to non-monetary rewards. Mechanisms must be put in place to take corrective action against low performers.7. Communication challengesA proactive communication strategy and process must be followed throughout the implementation of the performance management system. In the planning and design phases, good communication will enable buy-in from the major stakeholders. In the implementation phase, good communication will assist with managing resistance to change and building positive momentum. In the monitoring and evaluation phase, good communication will assist with learning and reinforcing achievements gained. Users of the system must be trained to communicate professionally and developmentally during the process of conducting performance appraisals and when communicating outcomes and feedback. Communication is one of the most critical success factors of the entire performance management system. Effective communication requires the provision of relevant information, ensures buy-in from the users of the system, reduces fears and anxieties, reduces resistance to change, and generates commitment to the system.8. Inspiration challengesThe organisations must ensure high levels of staff inspiration. This requires a systematic approach to addressing the challenges of staff inspiration. It requires continuous investment in human resources. Staff motivation should not be left unmanaged. If it is left unmanaged, staff motivation naturally deteriorates. Programmes are required to ensure high levels of staff motivation and commitment to the organisational vision, which may include a variety of activities such as team building, strategic planning, family picnics, internal competitions and awards, learning and development opportunities, behavioural change exercises, attitude change activities, sport activities, and similar. These programmes must be proactive, continuous and have a long-term focus on ensuring sustainable levels of staff motivation.In addition to direct staff motivation programmes, organisations must build an enabling organisational environment for staff motivation. Organisational development interventions must be implemented continuously in order to ensure high levels of staff motivation in a sustainable manner. Special emphasis must be given to culture change programmes to ensure that the organisational culture is progressive and developmental. Issues of the objectivity of performance ratings, fairness and equity should be addressed otherwise staff motivation is compromised.The organisational structure should be reviewed and issues of power, layers of bureaucracy, organograms, accountabilities, reporting and communication channels should be analysed. Obstacles should be removed in order to ensure that structure is not an obstacle to staff motivation.Organisational processes should be streamlined, simplified and made user-friendly to motivate staff and not to demotivate them with red-tape and bureaucratic procedures. Proactive communication processes must be put in place to ensure that information is continuously communicated to the right people. Effective communication reduces fear and uncertainties and prevents wrong assumptions, gossip, and politics. Performance feedback should be given timeously and continuously and not once or twice a year following the performance appraisal process.Human resource management and development policies, strategies and activities should be proactive and developmental. They should be designed and implemented to attract, nurture, develop and retain the best staff. In addition to the development of intellectual capabilities and technical skills, training and development interventions should emphasise the development of emotional and spiritual intelligence. A comprehensive reward system should be implemented, comprising monetary and nonmonetary rewards, to ensure high levels of staff motivation on a sustainable basis. A reward system should be designed in such a way that it encourages excellence, discourages mediocrity and addresses non-performance.Leadership plays a crucial role with regard to staff motivation. It is the main responsibility of a leader to inspire staff, to ensure that obstacles to staff motivation are removed and to generate their passion and commitment to the organisational mission. High motivation generally leads to high performance. Without motivated staff, no performance management system can be successful, irrespective of how well the system is developed and how sophisticated performance documents, forms and agreements are.9. Lack of monitoringPerformance management system implementation must be continuously monitored. Problems must be detected at an early stage to enable prompt corrective action. Monitoring systems must be developed to systematically collect information, analyse and interpret it, and use it for decision-making.10. Lack of evaluationThe evaluation process must be conducted at regular intervals to enable the detection of problems at an early stage. The problems identified should be fed back to the design phase. This will ensure that prompt corrective action is taken to address the identified problems. In order to ensure the integrity of the evaluation process, it is advisable that an independent party conducts the evaluation process. In order to be successful, the performance management system must be continuously evaluated and improved.The system below on Integrated Performance Management has been developed based on the identification of major performance management problems, weaknesses and challenges. The system addresses these problems in an integrated manner and provides long-term solutions. The solutions are based on practical recommendations from performance management practitioners. They are underpinned by strong theoretical foundations informed by leading local and international performance management scholars, experts and consultants.