5860 HRM April 2022

Q1) Solve any five : [5 × 2 = 10]

a) Define Strategic HR Management. Bring out its importance. [2]
b) State 4 points of distinction between HRM and HRD. [2]
c) Explain the different sources of Recruitment. [2]
d) Define Performance Appraisal and Performance Management. [2]
e) Outline the methods of Job Evaluation. [2]
f) Discuss the contents of Job Description and Job Specification. [2]
g) Explain the Objectives and Importance of HR Audit. [2]
h) What are the positive types of Employee Separation. [2]

a) Strategic HR Management refers to the process of aligning human resource management strategies with the
organization's overall strategic goals and objectives. It involves integrating HR practices and policies with the
strategic plans of the organization to enhance organizational performance and achieve a competitive
advantage. Strategic HR Management focuses on effectively utilizing human resources to support the
organization's long-term success.

Importance of Strategic HR Management:

1. Alignment with organizational goals: Strategic HR Management ensures that HR practices are aligned with
the organization's strategic goals, ensuring that the workforce is focused on achieving the organization's
objectives.
2. Enhancing organizational performance: By effectively managing and developing the human capital,
strategic HR management contributes to improving overall organizational performance.
3. Attracting and retaining talent: Strategic HR Management helps in attracting and retaining talented
individuals who possess the skills and competencies required to achieve organizational goals.
4. Adapting to change: Strategic HR Management enables organizations to adapt to changes in the external
environment, such as technological advancements, market dynamics, and industry trends.
5. Building a competitive advantage: By leveraging human capital effectively, strategic HR Management
helps organizations gain a competitive edge in the market by developing unique capabilities and creating a
high-performing workforce.

b) Points of distinction between HRM and HRD:

1. Focus: Human Resource Management (HRM) primarily focuses on managing the workforce and dealing
with administrative tasks such as recruitment, selection, compensation, and employee relations. On the other
hand, Human Resource Development (HRD) focuses on developing employees' knowledge, skills, and
abilities through training, education, and career development initiatives.
2. Scope: HRM encompasses all activities related to managing employees, including administrative functions,
compliance with labor laws, and ensuring employee welfare. HRD, on the other hand, specifically
concentrates on employee learning, development, and growth.
3. Time Horizon: HRM typically focuses on short-term objectives such as fulfilling immediate staffing needs,
managing employee performance, and addressing day-to-day HR issues. HRD, in contrast, takes a long-term
perspective by focusing on developing employees' skills, knowledge, and competencies for future
organizational needs.
4. Strategic Orientation: HRM is often associated with operational activities and ensuring compliance with
legal requirements. HRD, however, takes a strategic approach by aligning employee development initiatives
with the organization's long-term goals and objectives.

c) Different sources of Recruitment:

1. Internal Sources: This refers to filling job vacancies from within the organization by considering existing
employees for promotion or transfer. Internal recruitment can enhance employee morale, motivation, and
loyalty while providing opportunities for career growth.
2. External Sources: External recruitment involves attracting candidates from outside the organization. It can
be done through various methods such as job advertisements, online job portals, recruitment agencies, career
fairs, and employee referrals.
3. Campus Recruitment: This source involves recruiting fresh graduates and entry-level candidates directly
from educational institutions, such as colleges and universities.
4. Online Job Portals: Organizations can use online platforms and job portals to advertise job openings and
attract a wide range of candidates. This method provides access to a large pool of talent with diverse skills and
experiences.
5. Social Media: Social media platforms like LinkedIn, Facebook, and Twitter can be utilized to advertise job
vacancies, network with potential candidates, and build employer brand awareness.
6. Professional Associations: Recruiting through professional associations and industry-specific networks can
help in targeting individuals with specialized skills and knowledge relevant to the organization's industry.
7. Employee Referrals: Employees can refer suitable candidates from their personal networks, friends, or
acquaintances. Employee referrals often result in high-quality hires as employees tend to recommend
candidates who are a good fit for the organization's culture and requirements.

d) Performance Appraisal: Performance appraisal is a systematic process of evaluating and assessing

employees' job performance and

providing feedback. It involves the measurement of an individual's performance against predetermined goals,
performance standards, or competencies. The purpose of performance appraisal is to identify strengths and
areas for improvement, provide constructive feedback, support employee development, and make decisions
related to rewards, promotions, or training needs.

Performance Management: Performance management is a broader concept that encompasses the entire process
of managing and improving employee performance. It includes setting performance expectations, establishing
goals, providing ongoing feedback, coaching and mentoring employees, identifying development needs, and
aligning individual performance with organizational objectives. Performance management aims to create a
performance-oriented culture, foster continuous improvement, and enhance overall organizational
effectiveness.

e) Methods of Job Evaluation:

1. Ranking Method: This method involves comparing jobs and placing them in a rank order based on their
relative importance or value to the organization. The ranking may be done by a group of experts or managers
who assess the jobs based on their overall worth or the level of complexity.
2. Job Classification/Grade Method: In this method, jobs are classified into predefined grades or categories
based on their key attributes, such as skill requirements, responsibilities, and qualifications. Each grade has a
specific salary range associated with it, allowing for consistency in job evaluation and compensation
decisions.
3. Point Method: The point method assigns a numerical value to various job factors, such as skills,
responsibilities, experience, and working conditions. These factors are weighted based on their importance to
the organization, and the total points assigned to a job determine its value or worth in relation to other jobs.
4. Factor Comparison Method: This method involves identifying key factors or dimensions common to all
jobs, such as skills, effort, responsibility, and working conditions. Each factor is then ranked in terms of
importance, and jobs are compared based on these factors. This method helps in establishing the relative value
of jobs within an organization.

f) Contents of Job Description and Job Specification:

Job Description: A job description provides a detailed overview of a particular job role within an organization.
It typically includes the following information:
1. Job Title: The specific title or designation of the position.
2. Job Summary: A concise summary of the job's purpose, key responsibilities, and scope.
3. Duties and Responsibilities: A list of the primary duties, tasks, and responsibilities associated with the job.
4. Qualifications: The required qualifications, skills, experience, and educational background necessary to
perform the job successfully.
5. Reporting Relationships: The position's reporting structure, including the supervisor, subordinates (if
applicable), and any other stakeholders involved.
6. Working Conditions: Any specific working conditions, physical requirements, or environmental factors
associated with the job.
7. Salary Range: The anticipated salary range or compensation package for the position.

Job Specification: Job specification outlines the specific qualities, attributes, and qualifications required for a
particular job role. It includes the following details:
1. Education and Qualifications: The minimum educational background, degrees, certifications, or
professional qualifications required for the job.
2. Skills and Competencies: The specific skills, technical or soft skills, and competencies necessary to perform
the job effectively.
3. Experience: The desired or required level of prior work experience in a similar role or industry.
4. Personal Attributes: Any personal qualities or characteristics, such as leadership abilities, problem-solving
skills, or communication skills, that are essential for the job.
5. Physical Requirements: Any physical attributes or abilities required to carry out the job, such as physical
stamina or dexterity.
6. Special Requirements: Any additional requirements specific to the job, such as language proficiency,
specialized knowledge, or licenses.

g) Objectives and Importance of HR Audit:

Objectives of HR Audit:
1. Review Compliance: To ensure compliance with labor laws, regulations, and internal policies related to HR
practices,

such as recruitment, compensation, employee benefits, and health and safety.

2. Identify Gaps and Areas for Improvement: To assess the effectiveness and efficiency of HR processes and
practices, identify any gaps or deficiencies, and develop action plans for improvement.
3. Evaluate HR Performance: To evaluate the performance of the HR function in terms of its ability to support
organizational goals, provide value-added services, and contribute to the overall success of the organization.
4. Assess Risk Management: To identify potential HR-related risks, such as legal compliance issues, employee
relations problems, or talent management challenges, and develop strategies to mitigate them.
5. Enhance HR Strategy: To align HR practices with the organization's strategic goals and objectives, ensuring
that HR activities support the achievement of the organization's overall mission and vision.

Importance of HR Audit:
1. Ensuring Legal Compliance: HR audit helps organizations ensure compliance with labor laws, regulations,
and employment practices, minimizing the risk of legal and regulatory issues.
2. Enhancing Efficiency: By assessing HR processes, systems, and practices, an HR audit can identify areas
where efficiency can be improved, leading to cost savings, streamlined workflows, and improved productivity.
3. Improving HR Performance: HR audit helps in evaluating the effectiveness and efficiency of HR practices
and processes, enabling organizations to identify areas for improvement and enhance overall HR performance.
4. Identifying Talent Management Gaps: An HR audit can help organizations identify gaps in talent
acquisition, development, and retention strategies, allowing them to make necessary adjustments to attract and
retain top talent.
5. Supporting Organizational Strategy: By aligning HR practices with the organization's strategic goals, an HR
audit ensures that HR activities are contributing to the achievement of organizational objectives and long-term
success.

h) Positive Types of Employee Separation:

1. Retirement: When an employee reaches the designated age of retirement, they may choose to voluntarily
leave employment. Retirement can be a positive separation as it allows employees to enjoy their post-work life
and provides opportunities for new talent to join the organization.
2. Resignation for Personal Growth: Employees may resign from their current position to pursue personal
growth or career advancement opportunities elsewhere. This type of separation can be positive as it allows
employees to explore new challenges, develop new skills, and expand their professional horizons.
3. Promotion or Internal Transfer: When employees are promoted or transferred to a different position within
the same organization, it can be considered a positive separation from their previous role. This type of
separation provides opportunities for career growth, increased responsibilities, and recognition of employees'
skills and potential.
4. Completion of Temporary Assignments or Projects: Employees engaged in temporary assignments or
projects may separate from their current role upon successful completion. This type of separation allows
employees to gain diverse experiences, contribute to specific initiatives, and move on to new projects or
responsibilities.
5. End of Fixed-Term Contracts: In cases where employees are hired on fixed-term contracts, the separation at
the end of the contract period can be considered positive if the contract was successfully completed. This type
of separation allows organizations to manage their workforce flexibly and provides employees with
opportunities for new assignments or contracts.

Q2) Solve any two : [2 × 5 = 10]

a) Discuss the factors influencing the future, impacts and changes of HRM
in 21st Century. Give examples. [5]
b) Explain the significance of Information System in Human Resource
Management. [5]
c) What is human resource cost? Discuss the measurement of human
resource cost. [5]
d) Employee compensation should be internally equitable and externally
competitive”. Explain. [5]

a) Factors influencing the future, impacts, and changes of HRM in the 21st Century:

1. Technological Advancements: Rapid technological advancements have a significant impact on HRM.

Automation, artificial intelligence (AI), and data analytics are transforming HR practices in areas such as
recruitment, employee engagement, performance management, and learning and development. For example,
AI-powered chatbots are being used for candidate screening, and data analytics are being utilized for
predicting employee turnover.

2. Globalization: Globalization has led to increased competition and the need for organizations to expand their
operations internationally. HRM must adapt to diverse cultural norms, legal frameworks, and talent
acquisition strategies across different countries. HR professionals need to be knowledgeable about global HR
practices, cross-cultural communication, and managing a global workforce.

3. Workforce Diversity: The 21st Century workplace is becoming increasingly diverse in terms of gender,
ethnicity, generational differences, and cultural backgrounds. HRM needs to focus on creating an inclusive
work environment, implementing diversity and inclusion initiatives, and addressing the unique needs and
perspectives of a diverse workforce.

4. Changing Workforce Expectations: Employees in the 21st Century have different expectations from work
compared to previous generations. They value work-life balance, career development opportunities, flexible
work arrangements, and a positive organizational culture. HRM needs to adapt to these changing expectations
by implementing policies and practices that support employee well-being and engagement.

5. Skills Gap and Talent Management: Rapid technological advancements and changing business needs have
resulted in a skills gap, where the demand for certain skills outpaces the available talent. HRM needs to focus
on strategic workforce planning, talent acquisition, talent development, and succession planning to address the
skills gap and ensure the organization has the right talent for future success.

Example: One example of how these factors are influencing HRM in the 21st Century is the increased use of
remote work and flexible work arrangements due to technological advancements and changing workforce
expectations. HRM has had to adapt its policies and practices to support remote work, ensure effective
communication and collaboration, and maintain employee engagement and productivity in a virtual
environment.

b) Significance of Information System in Human Resource Management:

1. Streamlined HR Processes: Information systems automate and streamline HR processes, such as employee
data management, payroll processing, benefits administration, and performance management. This increases
efficiency, reduces manual errors, and allows HR professionals to focus on strategic activities.

2. Enhanced Decision-Making: Information systems provide HR professionals with access to accurate and
timely data, enabling them to make informed decisions. Data analytics capabilities within information systems
help in analyzing HR metrics, workforce trends, and performance indicators, allowing HR to identify areas for
improvement and make data-driven decisions.

3. Improved Employee Experience: Information systems facilitate self-service portals for employees, where
they can access their personal information, submit requests, and access HR policies and resources. This
improves employee experience, empowers employees, and reduces the administrative burden on HR.

4. Compliance and Reporting: Information systems help HRM ensure compliance with labor laws, regulations,
and reporting requirements. They enable accurate record-keeping, monitor compliance-related deadlines, and
generate reports needed for legal and regulatory purposes.

5. Strategic HR Planning: Information systems provide HRM with data and analytics to support strategic
workforce planning. HR professionals can analyze current workforce capabilities, identify skill gaps, and align
talent management strategies with organizational goals. This enables HR to effectively plan for future talent
needs and ensure the organization has the right people in the right roles.

c) Human Resource Cost and Measurement:

Human Resource Cost: Human resource cost refers to the expenses incurred by an organization related to its
human resources. It includes various elements such as employee compensation, benefits, training and
development costs, recruitment expenses, HR technology investments, and employee-related administrative
costs.

Measurement of

Human Resource Cost: Measurement of human resource cost involves quantifying and analyzing the
expenses associated with human resources. Here are some common methods of measuring human resource
costs:

1. Total Cost Approach: This method involves calculating the total cost of human resources by adding up all
the expenses related to HR activities, including salaries, benefits, training costs, recruitment expenses, HR
department costs, and other related costs.

2. Cost per Hire: This metric measures the average cost incurred by the organization to hire a new employee.
It includes expenses such as advertising, recruitment agency fees, pre-employment assessments, and the time
spent by HR personnel in the recruitment process.

3. Training and Development Costs: This metric measures the expenses associated with employee training and
development programs. It includes costs for training materials, trainers' fees, training facilities, e-learning
platforms, and other related expenses.

4. Employee Benefit Costs: This metric calculates the costs of providing employee benefits such as health
insurance, retirement plans, paid leave, and other fringe benefits. It includes employer contributions and
administration costs.

5. HR Technology Costs: This metric measures the expenses associated with HR technology investments,
including HR information systems, payroll systems, talent management software, and other HR-related
technology tools.

Measurement of human resource cost allows organizations to understand and analyze their investment in
human capital, compare it with organizational performance and productivity, and make informed decisions
regarding resource allocation, budgeting, and cost control. It also helps in evaluating the effectiveness and
efficiency of HR practices and identifying areas for cost optimization.

d) Explanation of "Employee compensation should be internally equitable and externally competitive":

Internal Equity: Internal equity refers to the fairness and consistency in compensating employees within an
organization. It ensures that employees performing similar jobs or jobs of similar value are compensated fairly
and without discrimination. Internal equity is achieved by establishing a systematic and transparent
compensation structure that takes into account factors such as job responsibilities, required skills, experience,
and performance. It ensures that employees perceive their compensation as fair and that there is internal
alignment in terms of pay levels.
External Competitiveness: External competitiveness refers to the organization's ability to attract and retain
talent by offering compensation that is competitive with what other employers in the relevant labor market are
offering for similar positions. External competitiveness takes into account market trends, industry
benchmarks, and the availability of talent. It ensures that the organization's compensation packages are
attractive enough to compete for skilled employees in the external job market.

Importance of Internal Equity and External Competitiveness:

- Internal equity ensures fairness and consistency within the organization, promoting employee morale,
motivation, and engagement. It reduces perceptions of unfairness and helps in maintaining harmonious
employee relations.
- External competitiveness ensures that the organization can attract and retain talented employees in a
competitive job market. It helps in acquiring and retaining skilled individuals who are critical for the
organization's success.
- Balancing internal equity and external competitiveness helps organizations strike a balance between the need
for internal consistency and fairness while remaining competitive in attracting and retaining talent. It ensures
that employees are rewarded fairly within the organization while also being compensated competitively in the
broader labor market.

Q3) Solve any one : [10]

a) How can Organizations develop accurate HR Plans which, in turn, are
impacted by a number of environmental factors over which managers
have little or no control? [10]
OR
b) What are the various needs and objectives of training? Discuss the various
methods of training in an Organization. [10]

A) Developing accurate HR plans can be challenging, especially when they are influenced by environmental
factors that are beyond the control of managers. However, organizations can take certain steps to develop
accurate HR plans despite these external influences. Here are some strategies:

1. Environmental Scanning: Organizations need to engage in environmental scanning to identify and monitor
the external factors that can impact HR planning. This involves gathering information about economic,
political, social, technological, and legal factors that may affect the organization's HR needs. By staying
informed about the external environment, organizations can anticipate potential changes and adjust their HR
plans accordingly.

2. Collaboration and Communication: HR managers should collaborate with leaders from other departments
and functions within the organization to gather insights and perspectives on potential environmental factors.
This cross-functional collaboration helps in obtaining a comprehensive understanding of the organization's
internal and external environment and enables more accurate HR planning.
3. Scenario Planning: Organizations can engage in scenario planning, which involves developing multiple HR
planning scenarios based on different possible environmental outcomes. By considering a range of potential
scenarios, organizations can be prepared for various contingencies and adapt their HR plans accordingly. This
approach allows for flexibility and helps in mitigating the impact of uncertain external factors.

4. Flexibility and Agility: HR plans should be designed to be flexible and adaptable to changing
circumstances. This can be achieved by incorporating contingency plans, building a talent pipeline, and
developing a workforce that is capable of adapting to changing requirements. Agile HR practices, such as
continuous learning and development, cross-training, and talent mobility programs, can help organizations
respond effectively to unexpected changes in the external environment.

5. Data-Driven Approach: Organizations should gather and analyze data related to their workforce and
external factors to inform their HR planning process. By leveraging HR analytics and workforce planning
tools, organizations can identify trends, forecast future HR needs, and make data-driven decisions. This helps
in developing more accurate HR plans based on evidence and insights rather than relying solely on intuition.

6. Regular Review and Evaluation: HR plans should be regularly reviewed and evaluated to assess their
effectiveness and make necessary adjustments. By monitoring the outcomes of HR initiatives, organizations
can identify gaps, measure the impact of external factors, and refine their HR plans accordingly. Continuous
evaluation and feedback help in improving the accuracy and relevance of HR plans over time.

Although managers may have little or no control over certain environmental factors, organizations can still
develop accurate HR plans by adopting a proactive and strategic approach. By staying informed,
collaborating, being flexible, leveraging data, and regularly reviewing their plans, organizations can navigate
the impact of external factors and align their HR strategies with the changing environment.

B) The needs and objectives of training in an organization can vary based on factors such as the organization's
goals, industry, workforce, and specific skill gaps. However, some common needs and objectives of training
include:

1. Skill Development: Training aims to enhance employees' skills and competencies related to their job roles.
It helps in improving productivity, efficiency, and quality of work. Skill development training can focus on
technical skills, soft skills, leadership abilities, or specific job-related competencies.

2. Employee Onboarding: Training plays a crucial role in orienting new employees and helping them become
familiar with the organization's culture, policies, procedures, and job requirements. Onboarding training
ensures that new hires quickly become productive and integrated into the organization.

3. Performance Improvement: Training can address performance gaps by providing employees with the
necessary knowledge, tools, and resources to perform their job effectively. It helps in improving individual
and team performance and achieving desired outcomes.
4. Change Management: Training is essential during times of organizational change, such as the
implementation of new processes, technologies, or systems. It helps employees adapt to change, acquire new
skills, and embrace new ways of working.

5. Career Development: Training programs can support employees' career development by providing
opportunities for learning and growth. It helps in preparing employees for future roles, increasing their
promotability, and boosting employee engagement and retention.

Now, let's discuss various methods of training in an organization:

1. Instructor-Led Training (ILT): This traditional training method involves a trainer or instructor delivering the
training content in a classroom or workshop setting. It allows for direct interaction, discussions, and hands-on
activities. ILT can be used for both technical and soft skills training.

2. On-the-Job Training (OJT): OJT involves learning while performing actual job tasks under the guidance of
a more experienced colleague or mentor. It is a practical and hands-on approach to training, allowing
employees to acquire skills and knowledge in a real-world work environment.

3. E-Learning: E-Learning refers to training delivered through digital platforms, such as learning management
systems (LMS), online modules, videos, and webinars. It provides flexibility in terms of time and location,
allowing employees to learn at their own pace. E-Learning can incorporate interactive elements, assessments,
and multimedia resources.

4. Simulation-Based Training: This method involves creating simulated environments or scenarios that closely
resemble real-life work situations. It allows employees to practice skills, decision-making, and problem-
solving in a risk-free setting. Simulation-based training is commonly used for complex technical skills or
high-stakes situations.

5. Blended Learning: Blended learning combines multiple training methods, such as a mix of ILT, e-learning,
and self-paced modules. It provides a more comprehensive and flexible approach, catering to different
learning styles and preferences. Blended learning can incorporate pre-work, virtual sessions, in-person
workshops, and post-training assessments.

6. Mentoring and Coaching: Mentoring and coaching involve pairing employees with more experienced
individuals who provide guidance, support, and feedback. These methods focus on individual development,
skill enhancement, and career progression. Mentoring and coaching can be formal or informal arrangements.

7. Mobile Learning: With the increasing use of smartphones and mobile devices, training can be delivered
through mobile apps or mobile-friendly platforms. Mobile learning allows employees to access training
materials anytime, anywhere, making it convenient and accessible.
It's important for organizations to assess their training needs and select the appropriate methods that align with
their goals, resources, and target audience. Combining different training methods based on the specific
learning objectives can enhance the effectiveness and engagement of training programs.

Q4) Solve any one : [10]

a) Assume that you are a senior HR manager of a logistics company. You
need to hire a marketing manager for the company. Design a suitable
selection process for the purpose. [10]
OR
b) Differentiate between ‘Performance Management’ and ‘Performance
Appraisal’. Describe and critically analyse any two performance appraisal
methods used by organizations. [10]

A) As a senior HR manager of a logistics company, designing a suitable selection process for hiring a
marketing manager requires careful consideration of the skills, qualifications, and experience required for the
role. Here's a suggested selection process:

1. Job Analysis and Job Description: Begin by conducting a thorough job analysis to identify the key
responsibilities, skills, qualifications, and experience required for the marketing manager position. Based on
the job analysis, create a detailed job description that clearly outlines the role's expectations and requirements.

2. Application Screening: Start the selection process by collecting applications from interested candidates.
Screen the applications to shortlist candidates who meet the basic qualifications and requirements outlined in
the job description. This initial screening can be based on factors such as relevant experience, educational
background, and specific skills.

3. Resume and Cover Letter Review: Review the resumes and cover letters of the shortlisted candidates to
assess their achievements, experiences, and compatibility with the job requirements. Look for candidates who
demonstrate a strong understanding of marketing principles, strategic thinking, and effective communication
skills.

4. Preliminary Interviews: Conduct preliminary interviews with the shortlisted candidates either in person or
via phone or video call. The purpose of these interviews is to further assess the candidates' qualifications,
experience, and cultural fit. Ask questions about their marketing strategies, past successes, problem-solving
abilities, and their knowledge of the logistics industry.

5. Assessing Marketing Skills: Design assessment tasks or exercises to evaluate the candidates' marketing
skills and abilities. This could include analyzing a marketing case study, preparing a marketing plan, or
presenting a marketing campaign proposal. Assess their ability to think creatively, analyze data, develop
marketing strategies, and communicate effectively.

6. Behavioral and Situational Interviews: Conduct behavioral and situational interviews with the candidates to
assess their behavior in various work-related scenarios. Ask questions that gauge their decision-making skills,
leadership abilities, teamwork, and problem-solving capabilities. Evaluate how they handle challenges and
conflicts that are likely to arise in a marketing role.

7. Reference Checks: Contact the references provided by the final candidates to verify their employment
history, performance, and skills. This step helps validate the candidates' claims and gain insights into their
work ethic, teamwork, and ability to meet deadlines.

8. Final Interview and Presentation: Invite the top candidates for a final interview, where they may be asked to
give a presentation on a marketing topic or case study relevant to the logistics industry. Assess their
presentation skills, ability to articulate ideas, and overall suitability for the role.

9. Background Checks: Conduct comprehensive background checks, including employment verification,

educational verification, and criminal records checks, to ensure the selected candidate meets all necessary
requirements and aligns with the company's values.

10. Final Selection and Offer: Evaluate all the gathered information, including interview performance,
assessment results, and reference checks, to make a final decision. Select the candidate who best meets the
requirements of the marketing manager role, demonstrates the necessary skills and experience, and aligns with
the company's culture. Extend a formal job offer to the chosen candidate, specifying the terms of employment,
compensation, and start date.

Remember to follow legal and ethical guidelines throughout the selection process, ensuring fairness and equal
opportunities for all candidates.

B) Performance Management:
Performance management is a comprehensive and continuous process that focuses on aligning individual and
team goals with organizational objectives. It involves establishing performance expectations, providing
feedback and coaching, identifying development needs, and rewarding and recognizing achievements.
Performance management encompasses various activities, including performance appraisal, but goes beyond it
to encompass ongoing performance monitoring, goal setting, and performance improvement.

Performance Appraisal:
Performance appraisal is a specific component of performance management and refers to the formal
assessment of an employee's performance against pre-established criteria or goals. It typically involves a
periodic evaluation conducted by a supervisor or manager to assess an employee's job performance, strengths,
areas for improvement, and overall contribution to the organization.

Difference between Performance Management and Performance Appraisal:

1. Focus: Performance management is a broader process that focuses on managing and improving
performance across the organization. It involves continuous feedback, coaching, and development to enhance
employee performance. Performance appraisal, on the other hand, is a specific event or process within
performance management that involves formal evaluation and assessment of an employee's performance.
2. Timeframe: Performance management is an ongoing process that occurs throughout the year, involving
regular check-ins, feedback sessions, and goal setting. It is not limited to a specific time or event. Performance
appraisal, however, usually takes place on an annual or periodic basis, where a formal evaluation is conducted.

Now, let's discuss two common performance appraisal methods used by organizations:

1. Graphic Rating Scale: The graphic rating scale method is one of the most widely used performance
appraisal methods. It involves using a predetermined scale or rating system to evaluate various aspects of an
employee's performance. The scale may include different criteria such as job knowledge, quality of work,
communication skills, teamwork, and problem-solving abilities. Supervisors rate employees on each criterion,
typically using a numerical or descriptive scale (e.g., 1-5 or poor-excellent). The ratings provide a basis for
comparing and differentiating employees' performance.

Critique: The graphic rating scale method has certain limitations. It can be subjective, as ratings may vary
based on individual perceptions and biases of the supervisors. It also lacks specific behavioral examples or
feedback, making it challenging for employees to understand how to improve. Furthermore, it may not capture
the full complexity of job performance, as it often focuses on a limited set of predefined criteria.

2. 360-Degree Feedback: The 360-degree feedback method involves gathering feedback on an employee's
performance from multiple sources, including supervisors, peers, subordinates, and even customers or clients.
This comprehensive feedback provides a more holistic and well-rounded assessment of an employee's
performance. It allows for a broader perspective on strengths, weaknesses, and areas for development. The
feedback can be collected through surveys or interviews and is typically anonymized to encourage honest and
constructive feedback.

Critique: While 360-degree feedback can provide valuable insights, it also has potential drawbacks. Gathering
feedback from multiple sources can be time-consuming and resource-intensive. It requires careful planning
and training to ensure confidentiality and encourage honest feedback. There may also be challenges in
interpreting and reconciling divergent feedback from different sources. Additionally, the process may be more
susceptible to biases or personal dynamics among feedback providers.

It's important for organizations to choose performance appraisal methods that align with their goals, culture,
and the specific needs of their workforce. Additionally, regular evaluation and improvement of the appraisal
methods can help address any limitations and ensure a fair and effective performance evaluation process.

Q5) Solve any one : [10]

a) Rahul Chavan was working for a large steel manufacturing company for
15 Years. He was dismissed”. The reason was that he questioned his unit
head, Nikhil Lodha Whether the steel tubes, designed to be used under
high pressure, were going through “Zero defect” test or not, as it would
be dangerous for people working specially in oil and gas industry. He
was told to follow orders and sell the tubes. Rahul expressed his doubt
to the vice president, Vaibhav Das, whom he knew personally. As a
consequence, the company retested the tubes and withdrew them from
the market. But Rahul was “dismissed” by his boss.
i) In your Opinion what argument would Rahul use against his
dismissal? [5]
ii) What role can the HR play in such a case? [5]
OR
b) Describe the procedure involved in developing and implementing Human
Resource Information System (HRIS). [10]
A) i) Arguments Rahul can use against his dismissal:

a) Whistleblower Protection: Rahul can argue that he acted as a whistleblower by raising concerns about the
safety of the steel tubes. Whistleblower protection laws in many countries aim to protect employees who
report illegal or unethical activities within their organizations. Rahul can assert that his actions were in the
best interest of public safety and should not be a reason for dismissal.

b) Duty of Care: Rahul can argue that as an employee, he had a duty of care towards customers and end-users
of the steel tubes. By questioning the "Zero defect" test and expressing his doubts about the safety of the
product, Rahul fulfilled his duty to ensure the well-being of those who would be using the tubes, particularly
in hazardous industries like oil and gas. Dismissing him for raising valid concerns could be seen as a violation
of this duty.

c) Ethical Concerns: Rahul can argue that his dismissal was a result of ethical misconduct by his superiors. By
prioritizing the sale of potentially defective steel tubes over public safety, the company displayed a lack of
integrity and failed to adhere to ethical standards. Rahul can assert that he acted in accordance with ethical
principles by raising the issue and seeking a resolution.

ii) Role of HR in such a case:

a) Employee Advocacy: HR can play a crucial role in advocating for employees like Rahul who raise valid
concerns regarding ethical or safety issues. HR should provide a safe and supportive environment for
employees to voice their concerns without fear of retaliation. They can act as a liaison between employees and
management, ensuring that employee concerns are taken seriously and properly addressed.

b) Policy Development: HR can contribute to developing policies and procedures that encourage a culture of
ethics, integrity, and accountability within the organization. This includes implementing whistleblower
protection policies that provide safeguards for employees who report wrongdoing. HR should ensure that
employees are aware of these policies and understand the procedures for reporting concerns.

c) Investigation and Resolution: In a case like Rahul's, HR should conduct a thorough investigation into the
allegations raised and the circumstances surrounding the dismissal. This investigation should be fair,
impartial, and transparent. If the investigation substantiates Rahul's concerns, HR should work towards a
resolution that addresses the safety issue and ensures Rahul's fair treatment, potentially including
reinstatement or compensation.

d) Training and Awareness: HR can organize training programs and awareness campaigns to educate
employees about their rights, responsibilities, and the importance of ethical behavior. These initiatives can
help foster a culture where employees feel empowered to raise concerns and where management values and
addresses such concerns promptly.

e) Compliance with Regulations: HR should ensure that the organization complies with relevant laws and
regulations related to workplace safety, employee rights, and whistleblower protection. This includes staying
updated on legal requirements and advocating for the company's compliance to protect employees and the
organization's reputation.

In summary, HR should act as an advocate for employees like Rahul, facilitate a fair investigation, develop
and enforce policies that promote ethics and safety, and provide guidance and support throughout the process.

B) Developing and implementing a Human Resource Information System (HRIS) involves several steps and
considerations. Here is a general procedure that organizations can follow:

1. Needs Assessment: Conduct a comprehensive needs assessment to identify the specific requirements and
objectives of the HRIS. This involves analyzing the organization's HR processes, data management needs,
reporting requirements, and technology infrastructure. Engage stakeholders from HR, IT, and other relevant
departments to gather input and insights.

2. Define System Requirements: Based on the needs assessment, define the functional and technical
requirements of the HRIS. Determine the desired features, modules, and capabilities of the system, such as
employee data management, payroll processing, performance management, training and development, and
reporting functionalities.

3. Vendor Selection: Research and evaluate different HRIS vendors based on their track record, system
capabilities, scalability, support services, and cost. Request proposals or demonstrations from shortlisted
vendors to assess how well their solutions align with the defined system requirements. Consider factors such
as system compatibility, data security, user-friendliness, and the vendor's reputation.

4. System Design and Configuration: Once a vendor is selected, work closely with the vendor and internal
stakeholders to design and configure the HRIS to meet the organization's specific needs. This involves
mapping out workflows, defining data fields, establishing access controls and security measures, customizing
reports, and integrating the HRIS with other relevant systems (e.g., payroll, time and attendance).

5. Data Migration and Integration: Determine the approach and timeline for migrating existing HR data from
legacy systems or manual records to the new HRIS. Ensure data accuracy and integrity during the migration
process. Integrate the HRIS with other systems and platforms, such as payroll software, performance
management tools, and recruitment portals, as needed.
6. Testing and Quality Assurance: Conduct thorough testing of the HRIS to identify and resolve any bugs,
errors, or system issues. Test various functionalities, data entry and retrieval processes, workflows, and
security measures. Engage end-users from HR and other relevant departments in the testing process to gather
feedback and ensure system usability and effectiveness.

7. Training and Change Management: Develop a comprehensive training plan to educate HR staff and system
users on how to effectively operate the HRIS. Provide training sessions, user manuals, and ongoing support to
ensure a smooth transition to the new system. Implement change management strategies to address any
resistance or concerns among employees and facilitate a positive adoption of the HRIS.

8. Data Governance and Security: Establish data governance policies and procedures to ensure data accuracy,
privacy, and security within the HRIS. Define roles and responsibilities for data management, access controls,
and data backup processes. Regularly review and update security measures to protect sensitive employee
information from unauthorized access or breaches.

9. Rollout and Evaluation: Roll out the HRIS to the organization, ensuring proper communication and training
for all users. Monitor the system's performance, gather feedback, and conduct periodic evaluations to assess its
effectiveness in meeting the defined objectives. Make necessary adjustments and improvements based on user
feedback and changing organizational needs.

10. Ongoing Maintenance and Support: Provide ongoing maintenance and support for the HRIS, including
system updates, troubleshooting, and addressing user queries. Stay informed about new system features,
technology advancements, and industry best practices to continuously enhance the HRIS and maximize its
value to the organization.

It's important to note that the specific procedure and timeline may vary based on the organization's size,
complexity, and specific requirements. Engaging an experienced project team consisting of HR, IT, and
relevant stakeholders is crucial for successful HRIS development and implementation.
 5946 HRM Oct 2022

Q1) Attempt any Five questions. [5 × 2 = 10]

a) List the inputs and outputs of an HRM Model.
b) Define Hard and Soft HRM.
c) What are the various components of a salary structure?
d) State the various sources of recruitment for executives.
e) What are the various types of promotion you know?
f) Outline the competencies to be possessed by middle level managers.
g) Explain the major objectives of HRM.
h) What is succession planning and how is it different from career planning?

a) Inputs and outputs of an HRM Model:

Inputs:
- Organizational goals and objectives
- Workforce data (number of employees, skills, experience, demographics, etc.)
- Legal and regulatory requirements
- Employee performance data
- Compensation and benefits information
- Training and development needs
- Employee feedback and surveys
- HR policies and procedures

Outputs:
- Recruitment and selection strategies
- Training and development programs
- Performance management systems
- Compensation and benefits plans
- Employee relations initiatives
- Succession planning
- HR policies and procedures
- Employee engagement programs
- Diversity and inclusion initiatives
b) Hard HRM and Soft HRM:

Hard HRM:
Hard HRM is a more traditional and transactional approach to human resource management. It focuses on
managing employees as a resource to achieve organizational goals efficiently. In this approach, employees are
seen as tools or assets to be utilized for achieving strategic objectives. Hard HRM emphasizes control,
consistency, and cost-effectiveness. It tends to prioritize policies and procedures over employee well-being
and satisfaction.

Soft HRM:
Soft HRM is a more contemporary and people-oriented approach to human resource management. It
recognizes the importance of treating employees as valuable assets and emphasizes their development and
well-being. Soft HRM focuses on fostering a positive work environment, enhancing employee engagement,
and aligning individual goals with organizational goals. It emphasizes communication, collaboration, and
employee satisfaction.

c) Components of a salary structure:

A salary structure typically consists of the following components:

1. Job Evaluation: Assessing the relative value of different jobs within the organization based on factors such
as skills, responsibilities, and required qualifications.

2. Job Grades or Levels: Grouping similar jobs together based on their relative value and assigning them a
specific grade or level.

3. Salary Ranges: Establishing a range of salaries for each job grade, with minimum, midpoint, and maximum
salary levels. These ranges provide flexibility for individual employee salaries based on factors like
experience, performance, and market conditions.

4. Base Salary: The fixed amount of compensation paid to an employee for performing their job
responsibilities. It is typically determined based on the job grade and the employee's qualifications.

5. Salary Adjustments: Determining guidelines and processes for salary increases, bonuses, incentives, and
other forms of compensation adjustments. These adjustments may be based on factors such as performance,
tenure, market conditions, or cost-of-living adjustments.

6. Benefits: Including various benefits provided to employees, such as health insurance, retirement plans,
vacation leave, and other perks.
d) Sources of recruitment for executives:

Some common sources of recruitment for executives include:

1. Internal promotions: Identifying and promoting suitable candidates from within the organization who have
demonstrated the required skills, experience, and potential for leadership roles.

2. Employee referrals: Encouraging current employees to refer qualified candidates from their professional
networks. Employee referrals can be an effective way to attract high-quality candidates.

3. Executive search firms: Engaging specialized executive search firms or headhunters who have expertise in
identifying and recruiting executive-level talent. These firms have extensive networks and resources to search
for and screen candidates.

4. Professional networks and industry events: Networking events, conferences, and industry-specific platforms
provide opportunities to connect with potential executive candidates.

5. Online job portals and career websites: Advertising executive positions on job portals and career websites
can attract a wide range of candidates, including those actively seeking new opportunities.

6. Executive job boards: Utilizing specialized job boards that cater specifically to executive-level positions.
These platforms are often targeted at high-level professionals seeking senior roles.

e) Various types of promotion:

1. Vertical Promotion: This is the most common type of promotion, where an employee is promoted to a
higher level within the organizational hierarchy. For example, an employee

may be promoted from an entry-level position to a managerial position.

2. Horizontal Promotion: In this type of promotion, an employee is given additional responsibilities and a
higher job title within the same hierarchical level. However, the level of authority and salary may remain the
same.

3. Lateral Promotion: A lateral promotion involves a change in job role or department without a change in the
hierarchical level or salary. It provides an opportunity for employees to gain new experiences, expand their
skills, or explore different areas within the organization.
4. Promotions based on merit: These promotions are based on an employee's exceptional performance,
demonstrated competence, and achievements in their current role. They are typically accompanied by salary
increases and increased responsibilities.

5. Promotions based on seniority: In some organizations, promotions are granted based on an employee's
length of service or seniority. These promotions acknowledge an employee's loyalty and commitment to the
organization over time.

f) Competencies of middle-level managers:

Middle-level managers play a crucial role in organizations. Some competencies typically expected from
middle-level managers include:

1. Leadership: Middle managers need to have the ability to lead and inspire their teams, set goals, delegate
tasks, and provide guidance and direction.

2. Communication: Effective communication skills, both verbal and written, are essential for middle managers
to convey information clearly, listen to their team members, and build strong relationships.

3. Problem-solving and decision-making: Middle managers should be skilled at analyzing problems, making
informed decisions, and finding creative solutions. They should be able to balance various factors and
consider the impact of their decisions on both the team and the organization.

4. Team building and collaboration: Middle managers need to foster a collaborative and inclusive work
environment, encourage teamwork, and build strong relationships with team members, peers, and superiors.

5. Planning and organizing: Middle managers should have strong organizational skills and the ability to plan
strategically, set priorities, allocate resources effectively, and manage projects within given timelines.

6. Change management: As intermediaries between senior management and frontline employees, middle
managers need to be adept at managing and implementing organizational change, providing support and
guidance to their teams during transitions.

g) Major objectives of HRM:

The major objectives of Human Resource Management (HRM) include:

1. Recruitment and selection: Attracting and selecting qualified individuals who fit the organization's
requirements and culture.
2. Training and development: Enhancing employee skills and knowledge through training programs to
improve job performance and promote career growth.

3. Performance management: Establishing performance standards, conducting regular evaluations, providing

feedback, and recognizing and rewarding high performers.

4. Compensation and benefits: Developing and administering fair and competitive compensation systems,
including salary, bonuses, incentives, and benefits packages to attract, motivate, and retain employees.

5. Employee relations: Building positive relationships between management and employees, addressing
employee concerns, promoting open communication, and maintaining a healthy work environment.

6. Talent management and succession planning: Identifying and developing high-potential employees for
future leadership positions and ensuring a smooth transition of key roles.

7. Compliance with legal and ethical standards: Ensuring adherence to labor laws, regulations, and ethical
practices, including diversity and inclusion initiatives.

8. Employee engagement: Promoting employee satisfaction, motivation, and commitment to the organization
through various initiatives and programs.

h) Succession planning and career planning:

Succession planning and career planning are related but distinct concepts in the field of HRM:

Succession planning:
Succession planning is the process of identifying and developing potential successors for key positions within
an organization. It involves identifying employees with the necessary skills, knowledge, and potential to fill
critical roles in the future. Succession planning aims to ensure a smooth transition and continuity of leadership
when key executives or employees leave the organization due to retirement,

promotion, or other reasons. It focuses on long-term organizational needs and prepares individuals to assume
higher-level responsibilities.

Career planning:
Career planning, on the other hand, is a process that focuses on individual employees' career growth and
development within the organization. It involves setting career goals, assessing skills and interests, identifying
development opportunities, and creating a path for advancement. Career planning is a collaborative process
between employees and the organization, aiming to align individual aspirations with organizational objectives.
It focuses on short-term and long-term career progression for individual employees.

In summary, succession planning is about identifying and preparing successors for key positions in the
organization, while career planning is about helping employees plan and navigate their own career paths
within the organization.

Q2) Attempt any Two questions. [2 × 5 = 10]

a) Trace the evolution of HRM and define its role today.
b) Briefly describe the various on the job and off the job training methods.
c) Distinguish between job evaluation and performance appraisal.
d) Explain the advantages and limitations of HRIS in detail.

a) Evolution of HRM and its role today:

The field of Human Resource Management (HRM) has evolved significantly over time. Initially, personnel
management focused primarily on administrative tasks such as payroll, employee records, and compliance
with labor laws. However, HRM has now transformed into a strategic function that plays a crucial role in
organizational success.

Evolution of HRM:

1. Personnel Administration: In the early stages, the focus was on administrative tasks, compliance with laws,
and managing employee records.

2. Human Relations Movement: The emphasis shifted towards recognizing the importance of employee
satisfaction, motivation, and well-being. Attention was given to creating a positive work environment and
addressing employee needs.

3. Human Resources Development: HRM started focusing on employee development through training and
career planning. The goal was to enhance employee skills, knowledge, and capabilities.

4. Strategic HRM: HRM evolved into a strategic function aligned with organizational goals. HR professionals
became strategic partners who contribute to the formulation and execution of business strategies. The
emphasis was on aligning HR practices with organizational objectives and managing human capital
effectively.

Role of HRM today:

Today, HRM plays a multifaceted role in organizations:

1. Strategic Partner: HRM collaborates with top management to align HR practices with organizational
strategies and goals. It contributes to strategic decision-making and ensures the availability of talent to support
organizational objectives.

2. Talent Management: HRM focuses on attracting, selecting, and retaining top talent. It is responsible for
recruitment, onboarding, performance management, succession planning, and career development.

3. Employee Development: HRM designs and implements training and development programs to enhance
employee skills, competencies, and performance. It supports career growth and provides opportunities for
continuous learning.

4. Employee Relations: HRM is responsible for maintaining positive employee relations, handling grievances,
managing conflicts, and fostering a healthy work environment.

5. Compensation and Benefits: HRM designs and manages compensation structures, benefits packages, and
reward systems to attract, motivate, and retain employees.

6. Compliance: HRM ensures compliance with labor laws, regulations, and ethical standards. It handles legal
and regulatory requirements related to employment.

b) On-the-job and off-the-job training methods:

On-the-job training methods:

1. Job Rotation: Employees are assigned to different roles or departments to gain exposure and experience in
various areas of the organization.

2. Coaching and Mentoring: Experienced employees or supervisors provide guidance, support, and feedback
to develop the skills and knowledge of less experienced employees.

3. Job Shadowing: Employees observe and learn from experienced colleagues by shadowing them in their
day-to-day tasks and responsibilities.

4. Apprenticeships: Employees receive training while working under the guidance of skilled professionals in a
specific trade or profession.

Off-the-job training methods:

1. Classroom Training: Employees attend structured training sessions conducted by trainers or subject matter
experts in a classroom setting.
2. Workshops and Seminars: Employees participate in interactive sessions, discussions, and activities to learn
specific skills or knowledge.

3. E-Learning: Training is delivered through online platforms, allowing employees to access training materials
at their convenience and pace.

4. Conferences and Industry Events: Employees attend external conferences, seminars, or workshops to gain
industry insights and knowledge.

c) Difference between job evaluation and performance appraisal:

Job Evaluation:
- Job evaluation is a systematic process of assessing and determining the relative value or worth of different
jobs within an organization.
- It focuses on evaluating jobs based on factors such as skills, responsibilities, qualifications, and complexity.
- The purpose of job evaluation is to establish an internal pay structure, determine job classifications or grades,
and ensure internal equity in compensation.
- Job evaluation is generally conducted by HR professionals or specialized job evaluation committees.

Performance Appraisal:
- Performance appraisal is

the process of assessing an employee's job performance and providing feedback on their strengths,
weaknesses, and areas for improvement.
- It focuses on evaluating individual employee performance based on predetermined performance criteria,
goals, and objectives.
- The purpose of performance appraisal is to recognize and reward high performers, identify development
needs, provide feedback for performance improvement, and make decisions regarding promotions, transfers,
or terminations.
- Performance appraisal is typically conducted by the employee's immediate supervisor or manager.

In summary, job evaluation is about assessing the value of jobs within an organization, whereas performance
appraisal is about assessing the performance of individual employees in their respective jobs.

d) Advantages and limitations of HRIS:

Advantages of HRIS (Human Resource Information System):

1. Centralized Data: HRIS provides a centralized database for storing and managing employee information,
including personal details, employment history, performance records, and training data. It allows for easy
access, retrieval, and updating of information.

2. Efficiency and Time Savings: HRIS automates routine HR processes such as payroll, attendance tracking,
benefits administration, and performance management. It reduces manual paperwork, streamlines processes,
and saves time for HR professionals.

3. Data Accuracy and Integrity: HRIS helps maintain accurate and up-to-date employee data. It minimizes
errors, reduces duplicate data entry, and ensures data integrity.

4. Reporting and Analytics: HRIS enables generating various HR reports, analytics, and insights. It provides
valuable data for strategic decision-making, workforce planning, and identifying trends or patterns.

5. Self-Service Portals: HRIS often includes self-service portals where employees can access and update their
personal information, apply for leave, view pay stubs, and participate in training programs. It empowers
employees and reduces HR administrative workload.

Limitations of HRIS:

1. Implementation and Maintenance Costs: Implementing an HRIS requires an initial investment in software,
hardware, and training. Ongoing maintenance and updates also incur additional costs.

2. Technical Issues and Dependency: HRIS relies on technology infrastructure, and technical issues such as
system crashes, data breaches, or connectivity problems can disrupt HR operations. Organizations become
dependent on the system's availability and functionality.

3. Data Security and Privacy Concerns: HRIS contains sensitive employee data, and ensuring data security and
privacy is crucial. Adequate safeguards and policies must be in place to protect employee information from
unauthorized access or misuse.

4. User Adoption and Training: HRIS requires employees and HR staff to adapt to new processes and
interfaces. User adoption and training can be a challenge, particularly for employees who are not tech-savvy
or resistant to change.

5. Customization Limitations: Off-the-shelf HRIS solutions may have limitations in customization to fit
specific organizational needs. Organizations may require additional customization or integration with other
systems, which can be complex and costly.
While HRIS offers numerous benefits, organizations should carefully assess their requirements, choose a
suitable system, and address the potential limitations to maximize its effectiveness.

Q3) Attempt any One question. [10]

a) Mr. Sharma has a small business set up employing 100 workers. Now he
is planning to further expand his workforce. He discusses the situation
with the new human resource manager of the organisation. He expresses
his interest to have a mix of old people who have a better understanding
of the running processes and new joiner who are more tech savvy and
hold professional degrees. Assuming that you are a human resource
manager, what would you suggest Mr. Sharma so that he is able to manage
his human resource efficiently?
OR
b) Describe the various forecasting techniques and how these techniques
are being used in human resource planning.

A) As a human resource manager, I would suggest the following strategies to Mr. Sharma to
efficiently manage his human resources and achieve a mix of experienced individuals and
tech-savvy professionals:

1. Define Job Roles and Requirements: Clearly define the job roles and requirements for each
position. Identify the specific skills and qualifications needed for each role, considering both
the technical and process-related aspects.

2. Implement a Structured Recruitment Process: Develop a recruitment process that attracts

candidates with the desired mix of experience and technical expertise. Use targeted job
advertisements, leverage online platforms, and engage with professional networks to reach the
desired talent pool.

3. Create an Attractive Employer Brand: Develop and promote an employer brand that appeals
to both experienced professionals and tech-savvy individuals. Highlight the company's
commitment to innovation, continuous learning, and a supportive work environment that
values the contributions of all employees.

4. Leverage Technology for Recruitment: Utilize technology-driven recruitment methods such

as online job portals, social media, and professional networking sites to reach out to potential
candidates. Implement an applicant tracking system to streamline the hiring process and
efficiently manage candidate data.
5. Conduct Competency-Based Interviews: Use competency-based interviews to assess
candidates' skills, experience, and potential cultural fit. This approach helps identify
candidates who possess the desired technical expertise and those who have a good
understanding of the company's processes.

6. Develop a Comprehensive Onboarding Program: Implement a well-structured onboarding

program that familiarizes new hires with the company's processes and culture. This program
should include both technical training for the tech-savvy professionals and mentoring or
knowledge transfer sessions facilitated by experienced employees.

7. Encourage Knowledge Sharing: Foster a culture of knowledge sharing within the

organization. Encourage experienced employees to mentor and share their expertise with new
hires, while also providing opportunities for newer employees to share their fresh perspectives
and ideas.

8. Offer Continuous Learning and Development: Provide regular training and development
opportunities to all employees, including both experienced individuals and new joiners. This
helps keep the workforce updated with the latest technologies, industry trends, and process
improvements.

9. Foster Collaboration and Teamwork: Create a collaborative work environment that

encourages employees from different backgrounds and skill sets to work together. This will
help facilitate the exchange of knowledge and ideas between the experienced and tech-savvy
employees.

10. Regular Performance Evaluation and Feedback: Implement a performance evaluation

system that measures both technical competencies and adherence to processes. Provide
constructive feedback to employees on their performance, and identify areas for improvement
and growth.

By implementing these strategies, Mr. Sharma can effectively manage his human resources
and create a workforce that combines the experience of older employees with the technical
proficiency of new joiners. This mix of talent can contribute to the growth and success of the
organization.

B) Forecasting techniques in human resource planning:

1. Trend Analysis: Trend analysis involves analyzing historical data and identifying patterns or
trends to make future predictions. This technique examines past HR data such as employee
turnover rates, recruitment numbers, and training needs to forecast future HR needs.

2. Ratio Analysis: Ratio analysis uses ratios and relationships between different HR variables
to predict future trends. For example, the ratio of employees to supervisors can be used to
estimate the need for additional supervisors in the future.

3. Workforce Analytics: Workforce analytics involves using advanced statistical and

mathematical techniques to analyze HR data and make predictions. It considers factors such as
workforce demographics, performance metrics, turnover rates, and market trends to forecast
future HR needs.

4. Managerial Judgment: Managerial judgment relies on the expertise and judgment of

managers and HR professionals to forecast future HR requirements. They consider internal
and external factors, industry trends, and organizational strategies to estimate future workforce
needs.

5. Delphi Technique: The Delphi technique involves gathering input from a panel of experts
through multiple rounds of questionnaires or interviews. The experts provide their opinions
and predictions anonymously, and the results are consolidated to form a forecast.

6. Scenario Planning: Scenario planning involves developing different scenarios or future

scenarios based on various assumptions and factors. It helps in understanding different
possible futures and their potential HR implications.

7. Workforce Modeling: Workforce modeling uses mathematical models and simulations to

forecast HR needs. It considers variables such as retirement rates, attrition, recruitment, and
training to predict future workforce size, skills, and composition.

Use of forecasting techniques in human resource planning:

Forecasting techniques are essential in human resource planning as they help organizations
anticipate future HR needs and take proactive measures. Some ways these techniques are used
in HR planning include:
1. Workforce Demand Planning: Forecasting techniques are used to estimate future workforce
demand based on factors such as business growth, expansion, technological changes, and
market trends. This helps organizations determine the number and types of employees needed
in the future.

2. Workforce Supply Analysis: HR forecasting techniques analyze the current workforce

composition, demographics, turnover rates, and skill gaps to predict future workforce supply.
This enables organizations to identify potential talent shortages or surplus and take appropriate
actions like recruitment, training, or succession planning.

3. Succession Planning: Forecasting techniques assist in identifying future leadership needs

and potential successors for key positions. Organizations can use these techniques to forecast
retirements, promotions, and talent gaps, and develop strategies for grooming and developing
employees for future leadership roles.

4. Training and Development Planning: HR forecasting techniques help identify future skill
requirements and training needs. By analyzing trends and predicting changes in job roles or
industry demands, organizations can develop training programs to bridge skill gaps and ensure
a competent workforce.

5. Recruitment and Talent Acquisition: HR forecasting techniques assist in predicting future

hiring needs. By considering turnover rates, retirements, and growth projections, organizations
can plan recruitment strategies, anticipate talent shortages, and proactively attract and hire
suitable candidates.

6. Budgeting and Resource Allocation: Forecasting techniques aid in estimating future HR

costs and budgetary requirements. By analyzing projected workforce size, compensation
trends, and training needs, organizations can allocate resources effectively and plan for HR-
related expenses.

Overall, forecasting techniques in HR planning provide valuable insights for organizations to

make informed decisions, align HR strategies with business objectives, and ensure a
competent and prepared workforce for the future.

Q4) Attempt any One question. [10]

a) A & B hospitality industries is in need of Regional marketing Manager for
Expansion of its business across Maharashtra. (a) As an HR Manager
discuss the sources of Hiring (b) Design and draft an accurate selection
process to hire the most suitable candidate.
 OR
b) Describe various types of errors likely to occur during performance
appraisal and suggest the measures to minimize such errors.

a) Sources of hiring for the Regional Marketing Manager position:

As an HR Manager, there are several sources you can utilize to hire candidates for the
Regional Marketing Manager position at A & B hospitality industries. Some common sources
of hiring include:

1. Internal Recruitment: Consider internal candidates within the organization who may have
relevant skills and experience for the role. This can be an opportunity for career progression
and talent retention.

2. External Advertising: Advertise the job opening through various channels such as job
portals, professional networking platforms, social media, industry-specific websites, and print
media. Clearly outline the job requirements, responsibilities, and qualifications to attract
suitable candidates.

3. Employee Referrals: Encourage current employees to refer potential candidates from their
professional networks. Implement a referral program that provides incentives for successful
referrals.

4. Recruitment Agencies: Collaborate with recruitment agencies specializing in marketing or

hospitality industry talent. They can assist in sourcing and shortlisting candidates based on
specific requirements.

5. Professional Networking: Attend industry events, conferences, and seminars to network

with professionals in the marketing field. Utilize online professional networking platforms like
LinkedIn to identify and connect with potential candidates.

6. Direct Applications: Accept direct applications from interested candidates through email,
the company's website, or dedicated application portals. Ensure that the application process is
user-friendly and provides a clear understanding of the job requirements.
7. Job Fairs and Campus Recruitment: Participate in job fairs and campus recruitment events
organized by educational institutions with marketing or hospitality programs. This can help
attract fresh talent or candidates with relevant educational backgrounds.

b) Designing an accurate selection process for the Regional Marketing Manager position:

To hire the most suitable candidate for the Regional Marketing Manager position, you can
follow these steps to design an accurate selection process:

1. Application Screening: Review all received applications/resumes to assess candidates'

qualifications, relevant experience, and suitability for the role. Use pre-determined criteria to
shortlist candidates who meet the minimum requirements.

2. Preliminary Interviews: Conduct initial interviews, either in person or via phone/video calls,
to further evaluate shortlisted candidates. Focus on assessing their marketing knowledge,
experience, skills, and alignment with the organization's values and culture.

3. In-depth Interviews: Invite selected candidates for in-depth interviews with a panel of
interviewers, including HR representatives, marketing professionals, and senior managers.
Structure the interviews to cover various aspects such as marketing strategy, campaign
management, leadership skills, and problem-solving abilities.

4. Case Study/Work Sample Assessment: Provide candidates with a relevant marketing case
study or work sample scenario to assess their analytical thinking, creativity, and ability to
develop effective marketing strategies. Evaluate their approach, presentation skills, and the
quality of their recommendations.

5. Presentation or Role-play Exercise: Ask shortlisted candidates to prepare and deliver a

presentation on a given marketing topic or engage in a role-play exercise related to the
Regional Marketing Manager role. This allows you to assess their communication skills,
strategic thinking, and ability to handle practical situations.

6. Reference Checks: Conduct reference checks to verify the information provided by the
candidates and gain insights into their work ethic, performance, and professional conduct.
Contact their previous supervisors or colleagues to gather feedback on their suitability for the
role.
7. Final Evaluation and Decision: Evaluate all the gathered information from the selection
process to make a well-informed decision. Consider factors such as technical skills,
experience, cultural fit, leadership potential, and overall suitability for the organization and
role.

It's important to ensure that the selection process adheres to legal and ethical standards, treats
all candidates fairly, and maintains confidentiality throughout the process.

B) During performance appraisal, various types of errors can occur that may affect the
accuracy and fairness of the evaluation. Here are some common errors and measures to
minimize them:

1. Halo Effect: This occurs when an evaluator's overall positive or negative impression of an
employee influences their ratings on specific performance dimensions. To minimize this error:
- Provide clear performance criteria and guidelines to evaluators.
- Encourage evaluators to assess each dimension separately and independently.
- Provide training to evaluators on objective assessment techniques.

2. Leniency or Severity Bias: Leniency bias occurs when an evaluator rates all employees
higher than deserved, while severity bias occurs when an evaluator rates all employees lower
than deserved. To minimize these biases:
- Provide calibration sessions to ensure consistent standards and expectations among
evaluators.
- Use comparative evaluation techniques such as forced ranking or paired comparison to
differentiate performance levels.
- Encourage evaluators to provide specific examples and evidence to support their ratings.

3. Central Tendency Bias: This bias occurs when an evaluator rates all employees as average
or near the midpoint of the rating scale, regardless of their actual performance. To minimize
this bias:
- Provide training to evaluators on the importance of differentiation and the use of the full
rating scale.
- Encourage evaluators to provide specific feedback and examples that justify their ratings.
- Monitor and review the distribution of ratings to identify any instances of central tendency
bias.
4. Recency Effect: This occurs when an evaluator focuses only on recent events or behaviors,
neglecting earlier performance periods. To minimize this error:
- Encourage evaluators to consider the entire appraisal period and not solely rely on recent
events.
- Use regular check-ins and ongoing feedback to ensure a comprehensive evaluation of
performance.
- Provide evaluators with access to performance records and documentation to refer to during
the appraisal process.

5. Personal Bias: Personal bias occurs when evaluators allow personal feelings or biases, such
as personal liking or disliking, to influence their assessments. To minimize personal bias:
- Provide training on unconscious bias and its impact on evaluations.
- Use multiple evaluators or a multi-rater assessment approach to gather diverse perspectives.
- Implement a formal appeals or review process where employees can address potential bias or
discrepancies in the evaluation.

6. Lack of Specificity: When evaluators provide vague or general feedback without specific
examples, it can lead to misunderstandings and ambiguity. To minimize this error:
- Encourage evaluators to provide specific examples of behaviors or incidents that support
their ratings.
- Provide training on effective feedback techniques to ensure evaluators provide constructive
and actionable feedback.
- Develop guidelines or templates for evaluation reports that emphasize the need for specific
and objective feedback.

Regular training, clear guidelines, and ongoing monitoring and review of the performance
appraisal process can help minimize these errors and ensure a more accurate and fair
assessment of employee performance.

Q5) Attempt any One question. [10]

a) Critically examine the components of a compensation package in organised
industry in India.
OR
b) How will you design and develop a Human Resource Information System
in an Industrial Organization?
A) In an organized industry in India, a compensation package typically comprises various
components that are designed to attract, motivate, and retain employees. These components
can vary depending on the industry, company size, and employee level. Here are the key
components of a compensation package in organized industry in India:

1. Basic Salary: The basic salary forms the foundation of the compensation package and
represents the fixed cash component paid to employees for their services. It is typically
determined based on factors such as job role, experience, and market benchmarks.

2. Dearness Allowance (DA): DA is an additional component of salary that aims to offset the
impact of inflation. It is calculated as a percentage of the basic salary and is periodically
adjusted to account for changes in the cost of living.

3. House Rent Allowance (HRA): HRA is provided to employees who are not provided with
company accommodation. It is a percentage of the basic salary and helps employees meet their
rental expenses for housing.

4. Conveyance Allowance: Conveyance allowance is provided to cover transportation

expenses incurred by employees for commuting to and from work. It is usually a fixed amount
or a reimbursement based on actual expenses.

5. Medical Allowance: Medical allowance is provided to cover employees' medical expenses.

It can be a fixed amount or a reimbursement based on actual medical bills submitted by
employees.

6. Leave Travel Allowance (LTA): LTA is provided to employees to cover the cost of travel
during vacation periods. It is typically available on a periodic basis, such as once every two
years, and can be used for travel within India.

7. Performance-Linked Variable Pay/Bonus: Variable pay or bonus is a performance-based

component of the compensation package. It is linked to individual, team, or organizational
performance and can vary based on predetermined targets or metrics.

8. Provident Fund (PF): PF is a retirement benefit provided to employees, mandated by law.

Both the employer and the employee contribute a percentage of the employee's salary to a
provident fund account, which can be withdrawn at the time of retirement or resignation.
9. Gratuity: Gratuity is a lump sum payment made by the employer to an employee as a token
of appreciation for their long-term service. It is typically paid when an employee completes a
certain number of years with the organization.

10. Employee Stock Options (ESOPs): ESOPs provide employees with the opportunity to
purchase company shares at a predetermined price. This component is commonly offered to
employees at managerial levels or key positions to align their interests with the company's
growth and performance.

11. Insurance Benefits: Many companies provide various insurance benefits to employees,
including health insurance, life insurance, and accident insurance. These benefits provide
coverage for medical expenses, life protection, and financial security in case of unforeseen
events.

12. Employee Assistance Programs (EAPs): EAPs offer support services to employees,
including counseling, wellness programs, and work-life balance initiatives. These programs
aim to enhance employee well-being and contribute to a positive work environment.

It's important to note that the components of a compensation package can vary across
organizations and industries. Employers may tailor their compensation packages to align with
their business strategies, market competitiveness, and the specific needs of their workforce.
Additionally, legal and regulatory requirements, such as minimum wages, employee benefits,
and taxation, also impact the design and structure of compensation packages in India.

B) Designing and developing a Human Resource Information System (HRIS) for an industrial
organization involves several steps and considerations. Here is an outline of the process:

1. Needs Assessment: Conduct a thorough analysis of the organization's HR requirements,

processes, and data management needs. Identify the specific objectives and desired outcomes
of implementing an HRIS.

2. Define System Requirements: Based on the needs assessment, identify the key
functionalities and features required in the HRIS. This may include modules for employee data
management, payroll processing, attendance tracking, performance management, recruitment,
training, and other HR-related functions.
3. Vendor Selection: Research and evaluate different HRIS vendors or software solutions
available in the market. Consider factors such as system capabilities, scalability, user-
friendliness, cost, customer support, and integration with existing systems. Engage
stakeholders, including HR staff, IT professionals, and management, in the selection process.

4. Customization and Configuration: Work closely with the chosen vendor or development
team to customize the HRIS to align with the organization's specific requirements. This may
involve configuring modules, defining data fields, creating workflows, and integrating the
system with other existing software or databases.

5. Data Migration and Integration: Ensure smooth migration of existing HR data from legacy
systems or manual records into the new HRIS. Establish data mapping, cleansing, and
validation processes to ensure accuracy and consistency. Integrate the HRIS with other
relevant systems such as finance, timekeeping, or project management tools, if necessary.

6. Security and Access Controls: Implement robust security measures to protect sensitive HR
data. Define user roles and access levels to ensure appropriate data access and maintain data
confidentiality. Incorporate encryption, user authentication, and regular data backups to
enhance data security.

7. Training and Change Management: Provide comprehensive training to HR staff, managers,

and employees on how to effectively use the HRIS. Develop training materials, user guides,
and conduct workshops to ensure proper system utilization. Implement change management
strategies to address any resistance or challenges associated with adopting the new system.

8. Testing and Quality Assurance: Conduct thorough testing of the HRIS to identify and
rectify any system bugs or issues. Test different scenarios, processes, and workflows to ensure
the system functions as intended. Perform data integrity checks and validate system outputs.

9. Rollout and Implementation: Plan the phased rollout of the HRIS, considering the
organization's size, complexity, and workforce. Gradually transition HR processes and data
management to the new system, providing ongoing support and troubleshooting during the
implementation phase.

10. Continuous Evaluation and Improvement: Regularly evaluate the effectiveness and
efficiency of the HRIS. Seek feedback from users and stakeholders to identify areas for
improvement. Stay updated with new system updates, features, and industry best practices to
optimize the HRIS and ensure its long-term effectiveness.
Throughout the design and development process, it is crucial to involve key stakeholders,
including HR professionals, IT teams, and end-users, to ensure the HRIS meets the
organization's unique requirements and supports the overall HR objectives. Regular
communication, collaboration, and continuous monitoring of the HRIS's performance will
contribute to its successful implementation and utilization within the industrial organization.