Human Resource

Management

Dur Khan
Sem II
BOOKS TO REFER

– Human Resource Management by Raymond A Noe

– Human Resource Manement By K Aswathapa
– Human Resource Management – P.Subba Rao
– Human Resource Management by D. K. Bhattacharya
– Human Resource Management by Julie Beardwell & Tim Clayed
– Managing Human Resource by George W Bohlender & Scott Snell
– Human Resource Management by Derek T, Laura Hall & Stephen Taylor
– Key Concepts in Human Resource Management by John Martin
Human
Resource
Management

INTRODUCTION
What is HRM?

– Human resource management (HRM) is concerned with all aspects of how

people are employed and managed in organizations.
 Human
Resource
planning
Succession Recruitment
planning, Exit and selection,
management Induction

Employment
cycle
Training and
Recruitment to Compensation
development,
and benefits,
Retirement career planning

Employee
Performance
engagement,
management
retention
HRM FUNCTIONS

Human
Recruitment Induction and Training and
Resource
and selection Onboarding development
planning

Industrial Human
Performance Compensation
relations and resource
management and benefits
labor welfare development

Leadership Succession Change Organization

Development planning management development
EVOLUTION OF HRM
How HRM has evolved?
It started as a sideline function when industrialization
gave way to huge firms with large number of HR
employees.

It went on to become a function to be reckoned with

when labor problems took root. This was again due to HR
unfair and at times inhuman practices.

When technology started growing and business was

carried on a larger scale, there was a need for a HR
department that could handle behavioral issues, since
an average person’s life started dealing with a lot more
stress and strain. Employees needed to be kept
satisfied in their work environment.
 How HRM has evolved?

When compensation and other

transactional issues have begun to be
outsourced or in sourced [ IT
department ] the strategic function of
the HR work started receiving
HR
HR
attention. Now this function
encompasses the business unit. To
acquire synergy in operations, HR
becomes indispensable.
 HR Myths & Realities
Old Myths New Realities

Anyone can do HR HR departments are not designed to provide corporate

therapy or as social or health happiness retreats. HR
professionals must create the practices that make
Dave Ulrich’s employees more competitive, not more comfortable.
“Human HR deals with the soft side The impact of HR practices on business results can and
Resource of business and is must be measured. HR professionals must learn how to
therefore not accountable translate their work into financial performance.
Champions’’
HR focuses on costs, which HR practices must create value by increasing
cannot be controlled intellectual capital within the firm. HR professionals
must add value, not reduce costs

HR’s job is to be the policy The HR function does not own compliance, managers
police and the health-and- do. HR practices do not exist to make employees happy
happiness patrol but to help them become committed. HR professionals
must help managers commit employees and administer
policies.
 Old Myths New Realities

HR is full of fads Professionals must be see their current

Dave Ulrich’s work as par of an evolutionary chain
and explain their work with less jargon
“Human and more authority
Resource HR is staffed by nice people At times, HR practices should force
Champions’’ rigorous debates. HR professionals
should be confrontative and challenging
as well as supportive
HR is HR’s job HR work is as important to line
managers, as are finance, strategy and
other business domains. HR
professionals should join with managers
in championing HR issues.
TASK

ACIVITY ROLE OF HR MANAGER ROLE OF LINE MANAGER

1.
2.
3.
4.
5.
HR is not just HR’s job by the way!!!

Human Resource Human Resource

Management Department

Focus Implementation/application Development of HR tools and

of HR tools and practices practices

Owner Line Management HR department leadership

Outcome Creation of value through Effective Human Resource

effective management of Management practice
competencies
HUMAN RESOURCE
MANAGEMENT

How is it different from

personnel management?
Personnel management

– Staffing, payroll, contractual obligations and other administrative tasks.

– Personnel managers; mediators between the management and the employees
 HR … Changing Priorities
Traditional human resource management

Transformational
Strategic HRM with the same
5-10%
pace of the company’s mission
Strategic role
and vision,

HR tools that support business Traditional

processes, not on administration; 15-30%
Recruitment, Appraisal, Training Processes
And Development
Transactional
administrative tasks such as 65-75%
capturing of personnel data, Policies, payroll
keeping records, payroll, company
policies and procedures etc
HR … Changing Priorities
Shift to strategic human resource management

Transformational
25-30%

Traditional
50-60%

Transactional
15-20%
Outsource Process redesign
IT enablement
Shift of Human resource management to
Talent Management

– Everything done to recruit, retain, develop, reward and motivate productive,

engaged employees
– hiring, training, and retention of talented employees.
 Business Partnering
(strategic)

Performance Virtual HR
Management (OUTSOURCING)

HRM
Change
Talent Management
Today Management

Technology

Fostering
Learning
Directional
Growths
WLB (health &
wellness) Conflict
Keeper of
Resolutions
Values, Ethos

Emerging shift in HR Role.. The How is changing not the why

People
Management
Activity

HBR
Human Resource
Planning,

Recruitment & Selection,

Onboarding & Induction

MANPOWER PLANNING (MPP)

HUMAN RESOURCE PLANNING (HRP)

– Forecasting the future composition of the workforce,
– Conducting the gap analysis between the current staff and the future staff,
– Deciding how to close any gaps,
– Determining how to best meet the needs through redeployment, training,
recruiting, or outsourcing.
Need for human resource
planning (HRP)
– Every organization has to plan for human resource due to:
– The shortage of certain categories of employees and/or
– The shortage of variety of skills despite the problems of unemployment
– The rapid changes in technology, marketing, management, etc., and the
consequent need for new skills and new categories of employees.
– The change in organization design and structure affecting manpower demand.
– The labor laws affecting the demand for and supply of labor.
– The involvement of lead time in manning the job with most suitable candidate.
Objectives of human resource
planning (HRP)
– To recruit and retain the human resource of required quantity and quality;
– To foresee the employee turnover and make the arrangements for minimizing
turnover and filling up of consequent vacancies;
– To meet the needs of the programs of expansion, diversification, etc.;
– To assess the surplus or shortage of human resources and take measures
accordingly; To minimize imbalances caused due to non-availability of human
resources of right kind, right number in right time and right place;
– To estimate the cost of human resources; and
– To make the best use of its human resources.
Benefits of human resource
planning (HRP)
– It checks the corporate plan of the organization.
– HRP offsets uncertainties.
– It helps to anticipate the cost of salary enhancement, better benefits, etc.
– To foresee the need for redundancy and plan to check it.
– To plan for physical facilities, working conditions and the volume of benefits like
canteen, conveyance, quarters, etc.
– It helps to take steps to improve human resource contributions in the form of
increased productivity, sales, turnover, etc.
Job Analysis
{Job Description & Job Specification}
Job Analysis

– The US Department of labor defined Job Analysis as “the process of

determining, by observation and study, and reporting pertinent information
relating to the nature of a specific job. It is the determination of the tasks which
comprise the job of the skills, knowledge, abilities and responsibilities required
of the worker of a successful performance and which differentiate one job from
all others.”
Job Analysis

– Provides an understanding of all the jobs in the organization, including the

responsibilities each involves and the qualifications necessary for a person to
successfully discharge those responsibilities.
– This process enables the organization to better determine its human resource
needs – current and the future. (Human resource planning)
– Job analysis is the beginning of the process to determine job-related info used
in all HR functions.
– Information obtained from job analysis includes; Knowledge, skills and abilities
required, Specific tasks performed on the job etc.
Need for Job Analysis

– Management should determine the kind of employee required for a job and the
number of people to be employed.
– The organization should also find out the right man for the right job in right
time.
– The knowledge of the job is essential to perform these functions.
– The changing nature of the business environment means that the results of job
analysis may quickly become obsolete
 1. Collection of Background Information: Background information consists of organization
charts, and existing job descriptions.
2. Selection of Representative Position to be Analyzed: It would be too difficult and time
consuming to analyze all the jobs. So, the job analyst has to select some of the
Process representative positions in order to analyze them.

of job 3. Collection of Job Analysis Data: This step involves actually analyzing a job by collecting
data on features of the job, required employee behavior and human requirements.
analysis 4. Developing a Job Description: This step involves describing the contents of the job in
terms of functions, duties, responsibilities, operations, etc.
5. Developing a Job Specification: This step involves conversion of the Job description
statements into a job specification. Job specification describes the personal qualities,
traits, skills knowledge and background necessary for getting the job done.
6. Developing Employee Specification: This step involves conversion of specifications of
human qualities under job specification into an employee specification. Employee
specification describes physical and educational qualifications, experience, etc.
Job Analysis

Job Description Job Specification

Job Analysis generates two key
documents….

Job description Job specification

– An important document which is – focuses on the person performing
descriptive in nature, the job.
– Job description identifies the job title
– It specifies the knowledge, skills,
and lists the responsibilities and
essential functions of the job. abilities, and characteristics
required to effectively perform the
– tells us what should be done, why it
job.
should be done and where it should
be performed. – Tells us who will be able to do it
 Service / Function Project Management

Title Management Trainee

Role description Will be responsible for the successful execution and

implementation of Research projects. This would involve
working closely with Researchers / Clients in the US / UK -
Sample Job understanding Research Design, planning, co-ordinating and
executing the project along with other team members. This
Descriptions profile requires the person to understand the clients’
requirements and then facilitate the same by undertaking
project planning, scheduling, translation of the survey
requirements to the programmers and ensuring timely and
high quality data collection / analysis.

Location, Mumbai
Travel requirements Maybe required to travel to US / UK for training /
orientation / review

Salary Rs. 400,000 p.a. – Rs.450,000 p.a.

Date of joining January 2016, would undergo appropriate training

thereafter
Title: Sales and Marketing Executive
Reports to (optional): Sales and Marketing Director
Job Purpose: To plan and carry out direct marketing and sales activities, so as to maintain and develop sales in
accordance with agreed business plans.
Key responsibilities and accountabilities:
1. Maintain and develop a computerised customer and prospect database.
2. Plan and carry out direct marketing activities to agreed budgets, sales volumes, values, product mix and timescales.
3. Respond to and follow up sales enquiries by post, telephone, and personal visits.
4. Maintain and develop existing and new customers through planned individual account support, and liaison with internal
order-processing staff.
5. Monitor and report on activities and provide relevant management information.
6. Carry out market research, competitor and customer surveys.
7. Maintain and report on equipment and software suitability for direct marketing and sales reporting purposes.
8. Liaise and attend meetings with other company functions necessary to perform duties and aid business and organisational
development.
9. Manage the external marketing agency activities of telemarketing and research.
10. Attend training and to develop relevant knowledge and skills.
Experience
HR professional with 3-5 years of experience

Job Outline:
 HR Analytics and Organisation Effectiveness.
 Creating KPI and Scorecards for various business verticals of Seeds, engineering, healthcare
 Implementing the SAP Business Planning & Consolidation (BPC) & Business Intelligence (BI) from Strategic
workforce planning & Productivity perspective.
 Planning / monitoring & review of scorecards across all business units, across all geographies ( India , Africa,
SEA).
 Initiatives and interventions like internal surveys, evaluation of incentive schemes / reward plans
Initial part of the assignment would be PMS / Productivity focused with limited exposure to compensation. Exposure
to most contemporary HRIS. Opportunity to work across different business models and geographies that would offer
accelerated learning opportunity.
Senior Executive: Corporate Sales
To generate sales from Corporates, Travel and Tour Operators and Special Interest Groups e.g. Adventure Groups,
Bikers, Yoga Groups etc. for the resorts in the network of PRIM Resorts

Role Expectations:
It is expected that the person will be sales focused, would have excellent people skills and a network of
relationships in Corporates and other relevant categories. He/She would be a convincing presenter and will have an
ability to sell. He/She would also be excellent in making cold calls and converting to sales. We are looking for
dynamic people who have interests and passions related to travelling
Expected Attributes:
* Ability to concept sell a corporate outing, family get-together, holidays, adventure trips etc.
* Ability to close sales
* Relationship skills with Admin & HR Managers and other relevant categories
* Problem solving
* Process driven
Associate, Global Talent Acquisition
We’re expanding our Global Talent Acquisition Team and are looking for a recruiter to join our small but dynamic unit at
the Andheri office. This high-impact position will enable you to gain an insight into the global editing industry, give you the
opportunity to hire highly qualified editors for the organization, and action strategies from the frontline every day. In short,
you would be the first point for contact for those hired by our company.
We are seeking applications for this position;
Here’s a broad outline of the tasks the role involves:
1. Target and deadline focus - Ensure that all internal requirements are met within the specified timeline and that a healthy
pool of candidates is maintained for all requirements.
2. Operations – Communicate with candidates, data tracking, data analysis and inferences in order to make changes in the
hiring strategy. Partner
3. Sourcing - Proactively network and source candidates through job portals, online/print ads, headhunting, referrals, using
social media (LinkedIn, Facebook, Twitter), other websites, groups, forums, associations, etc. Looking for new channels of
recruitment based on knowledge gathered.
4. Branding - Drive campus recruitment/placement through top colleges and universities across India and internationally.
5. Work on recruitment-related collateral, forms, surveys, etc. to ensure effective documentation during the recruitment
cycle and also measure the quality of new hires at different stages by capturing appropriate feedback from hiring managers

To apply for this position, in addition to being interested in it, you should
- Have excellent written communication skills and be able to communicate effectively and quickly
- Be able to adapt to flexible work demands
- Have strong time-management skills (multi-tasking will be required)
- Possess strong analytical and numerical skills
 Qualification, Experience & Skills Required
Position- Digital Marketing Executive for
MBA in Marketing, 1 to 4 years of experience in Digital Media marketing
Mobile App. Location- Lower Parel (HO)
(Engineer Preferred )
Role & Responsibilities
• Candidate should have proven track record in Digital Marketing with
• Managing the Product in the Social Media
business orientation
Space like Twitter, Facebook, LinkedIn etc.
• Should have strong analytics and execution skills, with a flair for innovation
• Works closely with Digital Marketing
• Investment/financial domain understanding
agencies, brand marketing, fulfilment teams
• Should be hands-on with a creative bent.
to achieve the business plan within assigned
• Understand their mindset of HNI and UHNI clients in terms of how they
budgets
consume content.
• Help in supporting teams directly or
• Sense of style / Work product / Work experience with modern /
indirectly involved in building and
international / MNC type
maintaining Mobile App
• Previous product experience will be an advantage.
• Manage Mailing /SMS campaign &
• Excellent and sharp communication & writing skills
campaign on social Media
• Has worked with consumer brands / teams / branding / advertising
• Manage Google Analytics
agencies
• App Website Constant updates & Manage
• Digital marketing experience / usage (social, web, email)
Portal content
• Blend of creativity and analytical skill with a strong metrics-driven approach
• Coordination with external agencies who
• Previous experience running Digital Media campaigns and measuring
provide services in the digital marketing
results.
space.
• Ability to work with people across functions and seniority, and to be able to
• Collaterals – website banners, case studies
build relationships to get things done
etc.
• Ability to work in teams across functions, and to work in unstructured
• Manage Events on different digital channels
situations
 Job Title: Exec/Sr. Exec – HR Position Full Time
Type:
Department: Human Resources Reporting: TIMES NOW Business
Partner
Location: Mumbai
Job Responsibilities: Desired Candidate Profile:
 Recruitment
- Sourcing appropriate CVs from Job Sites.  MBA in HR from reputed institute.
- Timely job postings on social media sites – Twitter, Facebook, LinkedIn.  Post MBA 1-2 years of relevant work
- Prepare offers for junior to mid-level, negotiate and close the candidature. experience
- Assist in benchmarking & maintaining competition data – Org Structure, Compensation,  Highly proficient in MS Office
Grade structure.  Strong analytical skills.
 Performance Management and Rewards & Recognition  Strong interpersonal skills.
- Ensure confirmations on time.
 Excellent written and oral communication
- Assist in building a performance based culture by promoting high potential employees.
skills.
- Assist in collating data during annual performance appraisals.
 HR Operations  Ability to start in short notice a strong
- Attends to employees’ grievances and complaints. advantage.
- Conduct detailed exit interview & analyse the same.
- Maintain updated MIS
 Compensation & Benefits
- Assist in tracking attrition in the team & ways to curb the same.
- Assist in long-term compensation strategies
 Culture Building
- Ensure buddy/mentor system in the team
- Assist through various engagement activities.
- Create a sense of pride associated with working for TIMES NOW
HRP
ACTIVITY
Recruitment & Selection Process

Conducting Job Screening &

Sourcing Talent
Analysis Selection

Onboarding of new
Fianlizing Job Offer
employee
Recruitment History

– Recruitment is not a new phenomenon.

– It dates back right to times when kings and emperors existed. The army was
probably one of the first ever organized bodies that one can think of, that needed
people on a regular basis to keep its ranks alive The Armed Forces was the first
known recruitment agency. And then, the industrial revolution happened. Factories
and machines came up, they brought with them a requirement for a huge number
of people to run them, operate them and maintain and manage them.
– Schools were born to train people in these skills.
– The best mode of recruitment in these times, were advertisements released in
newspapers, people working in organizations spreading the word (what we call
referencing today), pamphlets and posters, Social events etc.
Recruitment

– Recruitment is defined as, “a process to discover the sources of manpower to meet

the requirements of the staffing schedule and to employ effective measures for
attracting that manpower in adequate numbers to facilitate effective selection of an
efficient workforce.”
– Recruiting is the discovering of potential candidates for actual or anticipated
vacancies.
– Recruiting brings together those with jobs to fill and those seeking jobs.
– Active Seeker
– Passive Seeker
– Recruitment is defined as the process of searching for prospective employees and
stimulating/attracting them to apply for jobs in the respective industry.
Objectives of recruitment

– To attract people with multi-dimensional skills and experiences that suit the
present and future organizational strategies;
– To induct outsiders with a new perspective to lead the company;
– To infuse fresh blood at all levels of the organization;
– To search for talent globally and not just within the company; and
– To anticipate and find people for positions that do not exist yet.
Factors Affecting Recruitment

– Market Positioning – Size of the organization

– Brand Image – Employment Condition
– Perquisites & Flexibility –Working Condition
– Career Roadmap – Rate of growth of the organization
– Variable Pay & Flexible Package – Compensation
– Stability ‐ Cultural, Social and Legal
– Learning Opportunity ‐ Training
– Systems Approach ‐ Level of Operation
Questions to be addressed while
Hiring People:

– Has the vacancy been agreed by a responsible manager?

– Is there an up-to-date job description for the vacancy?
– What are the conditions of employment for the vacancy (salary, hours of work,
fringe benefits, perquisites, holidays, etc.)?
– Has an employee specifications/candidate’s profile (in terms of physique,
intelligence, aptitude, qualifications experience, etc.) been prepared?
– Has a notice of the vacancy been circulated internally?
Contd…

– Has a job advertisement been agreed? Have details of the vacancy been forwarded
to relevant agencies?
– Do all potential candidates (internal or external) know where to apply and in what
form?
– What are arrangements for drawing up a shortlist of candidates?
– What about the interviewing dates and arrangements for selection of candidates?
– Have the short listed candidates or waitlisted candidates been informed sufficiently
in advance and asked to furnish detailed references?
– Have unsuitable candidates or waitlisted candidates be informed of their position in
a polite way thanking them for their interest and attendance?
SAMPLE
FORM
Recruitment sources

– Company should develop a recruitment strategy and communicate to its

managers & recruiters.
– First identify the recruitment options the firm will use.
– Then create a time table to make sure the position is filled when needed. Go
back from the hire date suggested by the line mgr.
– Could use internal or external methods to fill openings.
Sources of recruitment

INTERNAL SOURCES EXTERNAL SOURCES

•Present Employees • Campus, Public
Permanent & Contract Employment Exchange,
•Promotion & transfers • Data Banks,
•Internal job postings • Job portals
•Retired Employees Head Hunting,
•Dependents of present/
retired/ deceased Employees
•Employee Referrals
Internal recruitment

– Generally costs less; the hire is already acclimated to the orgn; the track record of
the employee is known; as culture is known, the transition time is small.
– However, there is a ripple effect, other job openings occur. Fresh ideas may not
come. May create negative competition among the employees.
– Methods of recruitment:
– Job posting
– Job bidding (most senior or highest scoring individual).
– Skills inventories, or skill bank.
– Supervisory recommendations.
– Job referrals of employees
External recruitment

– New blood / ideas are infused in the orgn; get skills not there in the orgn; may get people
with competitors secrets.
– However, need to induct into the orgn culture; transition will take time; Other employees may
not like an outsider,
Methods of recruitment:
– Colleges and universities
– Internship programs
– Advertising
– Job fairs, open house
– Unsolicited resumes and application
– Public or private employment agencies, Consultants and head hunters
Alternatives to hiring

– Employee leasing
– Part-time workers
– Outsourcing the work: enables orgns to ‘stick to the knitting’.
– Temporary employees
– Provide current employees overtime wages to work for longer hours.
– For assignments abroad, firms can hire an expatriate manager, a host country
national or a third country national.
SOME TECHNIQUES OF
SOURCING

– Headhunters - The Advantage of getting talent faster, better & with a greater
reach , some of the leading players include
Blogs & Social Media

– the buzz word today, ability to tap into social networks of employees and tap
those passive candidates available

– Target Passive Candidates

– Showcasing Employer Brand
– Social Referrals
– Understanding potential Employees behavior
– Portals – Jobsites such as Naukri/Monster/Timesjobs etc. that help get access to
active candidates & easily visible profiles.
– Walk Ins – best used for large numbers, multi location, vanilla hiring.
– Employee Referrals –Reduced costs, builds employee morale and helps
organization branding.
– Linked In – For Leadership sourcing, passive candidates & can be tapped only
through known networks
Employer Branding

– “The package of functional, economic, and psychological benefits provided by

employment, and identified with the employing company”, Ambler & Barrow
1996
– A long term strategy that establishes an organisation’s identity as an employer
– Which differentiates them from competitors in the employment market
– The image of the organisation as a ‘great place to work’ in the minds of current
employees and key stakeholders in the external market (active and passive
candidates, clients, customers and other key stakeholders)
 Why employer branding?
Key objective: Attraction and retention of talent

– Potential employees – to persuade more and better applicants to apply and

accept offers
– Current employees – to reduce turnover, increase employee motivation, a sense
Who is of belonging and align behaviour to the organisation’s needs

it for? – Consistency of messages across both groups is vital as the organisation has to
deliver what it promises
– Projecting an unrealistic image may improve recruitment but can increase
attrition
Employer Branding

External
Front Office
Internal
Use of Job Sites
Banners Stay Interviews
Organizing seminar, Exit Interviews
presentation
Newspaper Employee Satisfaction
Branding
Policy information
Customer Orientation
Employee
Participation
Where do you start?

– The development of an employee value proposition (EVP)

– Capturing in one statement, the sum of “everything that people experience and
receive while they are part of the company”. It must be aligned to the overall brand
and reputation

– Connected thinking (PricewaterhouseCoopers in Australia)

– Think, innovate and work with technology leaders (Intel)
– Improving health and quality of life (GlaxoSmithKline)
– eXpress yourself (Xerox)
– How far will you go? (Microsoft)
 Touchpoint Wheel
Exit Campus
interviews recruitment
Retention Awareness
Career
Internship
development

Post- Pre-
Performance
Application Application Career site
review
Experience Experience

Commitment Consideration
Management Company
behavior brand
Employer Brand

Informing /
Invitation
Involving
letter
people

Engagement Application Experience Preference

Introduction Interview

Rejection
letter Assessment
Contract
handling
Employer brand benefits

– Significant decreases in cost per hire

– Reduced cost of recruitment - efficiencies maximised throughout the recruitment
process
– Reduction in recruitment marketing costs over time
– Greater numbers of higher quality applicants
– Higher performing employees
– Increased retention rates
– Stronger reputation in the marketplace
– Increased ability to attract specialist talent in a difficult market
Sample ads – based on branding
alone
Microsoft case

Employer Branding
Selection

– What is Selection?
– Selection is the intention to choose the best qualified and suitable job
candidate for each unfilled job.
– The objective of the selection decision is to choose the individual who can
most successfully perform the job from the pool of qualified candidates.
Selection

– The quality of its employees makes a strategic difference in how a firm competes in the
marketplace.
– The resp for effective selection lies in a partnership between the HR professionals and the line
manager.
– The recruitment process enables the orgn to attract a talented pool of candidates large enough to
satisfy the company needs.
– The selection process enables the most qualified to be chosen.
– The HR handles most of the initial processes, but the final decision should lie with the line manager.
– The risks involved could be two:
– Selecting the wrong candidate.
– Missing out on a good candidate to competition.
Factors affecting selection
decisions
– The goal of selection is to sort out or eliminate those judged unqualified to
meet the job and organizational requirements, whereas the goal of recruitment
is to create a large pool of persons available and willing to work.
– Thus, it is said that recruitment tends to be positive while selection tends to be
somewhat negative.
– Profile matching tends to be the biggest factor affecting the selection decision
of candidates.
Steps in scientific selection
process
– Job Analysis
– Recruitment
– Application Form
– Written Examination/ Tests
– Preliminary Interview
– Final Interview
– Medical Examination
– Reference Checks
– Line Manager’s Decision
– Employment
Selection process

– The process generally involves the following steps: screening applications and
resumes; conducting tests of the applicants; interviewing; performing
background investigations; and deciding whether to hire.
– The application form solicits basic selection criteria on education, experience
and basic data.
– Even if the applicant submits a resume, the orgn asks them to fill out a company
application. The application form contains a statement of accuracy. Incorrect
information could be a ground for termination.
Selection process

– The HR dept screens applicants from their resume, application, biography to

ensure applicant has the competencies and experience for the position.
– The HR dept screens applicants with general questions to ensure they meet
basic job qualifications and verify info submitted in the application form.
– Line managers generally provide a more in-depth interview.
– They tend to examine the fit with the specific job resp and fine tune the
qualification screening. The heart of the screening lies in the documents
generated by the job analysis, which identify the requisite competencies and
resp.
The interview

– Most often the cornerstone of the selection process.

– Ironically, the least reliable method of selecting applicants.
– Primarily due to untrained interviewers.
– The framework of interview could be either structured or non-directive.
– Structured method improves validity; prepared questions could be asked across all candidates
for the same job; can compare answers and applicants.
– The non-directive enables the applicant to take more resp in defining the direction of the
interview.
– The interviewer may ask open ended questions but not control the direction of the interview.
– Sometimes a panel interview is conducted.
The interview

– Definition: A somewhat formal discussion between a hirer and

an applicant or candidate, typically in person, in which information is exchanged,
with the intention of establishing the applicant’s suitability for a position.
– Since an interview is a personal experience for both participants as many objective
elements should be established.
– Preparation is the key: select the place for the interview, no distraction, review the
candidates resume, prepare / review interview questions, reread job description
and person specification and the skills and competencies reqd for the job.
– Be aware of any perception errors that could cloud objectivity.
TYPES OF INTERVIEWS

– Structured Interview
– Uses a set of standardized questions
asked of all job applicants. Useful for
initial screening and comparisons
– Benefits
– Obtains consistent information needed
for selection decision. Is more reliable
and valid than other interview formats
– A) Situational interview
– Applicants are asked how they would
respond to a specific job situation related
to the content of the job they are seeking
TYPES OF STRUCTURED
INTERVIEW
– B) Behavioral interview
– Applicants are asked to give specific
examples of how they have
performed a certain task or
handled a problem in the past.
– Helps discover applicant’s
suitability for current jobs based on
past behaviors.
– Assumes that applicants have had
experience related to the problem.
– THE STAR Technique
LESS STRUCTURED
INTERVIEWS
– Nondirective Interview
– Applicants are queried using questions that are developed from the answers to
previous questions.
– Possibility of not obtaining needed information.
– Information obtained may not be not job-related or comparable to that obtained
from other applicants.
– Stress Interviews
– An interview designed to create anxiety and put pressure on an applicant to see how
the person responds.
CLOSE AND OPEN ENDED
QUESTION
– Open ended questions are those questions that will solicit additional information from the inquirer.
– Example: “When and why did you decide to go into advertising sales?”
– Pros: Open-ended questions develop trust, are perceived as less threatening, allow an unrestrained or free
response, and may be more useful with articulate users.
– Cons: Can be time-consuming, may result in unnecessary information, and may require more effort on the part of
the user.
– Closed ended questions are those questions, which can be answered finitely by either “yes” or “no.” Closed-ended
questions can include presuming, probing, or leading questions.
– Example: “As marketing manager, did you ever accompany a sales rep on a client meeting and present to that
client?”
– Pros: Quick and require little time to respond.
– Cons: Incomplete responses, requires more time with inarticulate users, can be leading and hence irritating or
even threatening to user, can result in misleading assumptions/conclusions about the user’s information need;
discourages disclosure.
INTERVIEW PROCESS

PRE INTERVIEW POST INTERVIEW

THE INTERVIEW
PREPARATORY ASSESSMENT &
PHASE
PHASE DECISION PHASE
PRE-INTERVIEW
PREPARATORY PHASE
– Determine the requirement for effective performance of the job from JOB
ANALYSIS
– Determine acceptable entry levels
– Use other tests and information to supplement the evidence
– Decide on the number of interviewers
– Decide on the time, place and setting
– Produce a coverage plan to provide maximum possible significant information
– Discuss and agree the objectives, criteria, the coverage plan and the areas each
member will over
THE INTERVIEW PHASE

– Establish a healthy, productive environment

– Begin with introduction and a brief explanation
– Follow the broad chronological coverage plan
– Allow each interviewer to interview in turn
– Be constantly alert to the possible effects of the interviewees non verbal
behavior and manner
– Place information in perspective
POST INTERVIEW
ASSESSMENT & DECISION
– Systematically assess the evidence obtained in the light of the job requirements
– In assessing evidence, concentrate on solid facts of past behavior as indicators
of motivation, attitudes, values, personal qualities and abilities.
– In the assessment process take account of all available evidence
Reference checks and
background investigation
– Reference checks must be conducted carefully to avoid legal issues.
– Should be carefully performed to protect the right of the applicant.
– Be specific when soliciting info from references.
– Letters of recommendation could be inflated and must be cross checked
through telephone checks.
Induction

– Once employees hired, they must become acclimated.

– Must learn how to do things in the organization.
– Part of being successful on the job is understanding “how things are done over here”.
– Socialization accomplished with both formal and informal orientation.
– Orientation should be designed to help reduce anxiety.
– The orientation is also instrumental in helping reinforce the employee’s decision to choose
this job – and this company.
– To work effectively together, members must understand the culture of the organization.
How things are done there.
– Formal orientation is carefully crafted; informal orientation occurs during the normal daily
activities and interactions that take place.
Induction

– The informal contact can be extremely powerful, can be instrumental in

persuading the new hire to leave or stay.
– An awareness of the elements of corporate culture helps employees identify
appropriate behaviours and take better decieions.
– Orientaton is designed to create some level of conformity by sharing rules and
policies with new hires.
– Conformity is needed to enable better functioning.
– However, conformity must be balanced with creativity and innovation.
Induction – formal process

– The important components of the process includes:

– Welcome to the company
– Tour of the facilities
– Introduction to coworkers
– Completion of paperwork
– Review of the employee handbook
– Review of job responsibilities.
The employee handbook

– Provides a great opportunity to communicate policies and procedures.

– At the least the handbook should have the following:
– Welcome letter
– Employment policies
– History of the firm
– Employee benefits
– Policies could include the following:
– Code of ethics; disciplinary policy; dress code; drug-free workplace and smoking free
workplace; equal employment opportunity; email and internet usage policy;
performance evaluation system; sick and vacation policy; working hours.
Cases

– Recruitment & Selection - S G Cowen Case

– Employer Branding – Amazon Case
TRAINING & DEVELOPMENT Dur Khan
WHAT IS TRAINING
Dale S Beach defined training as, “ The organized procedure by which people learn
knowledge and/or skill for a definite purpose.”
Training means imparting specific skill/behavior
Training is any learning activity targeted towards the acquisition of specific
knowledge or skills for carrying out a job or task.
• Completing a computer-based module on managing budgets in order to improve the
way you manage your project finances
• Shadowing or observing a colleague to learn how to operate so that you can serve
customers
• Attending a presentation skills course in order to improve your ability to present
proposals to clients
NEED OF TRAINING
Training improves, changes, moulds the employee’s knowledge, skill, behaviour,
aptitude and attitude towards the requirements of the job and organization.

Training is needed to bridge a gap between what the employee has and what the
job demands. Training is needed to make employees more productive and useful in
long-run.

Training is necessary to make employees mobile and versatile. They can be placed on
various jobs depending on organizational needs.
NEED OF TRAINING

Newly recruited employees require training so as to perform their tasks effectively. Instruction,
guidance, coaching helps them to handle jobs competently, without any wastage.

Existing employees require refresher training so as to keep abreast of the latest development
in job operations. In the face of rapid technological changes, this is an absolute necessity.

Training is necessary when a person moves from one job to another. After training the
employee can change jobs quickly, improve his performance levels and achieve career goals
comfortably.

Training is necessary to prepare existing employees for higher-level jobs.

OBJECTIVES OF TRAINING

Problem solving Regular

Innovative
•Training clerks to •Orientation
•Anticipating
reduce complaints •Recurring
problems before
•Training training of
they occur
supervisors in interviewers
•Team building
communications •Refresher
sessions with
to reduce grievances courses on
the departments
safety procedures
BENEFITS OF TRAINING
Leads to improved profitability.
Improve the job knowledge and skills at all levels of the organization.
Improve the morale of the workforce.
Helps employees adjust to change.
Creates an appropriate climate for growth and communication.
Organization gets more effective decision-making and problem solving.
Helps prepare guidelines for work.
Prepare employees to take up different roles in the organization.
Improves the skills of employees so that they can perform their job more efficiently.
Aids in increasing productivity and quality of work.
 STAGES IN TRAINING PROCESS

Organizational Instructional On-the-job Reactions

Program Design

Evaluation
Implementation
Needs Assessment

Analysis Objectives Methods Learning

Departmental Learning Off-the-job Job Behavior
Analysis Principles Methods
Ultimate Value
Employee Teaching Characteristics
Analysis Principles of the Instructor
Training Conduct the
Principles Program
Content Design
ADDIE MODEL
WHAT IS A TRAINING NEEDS ASSESSMENT?
This assessment is an “ongoing process of gathering data to determine what training
needs exist so that training can be developed to help the organization accomplish its
objectives” (Brown, 2002, p. 569).

A training needs assessment can help determine current performance or knowledge

levels related to a specific activity, as well as indicate the optimal performance or
knowledge needed.

Training need = standard performance – actual performance

EXAMPLE 1:
A training needs assessment can help determine current performance or knowledge
levels related to a specific activity, as well as indicate the optimal performance or
knowledge level needed.
For instance, a 25% increase in slips, trips and falls in the production line area may
indicate an emerging problem. A needs assessment collects information about worker
competence or about the task itself in order to help identify problem causes (Rossett,
1987)
EXAMPLE 2:
Conducting an effective assessment ensures that training is the appropriate solution to
a performance deficiency.
For example, training is not the solution to problems caused by poor system design,
inadequate resources or understanding (Sorenson, 2002). In some cases, increasing
an employee’s knowledge and skills may not resolve the problem or deficiency. In
such cases, implementing training as the solution may waste valuable resources and
time.
LEVELS OF ANALYSIS IN TRAINING NEEDS
ASSESSMENT
Training needs can be identified through the following types of analysis.

(A) Organizational analysis: The important elements that are closely examined in this
connection are:

 Analysis of objectives
 Resource utilization analysis
 Environmental scanning
 Organizational climate analysis
B) Task or Role analysis:
 This is a detailed examination of a job, its components, its various operations and conditions under
which it has to be performed.
 The focus here is on roles played by an individual and the training needed to perform such roles.
 The whole exercise is meant to find out how various tasks have to be performed and what kind of skills,
knowledge, attitudes are needed to meet the job needs.

C) Person analysis:
 Here the focus is on a individual in a given job.
 There are three issues to be resolved through manpower analysis:
 Try to find out whether performance is satisfactory and training is required.
 Whether employee is capable of being trained and the specific areas in which training is needed.
 We need to state whether poor performers on the job need to be replaced by those who can do the
job.
 DATA SOURCES USED IN TRAINING NEEDS ASSESSMENT
Organizational analysis Task analysis Person analysis

Organizational goals and Job description Performance data or appraisals

objectives

Personnel inventories Job specifications Interviews

Skills inventories Performance standards Tests

Organizational climate analysis Performing the job Questionnaires

Changes in systems or subsystems Reviewing literature on the job Customer surveys

Management requests Asking questions about the job Training request

Exit interviews Training committees employee attitude surveys

Customer survey/satisfaction data Analysis of operating problems Assessment centers

DATA SOURCES OF TNA
Performance Appraisal Organization wide Skill Audit
BEI (Behavioral Event Interviews) Customer Satisfaction Survey
One To One Interviews Job analysis Methods
Focus Groups Industry analysis Methods
Questionnaire Behavioral analysis
Document Analysis Critical Incidents
Observation Advisory Committee Methods
Seeking Inputs From Line Managers
IDENTIFYING EMPLOYEE SKILL GAPS
TRAINING METHODS
On – the - job Off – the - job
Job Instructional Technique (JIT) Lectures / seminars
Job rotation Conferences/ discussions
Orientations Simulation
Internships/ assistantships Management Games
Apprenticeship Case-studies
Coaching/ understudy Role-play
ON THE JOB TRAINING
Oldest forms of training
Roots in the apprentice systems of ancient cultures
Specially suited for training in the crafts and technical skills
Help trainee move through increasing levels of skills & knowledge
Whenever one person conveys to another the skills or knowledge needed to do a task
while both are on the job
Informal OJT actions are part of organizations life
When skills / knowledge being conveyed are complex and critical to the job, require
evidence that the employee can do the job --- hence the need for formal OJT
ON THE JOB TRAINING METHODS
Job Instruction Training (JIT):
Four steps followed in JIT are:
The trainee receives an overview of the job, its purpose and its desired outcomes,
with a clear focus on the relevance of training.
The trainer demonstrates the job in order to give the employee a model to copy. The
trainer shows a right way to handle the job.
Next, the employee is permitted to copy the trainer’s way. Demonstrations by trainer
and practice by the trainee are repeated until the trainee masters the right way to
handle the job.
Finally, the employee does the job independently without supervision.
JOB INSTRUCTION TRAINING (JIT)
Merits Demerits
•Traineelearns fast through practice and •The trainee should be as good as
observation. the trainer. If the trainer is not
good, transference of knowledge
•It
is economical as it does not require any and skills will be poor.
special settings. Also, mistakes can be
corrected immediately. •While learning, trainee may
damage equipment, waste
•The trainee gains confidence quickly as he materials, cause accidents
does the work himself in actual setting with frequently.
help from supervisor.

•Itis most suitable for unskilled and semi-skilled •Experienced workers cannot use
jobs where the job operations are simple; easy the machinery while it is being
to explain and demonstrate within a short span used for training.
of time.
JOB ROTATION:
This type of training involves the movement of the trainee from one job to another.
The trainee receives job knowledge and gains experience from his supervisor or
trainer in each of the different job assignments. Though this method of training is
common in training managers for general management positions, trainees can also be
rotated from job to job in workshop jobs. This method gives an opportunity to the
trainee to understand the problems of employees on other jobs and respect them.
Job rotation method has been using in the Indian banking sector mainly by State bank
group for the probationary officers for the period of approximately 2 years to
finally post them as assistant bank manager. Under this method of training candidates
are placed in each and every job starts from clerical job, assistant, cashier and
managerial job for the purpose of knowing importance in nature of every job before
handling Asst bank manager position.
APPRENTICESHIP:
Apprenticeship is a formalized method of training curriculum program that combines
classroom education with on-the-job work under close supervision. The training
curriculum is planned in advance and conducted in careful steps from day to day.
Most trade apprenticeship programs have a duration of three to four years before
an apprentice is considered completely accomplished in that trade or profession.
This method is appropriate for training in crafts, trades and technical areas,
especially when proficiency in a job is the result of a relatively long training or
apprenticeship period, e.g., job of a craftsman, a machinist, a printer, a tool maker, a
pattern designer, a mechanic, etc.
INTERNSHIP:

Internship is one of the on-the-job training methods. Individuals entering industry in

skilled trades like machinist, electrician and laboratory technician are provided with
thorough instruction though theoretical and practical aspects. For example, TISCO,
TELCO and BHEL select the candidates from polytechnics, engineering colleges and
management institutions and provide apprenticeship training. Apprenticeship training
programmes are jointly sponsored by colleges, universities and industrial
organisations to provide the opportunity to the students to gain real-life experience
as well as employment. Exhibit presents the benefits of apprenticeship training.

Most of the Universities and Colleges encourage students for internship as part of the
curriculum as it is beneficial to all concerned.
OFF-THE-JOB TRAINING METHODS
Case study:
- Comprehensive oral, written or filmed account of an event or a series of related events
- Presents a situational problem for discussion
- Helps develop analytical, problem solving skills
- Facilitator guides discussion after case is understood
- Best case studies build around actual problems
Workshop:
- A group ‘in retreat’ from a common workplace to share
work related common interests; solve work related problems
- To identify, explore and seek solns to work related problems
- For in-depth study of a situation
Committee:
- Small group selected to act on behalf of a large group/organization
- May be broken down into subcommittees or ‘task forces’
- To plan promote organize a special event
- Study problems and come up with solution
- Good training ground for future managers
Computer-based-training:
- Training using computers for fast calculations
- Ideal for distance learning, dispersed workforce
- Learner can go at own speed
Buzz Session:
- To involve large group, divide into small groups to discuss a topic
- Gives everyone a chance to participate
Brainstorming sessions:
- Unrestrained offering of ideas by all members of a group
- To encourage practical minds to think qualitatively
- To develop creative thinking
Games & Simulations:
- Structured activity in which participants observe rules and compete to achieve an
objective
- Simulation – training activity to mirror an actual situation
- To get trainees involved so they learn by doing
- An efficient substitute for reality
Lecture:
- A usually carefully prepared, rather formal dissertation
by one with claims to be an expert on the theme
- To present factual material in a logical sequence
- To entertain or arouse an audience
- To stimulate thoughts to open a subject for discussion
Role-Playing:
- A real life situation improvised and acted in front of a group,
discussion on implication of performance for situation under consideration
- To examine a problem in human relationship
- Helps role player assume another role and understand it
Seminar:
- A group whose members may be called upon to play a formal role
under guidance of a recognized authority on the subject
- To study ‘in depth’ under a expert
- Authority guides discussion and promotes learning
Panel discussions:
- A grp. (3 to 5 persons) knowledgeable, in full view of audience holding an orderly
conversation on a topic
- To identify & explore a topic, issue or problem
- To assist audience to understand a complex issue
Conference:
- Large / small group of people with common interests meeting together by common consent
- Group discussed narrow technical area
- Early programme planning desirable
- Helps share info and make contacts
Debate:
- Formal contest in which participants present opposing views on a controversial topic
- To examine a subject in depth and
- work out arguments ‘for’ and ‘against’ a given point of view
- To help participants think & speak concisely
- Develop team spirit in participants
TRANSFER OF LEARNING
Earlier, HRD did not have to show results of their training efforts --- not so now.
Research show a poor track record of transfer of learning. How much training content do
employees retain 1 month, 6 months or 1 year after training has been conducted? Estimates suggest
that only 10% to 15% of the content is retained after 1 year (Broad & Newstrom, 1992).
Factors enabling effective transfer:
- Clear performance specifications
- Necessary support in the workplace
- Clear consequences for performance
- Prompt feedback to performers
- Right people on the right job
- Necessary skills and knowledge
TRANSFER OF TRAINING – LINE MANAGER
SUPPORT
For effective transfer of training on the job the following cycle of support is necessary
from the trainee’s manager:
Manager discusses the deficiency with the trainee
Manager gets the trainees buy-in, connects with the trainee’s incorrect behaviour
Manager organizes appropriate training intervention through the concerned agency
Manager briefs the trainee on what to learn from the programme
Manager debriefs the trainee on return from the programme
Manager helps the trainee implement the learning on the job
EVALUATING TRAINING
Consider following factors for effectiveness in evaluating training
Determining needs
Setting objectives
Determining subject contents
Selecting participants
Determining best schedules
Selecting appropriate facilities
Selecting appropriate instructors
Selecting and preparing audio-visuals
Coordinating the program
Evaluating the program
EVALUATING TRAINING
In evaluation consider the following factors:
To what extent does the content meet the needs of those attending the program?
Is the trainer the one best qualified to teach?
Does the trainer use the most effective methods?
Are the facilities satisfactory?
Is the schedule appropriate for the participants?
Are the aids effective in improving communication and maintaining interest?
Was the coordination of the program satisfactory?
What else can be done to improve the program?
KIRKPATRICK MODEL
LEVEL 1: REACTION
Measures how those who participate in the program react to it
A measure of customer satisfaction
Reaction can make or break a program
Need to get a positive reaction – future of program depends on it
If reaction not positive, will not be motivated to learn
Positive reaction does not guarantee learning
Sometimes the form called happiness sheets
Tells trainees that the trainer wants to learn and improve
Can be used to compare trainers
Can provide feedback to improve the program
LEVEL 1: REACTION
Guidelines for evaluating reaction:
Determine what you want to find out
Design forms that will quantify reactions
Encourage written comments and suggestions
Get a 100 percent immediate response
Get honest responses
Develop acceptable standards
Measure reaction against standards and take the appropriate action
Communicate reactions as appropriate
LEVEL 2: LEARNING
Learning defined as the extent to which participants change attitudes, increase
knowledge, and/or increase skill as a result of attending a program
To evaluate learning, the specific objectives must be determined
Training programs can teach Knowledge, skills and attitudes
Thus measuring learning means determining one or more of the following:
- What knowledge was learned?
- What skills were developed or improved?
- What attitudes were changed?
Without learning there is no change in behaviour
LEVEL 2: LEARNING
Guidelines for evaluating learning:
Use a control group if that is practical
Evaluate knowledge, skills, and / or attitudes both before and after the program. Use
a paper-and-pen test to measure knowledge and attitudes and use a performance
test to measure skill.
Get a 100 percent response
Use the results of the evaluation to take appropriate action
LEVEL 3: BEHAVIOUR
Behaviour can be defined as the extent to which change in behaviour has occurred
because the participants attended the program
For a change to occur 4 conditions are necessary:
- The person must have a desire to change
- The person must know what to do and how to do it
- The person must work in the right climate
- The person must be rewarded for changing
The boss can create five diff types of climate: Preventing, Discouraging, Neutral,
Encouraging, Requiring
Behaviour evaluation will be carried out after some time
LEVEL 3: BEHAVIOUR
Guidelines for evaluating behaviour:
Use a control group if that is practical
Allow time for a change in behaviour to take place
Evaluate both before and after the program if that is practical
Survey and/or interview one of more of the following: trainees, their immediate
supervisors, their subordinates, and others who often observe their behaviour
Get a 100 percent response
Repeat the evaluation at appropriate times
Consider cost versus benefits
LEVEL 4: RESULTS
The final results that occurred because the participants attended the program
Could include increased production, improved quality, reduced costs, etc.
Need to be sure that these results are due to the program
The final objective of the program must be stated in these terms
Difficult to measure final results in programs such as leadership, communication,
motivation, etc.
Not an easy task to measure final results
LEVEL 4: RESULTS
Guidelines for evaluating results:
Use a control group if that is practical
Allow time for results to be achieved
Measure both before and after the program if that is practical
Repeat the measurement at appropriate times
Consider cost versus benefits
Be satisfied with evidence if proof is not possible
 KIRKPATRICK'S FOUR LEVELS OF TRAINING EVALUATION
level evaluation type (what evaluation description and examples of evaluation tools and relevance and practicability
is measured) characteristics methods

1 Reaction Reaction evaluation is how the 'Happy sheets', feedback forms. Quick and very easy to obtain.
delegates felt about the training or Verbal reaction, post-training surveys or Not expensive to gather or to
learning experience. questionnaires. analyze.

2 Learning Learning evaluation is the Typically assessments or tests before Relatively simple to set up; clear-
measurement of the increase in and after the training. cut for quantifiable skills.
knowledge - before and after. Interview or observation can also be Less easy for complex learning.
used.

3 Behaviour Behaviour evaluation is the extent Observation and interview over time Measurement of behaviour change
of applied learning back on the job are required to assess change, typically requires cooperation and
- implementation. relevance of change, and sustainability skill of line-managers.
of change.

4 Results Results evaluation is the effect on Measures are already in place via Individually not difficult; unlike
the business or environment by the normal management systems and whole organisation.
trainee. reporting - the challenge is to relate to Process must attribute clear
the trainee. accountabilities.
DEVELOPMENT
Development: learning opportunities designed for employee growth
Development is a continuous, general and dynamic expansion of skills and knowledge
aimed at long-term career growth rather than immediate performance.

• Going on an influencing and negotiation skills course to help you manage customer
expectations more effectively
• Attending a teambuilding event to improve the way you and your colleagues work together
• Finding a mentor within your organisation to introduce you to the structure and culture at
senior levels in your organisation and give you more exposure to senior management
DIFFERENCE
Training Development
Short-term focus Long-term focus
Task Oriented Skills oriented
Group based (mostly) Individually based
Focuses on the “today” Leads to the “tomorrow” results
needs
For employees in higher positions
For all employees
Development = Perfecting Existing Skills
Training = Teaching New Skills
TRAINING V/S DEVELOPMENT
Learning
Training Development
Dimension

Meant for Operatives Executives

Focus Current job Current and future jobs
Scope Individual employee Work group or organization

Goal Fix current skill deficit Prepare for future work

demands
Initiated by Management The individual
Content Specific job related General knowledge
information
Time-frame Immediate Long term
EXAMPLE: COACHING & MENTORING
Coaching/understudy:
Coaching is a kind of daily training and feedback given to employees by immediate
supervisors.
It involves a continuous process of learning by doing.
It may be defined as an informal, unplanned training and development activity
provided by supervisors and peers.
In coaching supervisor explains things and answers questions; throws light on why
things are done the way they are; offers a model for trainees to copy; conducts lot of
decision making meetings with trainees; procedures are agreed upon and the trainee
is given authority to make divisions and even commit mistakes.
EXAMPLE: COACHING & MENTORING
Mentoring:
Mentoring is a relationship in which a senior manager in an organization assumes the
responsibility for grooming a junior person.
A mentor is a teacher, spouse, counselor, developer of skills and intellect, host, guide,
exemplar, and most importantly, supporter and facilitator in the realization of the vision the
young person has about the kind of life he wants as an adult.
The main objective of mentoring is to help an employee attain psychological maturity and
effectiveness and get integrated with the organization.

Difference between coaching and mentoring:

Coaching is a core competency necessary for knowledge transfer. Mentoring is a two-way
process of dialogue and planning
MANAGEMENT DEVELOPMENT
What is Management Development?
Management Development is a systematic process of growth and development by
which managers develop their abilities to manage.
It is concerned with improving performance of the managers by giving them
opportunities for growth and development.
MDP’S
A management development program is a program initiated by a company's
leadership to train and retrain managers within the company's structure.

 On – the - job  Off – the - job

 Job rotation  Case-studies
 Coaching/understudy  Conferences/seminars
 Action learning  Role play
 Lateral transfers  Games
OBJECTIVE OF MANAGEMENT DEVELOPMENT
To improve the performance of the managers.
To identify the people with the required potential and prepare them for senior
positions.
To increase the morale of the members of the management group.
To improve thought process and analytical ability.
To broaden the outlook of the executive regarding his role position and
responsibilities.
To stimulate creative thinking.
METHODS OF DEVELOPING MANAGERS
Decision making skills

Interpersonal Skills

Job knowledge

Organizational knowledge

General knowledge

Specific individual needs

CASES
Mid-Atlantic Professional Development (Transfer of Learnings)
MP2 Training Program (Human Resource Development)
PERFORMANCE
MANAGEMENT SYSTEM
Performance
 Performance- often called Task Accomplishment( task: FW
Taylor’s conception of a worker’s required activity)
 Outcomes and efforts are both important to good performance,
Prior to predicting Job Performance- it needs to be defined

Performance Management
 A process-of defining, measuring, appraising, providing
feedback on and improving performance( RL Cardy)
 Most work performance- is multidimensional
 Hence- knowledge of skills and behaviors – to succeed in a
position is a prerequisite to measuring and evaluating job
performance
Performance
management
Setting standards
mutually agreed to -
quantitative &
qualitative

Open discussion Comparing actual

supporting for performance with
corrective action standards

Rewarding performance
& relative grading (Bell
curve) Adjustments if
necessary
Performance Management System

 Performance management is an ongoing, continuous process of

communicating and clarifying job responsibilities, priorities and performance
expectations in order to ensure mutual understanding between supervisor
and employee.

 It is a philosophy which values and encourages employee development

through a style of management which provides frequent feedback and fosters
teamwork.
Objective of PMS

 To help the employees in identifying the knowledge and skills required for
performing the job efficiently: Performance Deficiency
 To check the effective & efficiency of individuals, teams & organization:
Comparative ranking and grading
 To decide upon the level of pay rise
 To effect promotions based on competence and performance
Key enablers to any PMS

 Mission – Why do we exist?

 Vision – What do we want to be?
 Values – What are the non- negotiable, choices?
 Strategy – What is our differentiated competitive advantage ?
 Long Term Strategy - 1 to 3 year Plans

Strategic
Priorities
Mission
& Values

Job
Description
Set
Direction
Key Result
Areas Performance Management
Cycle
Evaluate Review
Objectives
for the year Results Progress

Framework for the Management of Performance

BUSINESS DIRETION
 Performance Management Framework

Business Direction

Step1 • Vision /Mission / Value

Step 2 • Strategy
1. Strategic Goals
2. Strategic Action (Initiative/ Project)
3. Corporate KRA/ KPI

Your Company

Step 3 Step4 Step5 Step 6

Execution Assessment & Analyzing & Reward
Review Reporting
• Communication • Organization • Career Mgt.
• Tracking
•Training
• Assessment & /Team Analyzing • Performance
• Implementation
• Individual Pay /
• Monitoring Reviews
Analyzing
• Forward • Continuous Recognition
Feedback • Monthly Report
Improvement
•Feedback
•Development

January June December

Performance Planning

 ‘A structured framework for integrating and cascading

organization's business results and improvement plans into
planned and agreed employee performance expectations.
 This is usually achieved through a systematic process of defining a
set of Key Result Areas(KRA’s), Goals, Performance Standards, and
Tasks to be completed in order to achieve required results and
outcomes.’(Armstrong and Baron)
Goal setting

 Goal Setting and MBO( Management by Objectives)- relatively

more results-oriented PA method
 Attempt to focus on observable, verifiable results( instead of
subjective, judgmental performance dimensions)
 Goals that are established during Planning process- early- set the
standard for measurement
 Goal setting serves three functions
 *Increase work motivation and task performance
 *Reduce stress caused by conflicting or confusing expectations
 *Improve accuracy and validity of performance evaluation
Goal Setting

 The process of motivating employees and clarifying their role perceptions by

establishing performance objectives.(McShane etal)
 Potentially, can improve employee performance by:
a)Stretching their intensity and persistence of effort AND
b)Giving employees- clearer role perceptions – so that their effort is channeled
towards behaviors that will improve work performance
 People- who set specific and challenging goals- consistently tend to
outperform those with easy or unspecified goals
Goal Setting: Enablers

 Participation is critical: encourages acceptance and commitment to the goal:

more so when the goals are difficult
 Supervisory Goal commitment- reflects and org: commitment to goal setting
 Interim performance feedback- progress toward goals: Timely and useful
feedback is most helpful
KRA

 KRA is defined as primary responsibilities of an individual, the core area

which each person is accountable. The focus is on tangible outputs. Specific
Result/outcomes planned
 Flows from Objectives/Goals.
 Quantitative and Qualitative : eg: Improving Customer Relations vs increasing
sales
 Measures of Performance- Levels and relationship with Rating Scale
 Longer term and shorter term
 Weightages: Prioritization- allocation of all key resources: Helps the person
direct his/her efforts and behavior
Process of Setting KRA
 List out every activity over a period of time
 Group activities - similar nature
 Each group of activities, redefined, gets translated into a
Key Result Area (KRA)
 Define each KRA in terms of performance standards
 For each KRA list out the goals/objectives which will
contribute to the successful completion/achievement of
that key result
 For each objective you then need to have specific action
plans
KRAs must be SMART

M- A-
S - Specific
Measurable Achievable

R - Results T - Time
oriented bound
Example of KRAs

Department Designation Incorrect KRA Correct KRA

Projects Manager Detailed Submission of Market survey findings &
survey report analyses with proposals for ____ &
of at least 1 _____ city by _______ date resp.
city
Accounts Accounts Full Payment ___ % Recovery within scheduled
Executive collection period
from Members

The total no. of KRAs should not exceed 4 to 5

Measuring the KRAs

 Measures should be related to results and not efforts

 Measures should be objective and observable
 The results must be within the jobholder’s control
 Credible data source from existing MIS/to be developed must be available
for measurement

Sample KRA Template and Appraisal FORM

KRA –ASSISTANT TRAINING MANAGER

 KRA 1: Evaluate/Analyze training needs

 KRA 2: Design and Develop training program
 KRA 3: Planning and Assessment of training program
 KRA 4: Review and Monitor all account training activities
KRA: Important Check Points

 Department/Function/Unit goals- to be aligned with that of the Organization-

SMART
 Department/Function/Unit goals- further embedded in Individual & Team
Goals( KRA’s/KPA)
 Objectives of the individual
 Targets- set jointly- beginning of year- documentation
 Time dimension
 Behavioral qualities ( where there is no competency framework and/or the
performance appraisal of the ‘what’ is separated from the ‘how’
 Sample KRA Sheet
Sr.No. KRAs along KPI Time Weight Targets Actual
with action Frame age
plan

100
Performance Appraisal

 Evaluation of a person’s performance provides employees with:

- feedback on performance
- identify their developmental needs and
- influence promotion, demotion, termination, selection and
placement decisions
Direct Manager- plays two roles: Evaluator and coach: former-he makes
judgments about employees’ roles in the org: latter- he encourages
growth and development
Performance Rating

No Key Result KPI Targets Actual

Area
1 Recruitment Average lead time to recruit 60 days 70 days
employees
Performance score of new 80 82
employees within 6 months
2 Training & Training hours per employee/year 40 37
Development hrs/yr
3 Performance & % of employees that participate in 90% 80%
Career individual development plan
Management
Rating System

 Simple Rating Method

 Forced Distribution Method
 Critical Incident Techniques
 Checklist and Weighted Checklist

Promotion in
Ratings Meaning Years
5 Exceptional Achiever 1
4 Meeting Expectations 2
3 Consistent Contributor 3
2 Contributor No Promotion
1 Under Achiever No Promotion
Assessment and Reviews

 Team Leader Judgment

 Team Review
 Self Assessment & Review
 Subordinate Review
 Performance Discussion
PA discussion: Feedback

 Timely: Immediate when necessary

 Specific:
 Developmental and Problem solving :
 Continuous: Regular
 Relating past goals, performance & future goals:
 Reinforce positive behaviors for repetition
 Restate expectations and consequences- for performance gap
 Focus on what is under the ‘control of the job holder’
Performance Feedback

 Strengths and areas of improvements : Based on the discussion , the appraiser

lists down the strengths and areas of improvements of the Appraisee that can be
leveraged in current and future roles and those that need immediate development
 Performance Improvement, T&D Plan: The Appraiser identifies the Improvement
plan for higher levels of performance in current role and/or higher role. Possible
training and development interventions are to be conducted to facilitate in
improving the performance.
 Qualitative report of the Appraiser : The appraiser writes a detailed report
mentioning :
 how the career of the appraisee could take shape in Mahindra Group
 highlight the next higher role and when the Appraisee would be ready
 add any other information that will help in getting a better picture of his/her role
Meeting for Performance Discussion

 PA form to be filled during the course of one to one meeting between the
Appraiser and the Appraisee
 Full opportunity is given to raise points of disagreement over the
performance assessment given by the appraiser
 Further discussion is initiated between the appraisee and the reviewing
officer in case of any disagreement to resolve differences of opinion
 Cases where a Member reports to 2or more supervisors on different aspects
of his role, his performance will be jointly assessed by all such supervisors
 Ratings may be moderated by the M.D./ Management team members, if there
is gross negative or positive leniency
Challenges with Appraisal

 Silo approach- sub processes of PMS

 Excessive focus on some of the sub processes
 Excessive focus on individual performances – Team, Organization's
performance not strongly tied in
 Inconsistent Performance standards
 One-time exercise – no follow-up
 Performances Performance
Appraisal System Management System

1. Focus is on top down 1. Stresses on individual objective

assessment setting
2. Emphasis is on relative 2. Emphasis is on performance of
evaluation of individuals individual, team, organization
3. Rewards & recognition of 3. Performance rewarding may or
good performance may not be integral part
4. Linked to financial 4. Can be linked to total rewards
rewards 5. Continuous process
5. Annual exercise
6. Quantifiable Objectives &
6. Focus is on traits Behaviours
7. Uniform system 7. Flexible system
Outcomes of PMS

T&D Needs

 Retention Pay Scale

Strategy Decision

Assessment
Succession Centre
Planning

Leadership
Development
Challenges with performance
management
 Performance planning: Goal setting
 Conducting Performance appraisal
 Performance ratings
 Performance feedback
Issues and Concerns

Corporate Direction and Objectives not clear

Both qualitative and quantitative
Openness - sharing every part of the appraisal
Objectivity - old boss gone, new boss arrives (continuity)
Seriousness to this process
Fairness - in case of disagreement can appraisee go to boss’s boss?
Rating - confusion (Bell curve)
Communication process not encouraged - ongoing feedback, periodic review,
giving support etc.
Barriers to effective PMS

 Measuring/Evaluating dimensions
 Keeping leaders focused
 Linking job descriptions to performance management
 Implementing performance management for staff
 Explaining the rationale behind Compensation
 Matrix management
Appraisal Methodologies

 Essay Method
 Checklist Method
 Graphic rating scale
 Forced choice (Bell curve)
 Critical Incident Technique
 BSC based
 BARS (Behaviorally Anchored Rating Scales)
 360-Degree Feedback
 Various combinations of the above
BARS
Performance Management
System in Mahindra &
Mahindra
Objectives of PMS @ Mahindra &
Mahindra
 To assess the level of employee performance in the said review period
towards functional and Company results
 To provide feedback for personal effectiveness and self-improvement and
agree on developmental plans
 To identify those Members with potential for higher levels of job
responsibility and plan supportive development plans
 To improve the objectivity in determining decisions regarding promotions,
compensation increases, etc
KRA Form
Performance Review
 Ratings on extent of achievement on KRAs : Rating on extent
of achievement vis-a-vis KRAs set at beginning of the FY
(normally done in April / May each year) :

% KRA Achieved Points

<60% 0
met < 80% & > = 60 % 1
< 100% & > = 80 % 2
> = 100 % & < 110% 3
met > = 110 % & < 120% 4
 120% or more 5

 Cumulative score of all the KRAs would be out of 5 points.

Performance Review

 Ratings on level of competency of the Appraisee (normally done in May/June

each year) : Competency ratings are rated on a 5 point scale as under by
converting competency scores into numbers:-

Scores out of 40 Grade Category

35 to 40 E Excellent
25 to 34 S Superior
15 to 24 G Good
10 to 14 MI Must Improve
<10 P Poor
Reward and Recognition

 Four components of R&R in Mahindra & Mahindra :

 Performance based Salary increase
 Market led Salary increase
 Promotion
 Pay for Performance Scheme
The Balanced Score
Card
The Balanced Score Card

 The Balanced Scorecard model, developed by Dr. Robert Kaplan and David
Norton in the early 1990s,
 Philosophy - If you can MEASURE it, you can MANAGE it
 Balanced Scorecard Strategy: (DESCRIBE + MEASURE + MANAGE)
 -Framework - helps translate strategy into operational objectives- that drives
both behavior(‘how’) & and performance( ‘what’)
Traditional measures of performance

 Sales
 Profit
 Return on Capital Employed
 Return on Investment
 Gross Margin
 Net Margin
 Residual Income
Balanced
score
card
approach
Key features of BSC approach

• Translating Strategy into actionable,

Systematic Strategy
specific, quantifiable set of
Implementation
Performance Measures

Attain Strategic • Aligning the entire organization to

Alignment achieve Strategic Outcomes.

Establish Performance
• Enabling objective evaluation of
Targets and
Outcomes
Benchmarks

Linking Rewards to
• Nurturing High Performance
performance
What does BSC achieve?

 DRIVING STRATEGY TO RESULT

 DRIVING THE RIGHT BEHAVIOUR
 CREATE ACCOUNTABILITY: Tying individual / team behavior and outcomes to
clear Strategic goals (METRICS MINDSET )
 EMPOWERMENT: Empower the organization to take ownership of one’s own
performance
 BUSINESS INTELLIGENCE: Accrue objective data for further benchmarking.
Establishing a robust BI network by integrating multiple data sources.
 TRANSPARENCY: The financial / non financial achievements and rewards are
understood and known to everyone.
 COMPLETENESS: Covers the full range of behaviors and goals required for overall
business success.
 EQUITY: Those who produce more would receive more.
Balanced Scorecard
Implementation at Philips
On the brink of
Re-Structuring
 Rapidly changing environment
 High cost of manufacturing & wages
 Stiff competition from Asian companies
 Lack of identification among employees with the whole company
 Need for a flexible & innovative organization
The New Vision Statement

 Offer customers innovative, high-quality products with best service facility

 Program launched in July 1999:

 Business Excellence through Speed and Teamwork (BEST)
BSC: A tool to implement the Vision

 Identification of Critical Success Factors (CSFs)

Perspective Critical Success Factors

Financial: Value, Growth, Productivity

Customer: Value Proposition
Internal Business Process: Drivers for Performance
Competence (Learning & Knowledge
Development) Technology
Leadership
Teamwork
Perspectives CSFs Measures

Financial Value Profit Realized

Growth Working Capital
Productivity Income from
Operations
Operational Cash
Flow
Inventory Turns
Perspectives CSFs Measures

Customer Value Proposition Market Share

Complaints
Rank in Customer
Survey
Repeat Order
Rate
Brand Index
 Perspectives CSFs Measures

Internal Business Drivers for Process

Process Performance Capability
Capacity
Utilization
% Reduction in
Process Cycle
Time
Order Response
Time
Number of
Engineering
Changes
Perspectives CSFs Measures

Competence Knowledge Leadership

Competence
Technology
% of Patent
Leadership
Protected
Teamwork Turnover
Training Days per
Employee
Quality
Improvement
Team
Participation
Dummy BSC:
Customer
Perspective
Objective Measure Target Initiative

Rank in Customer
Value Proposition
Survey
Dummy BSC:
Customer
Perspective
Objective Measure Target Initiative Progress

Rank in
Value
Customer
Proposition
Survey

Repeat Order
Rate

Complaints
Enablers to transform performance
management
Organizations can enhance the experience for managers and employees by
strengthening the following core “enablers” of performance.
1. Manager effectiveness: Give managers the education, support and tools
they need to be effective at performance management. Encourage
continuous dialogue between managers and employees throughout the year.
2. Process: Start by defining what “performance” means for your employee
groups and make evidence-based changes to programs versus changing just
for the sake of change.
3. Communication and transparency: Involve people in changes to
performance management. Collect their feedback, act on it and make them
accountable for doing something with it.
4. Meaningful measurement: Measure a combination of
sustained performance, potential and criticality of skills
to future business performance. Don’t measure solely
for the sake of compliance.
5. Technology: Use technology better. Make sure it
enables other HR processes and helps ensure an
effective user experience.
The Bell Curve
Bell Curve

 The Normal Distribution Curve used as tool in measuring human capacities;

pioneered by the Jack Welch.
 A differentiation tool used to assess an employee’s performance and
promotability
 Jack called it as ‘Vitality Curve'. Also known as
 - Dead man’s Curve
 - Forced ranking
 - Rank and yank
 - Up or Out
Grading the Curve

 The employee force is ranked into a 20-70-10 bucket :

 20 % are rated as 'excellent‘
 70% as the ‘vital’ - back bone of the company
 10% as ‘bottom-feeders’

 Illustratively, it is to show appraisers that,

 Not more than 10% should be promoted in each department
 Least 10% must be weeded out for low performance
 The rest being rated from average, good to very good
Advantages of Vitality Curve in PMS

 Control on cost - High rewards to limited no. of people

 Low performers are warned; which can result in improving the productivity

 Guides appraisers on how to follow an uniform rating process/pattern

 Helps management in planned attrition and in predicting promotions/job

enlargements/ job enrichments/ rewards/incentives, etc.
Disadvantages of Vitality Curve in PMS

 Always creates a doubt about the fairness of the classification system

 Seems rigid and impractical, especially for small/medium; may reduce
organizational flexibility
 Does not promote 'performance improvements'
 Dependent on the supervisors who judge the capability and contribution of
the employee
 May be difficult to simulate/follow since outstanding performers or weak
performers may not essentially be 10%-20%
Arguments against the use of vitality
curve in PAM
 Unethical - Forcing a certain section of employees every year is unethical says
Praneet Mehrish, Country Human Resource Director, ST Microelectronics Ltd.

 Subjective - Since the bell curve is applied to individual department, there is a

good chance that the worst in the high performing group may be better than
the best in an average performing group. Finally, the company may be left
with low performers, while losing some good ones, says Hari Mohan Jha, VP
(HR), ITC Welcome Group Hotels
Cont..

 Not compatible for small teams - Logically too, such a model cannot work for
a very small group of extremely high or low performers for the simple reason
that it force-fits them into predefined compartments, says Madhukar Shukla,
Professor, XLRI

 Dysfunctional work environment - Bell curve method may increase

productivity and pave growth opportunities for good performers, it also
creates a sense of fear among those who remain behind says Ed Lawler of
Enron
 DITCHING THE BELL CURVE

Reinventing
Performance
Management
REDESIGNING PERFORMANCE MANAGEMENT SYSTEM @ DELOITTE.
SOURCE: HBR
Reasons for redesign

 Objectives are set for each of our 65,000-plus people at the beginning of the
year; after a project is finished, each person’s manager rates him or her on
how well those objectives were met. The manager also comments on where
the person did or didn’t excel. These evaluations are factored into a single
year-end rating, arrived at in lengthy “consensus meetings” at which groups
of “counsellors” discuss hundreds of people in light of their peers.

 Creating the ratings consumed close to 2 million hours a year.

Asking leaders what they’d do with their team
members, not what they think of them.

 1. Given what I know of this person’s performance, and if it

were my money, I would award this person the highest
possible compensation increase and bonus [measures
overall performance and unique value to the organization
on a five-point scale from “strongly agree” to “strongly
disagree”].
 2. Given what I know of this person’s performance, I would
always want him or her on my team [measures ability to
work well with others on the same five-point scale].
 3. This person is at risk for low performance [identifies
problems that might harm the customer or the team on a yes-
or-no basis].
 4. This person is ready for promotion today [measures
potential on a yes-or-no basis].
Objectives of PMS @ Deloitte

 To recognize performance
 To be able to see it clearly.
 To fuel performance.
Case

PMS @ Vitality Health

ORGANIZATIONAL
CULTURE
ORGANIZATIONAL CULTURE
What is an Organization’s culture?
A shared pattern of beliefs, assumptions and expectations held by organization
members.
Often called an organization’s personality
Informs us of what to believe, how to act and make decisions
Guides members in how to perceive the artifacts, environment, norms, roles, values
and physical cues
The strategy, leadership style and ways of accomplishing tasks reflect organization
culture
ORGANIZATIONAL CULTURE
Characteristics of cultures

Collective, evolves over time (thin to thick)

Results from interaction by organizational members
Reflects what members agree about
Can create social order
Helps members construct proper attitudes and behaviors
Contributes to socialization of new members
Enhances member feeling of belonging and commitment.
SHARED ASSUMPTIONS, VALUES AND NORMS
Culture comprises the collective assumptions and “the way we do things around here”.
People copy, coach and correct each other to fit into this collective Culture and be
part of the group.
Shared assumptions are the thoughts and feelings that members of a culture take
for granted and believe to be true.
Values are the basic beliefs people hold that specify general preferences and
behaviours, and define what is right and wrong. Cultural values are reflected in a
morals, customs and established practices.
Norms are rules that govern behaviours of groups of people.
RELATIONSHIP BETWEEN CULTURE AND
ORGANIZATIONAL PERFORMANCE
Organizational culture has the potential to enhance organizational performance,
individual satisfaction, the sense of certainty about how problems are to be handled.
Culture serves as a control mechanism to channel behaviour towards desired
behaviours and to prevent undesired behaviours.
BUILDING A STRONG ORGANIZATIONAL
CULTURE
1. A common behavioural style must be shared by managers and employees.
2. Have the same basic approaches to solving problems, meeting goals, and dealing
with stakeholders.
3. Have share common norms that guide rule governing rewards and punishment.
4. A strong organizational culture assists in the creation of a stable organization, the
consequence of which lead to the achievement of the company’s strategic goals.
ORGANIZATIONAL CULTURE ASSESSMENT
INSTRUMENT (OCAI)
Organizational Culture Assessment Instrument
Developed by professors Cameron & Quinn
Based on the Competing Values Framework
Researched and Validated
Used by over 10,000 organizations worldwide
OCAI
The OCAI is based on the Competing Values Framework
2 major polarities of values were found to determine organization’s effectiveness:
Internal versus external focus
Stability versus flexibility
4 CULTURE TYPES
CLAN CULTURE
Internal focus & flexibility
‘Family’: friendly
Leader type: father, mentor
Communication, commitment, development
Theory = High commitment and solidarity produce effectiveness
ADHOCRACY CULTURE
External focus & flexibility
Dynamic, entrepreneurial, creative
Leader type: innovator, entrepreneur

Innovation, agility, transformation

Theory = Innovativeness, growth and creativity produce effectiveness

MARKET CULTURE
External focus & stability
Result orientated, competitive
Leader type: hard-driver, demanding
Market share, goal achievement, profitability
Theory = Goal achievement, market share, numbers produce effectiveness
HIERARCHY CULTURE
Internal focus & stability
Formal attitude, structure, procedures
Leader type: coordinator, organizer
Efficiency, reliability, timeliness, consistency
Theory = Efficiency, timeliness and consistency produce effectiveness
6 KEY DIMENSIONS OF CULTURE:
1. Dominant characteristics
2. Organizational leadership
3. Management of employees
4. Organization glue
5. Strategic emphases
6. Criteria of success
Dominant Characteristics
A. The organization is a very personal place. It is like an extended family. People seem to share a lot of
personal information and features.
B. The organization is a very dynamic entrepreneurial place. People are willing to stick out their necks and
take risks.
C. The organization is very results-oriented. A major concern is getting the job done. People are very
competitive and achievement-oriented.
D. The organization is a very controlled and structured place. Formal procedures generally govern what
people do.
Organizational Leadership
A. The leadership in the organization is generally considered to exemplify mentoring, facilitating, or
nurturing.
B. The leadership in the organization is generally considered to exemplify entrepreneurship, innovation, or
risk taking.
C. The leadership in the organization is generally considered to exemplify a no-nonsense, aggressive,
results-oriented focus.
D. The leadership in the organization is generally considered to exemplify coordinating, organizing, or
smooth-running efficiency.
Management of Employees
A. The management style in the organization is characterized by teamwork, consensus, and
participation.
B. The management style in the organization is characterized by individual risk taking, innovation,
freedom, and uniqueness.
C. The management style in the organization is characterized by hard-driving competitiveness, high
demands, and achievement.
D. The management style in the organization is characterized by security of employment, conformity,
predictability, and stability in relationships.
Organization Glue
A. The glue that holds the organization together is loyalty and mutual trust. Commitment to this
organization runs high.
B. The glue that holds the organization together is commitment to innovation and development. There is
an emphasis on being on the cutting edge.
C. The glue that holds the organization together is an emphasis on achievement and goal
accomplishment.
D. The glue that holds the organization together is formal rules and policies. Maintaining a smooth-
running organization is important.
Strategic Emphases
A. The organization emphasizes human development. High trust, openness, and participation persist.
B. The organization emphasizes acquiring new resources and creating new challenges. Trying new
things and prospecting for opportunities are valued.
C. The organization emphasizes competitive actions and achievement. Hitting stretch targets and
winning in the marketplace are dominant.
D. The organization emphasizes permanence and stability. Efficiency, control and smooth operations are
important.
Criteria of Success
A. The organization defines success on the basis of development of human resources, teamwork,
employee commitment, and concern for people.
B. The organization defines success on the basis of having the most unique or newest products. It is a
product leader and innovator.
C. The organization defines success on the basis of winning in the marketplace and outpacing the
competition. Competitive market leadership is key.
D. The organization defines success on the basis of efficiency. Dependable delivery, smooth scheduling
and low-cost production are critical.
THE ASSESSMENT:

Divide 100 points over 4 descriptions that correspond with the 4 culture types
Dividing points is just like real life, where you have to divide your time, energy
and money
Assess each of the 6 key dimensions for the current situation
Then, assess each of the 6 key dimensions for the preferred situation (let’s say in
5 years)
RESULT
CASES
How Netflix Reinvented HR
Infosys Strategic HRM