HR Guide Book

HR Campus Roots
  Motivational Theories
 Personalities
 Cognitive Biases in Organization
 Various HR Roles
 Manpower Planning
 Recruitment Process
 Employee Retention
 ADDIE Model
Table 

On the Job Training
Learning Management System
of 

Feedback
Rater Error

Contents 
Corporate Wellness
Total Rewards
 Corporate Governance
 POSH
 Settlement of Disputes
 Industrial Disputes Act
 Collective Bargaining
 Aon Hewitt Employee Engagement
 Diversity and Inclusion
 Reverse Mentoring
 Motivation
It is the process in which basic need leads to creation of drives
which is aimed at goal/incentive (satisfying the basic need).
Comprises three constructs namely intensity, direction and
perseverance
 Intensity – How hard a person tries?
 Direction – Are his efforts channeled and directed in the
required direction?
 Perseverance – can he stay on the task long enough to
achieve the goals?

Primary Motive Secondary Motive General Motive

Physiological and Learned/Cognitive Unlearnt but not
unlearnt physiological
E.g. - hunger, thirst, E.g. – power, E.g.- Curiosity,
sleep , sex affiliation, Manipulation, etc
Success

Content theories Process theories

Assumes human to be a container of needs i.e. human have certain Talk about process of motivation i.e. how motivation occurs; talks
needs. They get motivated to fulfil those needs about various constructs that make up motivation
E.g.– Maslow theory, Alderfer ERG theory, McClelland theory of E.g. -Vroom VIE, Porter & Lawler, Adams equity theory and Locke’s
needs, Herzberg two factor theory goal setting
 Harold
Maslow’s Hierarchy of Needs Maslow

As each of these needs becomes substantially

satisfied the next becomes dominant. From the
standpoint of motivation the theory would say that
no need is ever fulfilled/gratified, a substantially
satisfied need no longer motivates. So if you want
to motivate anyone according to Maslow, you
need to understand at what level of the
hierarchy that person is currently on and focus
on satisfying those needs at or above that level.

Maslow separated the needs into higher and lower

order needs. Physiological and safety needs are the
lower order needs while the higher order needs are
social esteem and self-actualization. The
differentiation is that the higher orders needs are
satisfied only within a person and the lower
order needs are satisfied by the material things.
 McGregor Theory X Theory Y Herzberg 2 factor Theory

Douglas McGregor proposed 2 distinct views of human Hygiene factors

beings one basically negative and the other was positive o Absence results in dissatisfaction, presence results in no
dissatisfaction
• Theory X (negative): o company policy, administration, supervision, working
Employees who inherently dislike work, will avoid it conditions, equitable salary
Since the employee's dislike work, they must be forced
and coerced to work Motivators
Employees will avoid responsibilities and seek formal o Absence results in no satisfaction, presence results in
direction whenever possible. satisfaction
Most workers place security above all other factors; have o Achievement, recognition, work itself, responsibility, and
little ambition growth

• Theory Y (positive): Hygiene factors which do not result in motivation themselves

Employees can view work as being as natural as play or but are necessary to bring the level of motivation to a start
rest. level or platform so that the motivation of personnel from that
People will exercise self direction and self-control if they platform becomes easier.
are committed to the objectives
The average person can learn to accept, even seek
responsibility.
The ability to make innovative decisions is widely
dispersed throughout the population and is not necessarily
the sole province of those in the management positions

No evidence to conform that accepting either theory will

lead to the desired results, but it is believed that theory Y is
more valid than theory X.
 Alderfer’s ERG Theory Self-evaluation Theory

Alderfer argues that there are 3 kinds of core needs - When extrinsic awards are attached to something which I am
Existence, Relatedness and Growth motivated to do intrinsically, my motivation to do that task
would reduce.
The existence group is concerned with providing our
basic material and existence requirements; like Maslow’s One possible reason for this could be individual experiences a
safety and physiological needs loss of control over his or her own behavior so that the previous
intrinsic motivation diminishes.
The relatedness needs refers to the desire we have for
maintaining important relationships interpersonally. These People prefer to feel they have control over their actions, so
align with Maslow’s social need and the external component anything that makes a previously enjoyed task feel more like an
of Maslow’s esteem needs obligation than a freely chosen activity will undermine
motivation.
The growth needs refers to the intrinsic desire for
personal development and the characteristics included under
self-actualisation. Reinforcement Theory
The ERG theory demonstrates that more than one need
may be operative at the same time and if the gratification
of a higher-level need is stifled, the desire to satisfy a lower Motivation through operant conditioning (S-R Model). People are
level need increases. motivated or demotivated by action of their consequences.
Positive consequence lead to people repeating behavior
It assumes that no rigid structure of needs hierarchy is Negative consequence leads to people reducing instances of
followed. It also says that when the individual’s higher order the behavior
need level is frustrated the individual' desire to increase a This theory is also used in learning context.
lower level need takes place.
 McClelland’s Theory of Needs
David
McClelland It says that there are 3 main needs–

Need for achievement the drive to excel, to achieve in

relation to a set of standards, to strive to succeed
o People with need for achievement differentiate themselves
from others by their desire to do things better
o Seeking situations where they can achieve rapid feedback on
their performance
o Set moderately challenging goals. They are not gamblers and
will take up situations where the probability of winning is 50-50.
o They prefer working hard and take personal responsibility for
any failures.

Need for power the need to make others behave in a way

that way would not have behaved otherwise
o The need for power is the desire to have an impact to be
influential and to control others
o Individuals with high power need enjoy being in charge and
prefer to be placed in competitive and status-oriented positions.

Need for affiliation the desire for friendly and close

interpersonal relationships
o The need for affiliation i.e. the desire to be liked and accepted
by others
o Strive to maintain friendship and prefer co-operative situations
 Bandura’s Self-efficacy Theory Locke’s Goal Setting Theory

Self efficacy is the belief of individuals how

good or capable they are in doing a certain
job. The higher the self efficacy, the more will Intention to work to towards a major goal is a source of motivation.
be motivation when presented with goals
(SMART or otherwise). SMART (specific, measurable, actionable, relevant and time
bound) goals increase motivation since they provide info about
Ways to build self efficacy: what needs to be done and how much effort is needed
Enactive mastery – by doing the job
Vicarious modelling – by observing Feedback leads to higher motivation; => have small milestone
others doing it – mini goals; achievement of those goals will provide satisfaction
Verbal persuasion – by convincing others and motivation to keep going for the big goal
that they can do it
Arousal – mentally of emotionally Implementing goal setting theory in organizations - MBO
charging up the person o Organization goals translated into individual goals at various
levels and trickled down
Vroom’s Expectancy Theory o Four essential components – goal specificity, participative
decision making (goal setting), explicit time period and
performance feedback
Employee's beliefs about Expectancy, Instrumentality, and Valence
1. Management by objectives – corporate level goal is broken
interact psychologically to create a motivational force such that the
down and translated into goals for everyone. It has four major
employee acts in ways that bring pleasure and avoid pain.
components
Expectancy - Employees have different expectations and levels of
a. Goal specificity
confidence about what they can do.
b. Participative decision making
Instrumentality – employees’ belief about doing certain actions will
c. Fixed time period
lead to promised rewards (strength of relationship)
d. Performance feedback
Valence – Employees’ preference for the reward; how highly do the
employees value the rewards
 Personality

Gordon Allport (O I HAD) – Omnibus, Integrative and

configurational, hierarchical, adjustment, Distinctiveness

Definition:
• Personality is some total of ways in which an individual
reacts to and interacts with others
• Personality trait can be defined as the enduring
characteristics which determine an individual’s
behaviour

Determinants of Personality:
• Hereditary – all physical features
• Environment – the environment in which individual
grows up
• Situation – your circumstances
 Main Personality Tests:

Myers Briggs Type Indicator Scan or click here to take

o Extraversion (outgoing, sociable) vs Introversion (quiet, MBTI Personality Test
shy)
o Sensing (routine, order) vs Intuitive (intuition)
o Thinking (logical) vs Feeling (emotional)
o Judging (control, structure) vs Perceiving (flexible and
spontaneous)

Ocean (Big 5)
o Openness – try out new things; novelty
o Conscientiousness – responsible, organized, Scan or click here to take
dependable Open Big 5 Personality Test
o Extraversion – sociable, outgoing
o Agreeableness – cooperative, warm and trusting
o Neuroticism – nervous, anxious, insecure
 Self-concept of core self evaluation

Our overall idea about what we think about ourselves, our capabilities,
competence and worth as a person

Other concepts in Personality

Self esteem
Individuals’ degree of liking or disliking of themselves; the self perceived
competence and self image
High self-esteem – consider themselves as competent, take more
risks
Low self-esteem – Have doubts about their self-efficacy, seek
approval from others, susceptible to external influences

Locus of control
The degree to which people believe they are masters of their own fate.
Internals are those who believe that they control what happens to them
Externals believe that what happens to them is controlled by outside
forces such as luck or chance.

Machiavellianism
The degree to which an individual is pragmatic, maintains emotional
distance, and believes that ends can justify the means.
High Mach – Emotional Detachment, Manipulation, Suspiciousness,
Political
Low Mach – Susceptibility to Social Pressure, Conventional Morality,
Easily persuaded
 Practical concepts
1. Person job fit – Apply using john Holland RIASEC
theory
2. Person organization fit – apply using OCEAN
3. Hofstede’s Framework for assessing culture – five
value dimensions:
a. Power Distance – extent to which power in
institutions is distributed unequally
b. Individualism vs. Collectivism
c. Masculinity vs. Femininity (masculinity – extent to
which society values
achievement, power, control,
d. Uncertainty Avoidance John
e. Long-term vs. Short-term Orientation Holland

Are you a A Personality type or B ?

Type A Type B

Impatient, want to do multiple things at once, can’t cope with leisure, Confident, no need display their achievements, can relax without guilt
obsessed with numbers measuring their success
 COGNITIVE BIAS

• A Bias is a Tendency, Inclination, or Prejudice

towards or against something or someone

• Cognitive Bias is an umbrella term that refers to

the systematic ways in which the context and
framing of information influence individuals’
judgment and decision-making

• There are many kinds of cognitive biases that

influence individuals differently, but their
common characteristic is that they lead to
judgment and decision-making that deviates from
rational objectivity

• Whether positive or negative, such Cognitive

shortcuts can result in Prejudgments that lead to
rash decisions or discriminatory practices
 Similarity Bias Anchoring Bias

• Similarity bias causes people to disproportionately favour

• Anchoring Bias happens when we make decisions by
individuals who are like themselves
over-relying on the first piece of information obtained and
using it as the baseline for comparison
• These similarities could be tied to anything—ethnicity, gender,
nationality, career history, educational background, Hobbies
• The anchoring bias suggests that Humans favour the first
and more
bit of information they learn
• Similarity bias happens when we select people that are more
• Once biased with Anchoring, people let their subsequent
similar to us, but may or may not be the right fit for the work,
actions, such as estimates, arguments, and conclusions, be
job or opportunity
made in relation to the initial information only

Example Example
The hiring manager may If the first applicant has an
inadvertently give the green unusually high-test score, it
light to a candidate who went to might set the bar so high that
the same university, has similar applicants with more normal
interests, or even the same scores seem less qualified than
ethnicity as themselves. they otherwise would.
 Recency Bias Confirmation Bias

• Recency bias is the phenomenon of a person most easily • Confirmation bias is the tendency to search for, interpret
remembering something that has happened recently, compared and recall information in a way that supports what we
to remembering something that may have occurred a while already believe
back.
• Confirmation bias occurs from the direct influence of
• Recent events and trends are easier to remember and discern desire on beliefs. When people would like a certain idea or
than either events in the distant past or unknown events that concept to be true, they end up believing it to be true
will occur in the future
• Once we have formed a view, we embrace information that
• When the person takes decision on the basis of latest event, the confirms that view while ignoring, or rejecting,
decision can be termed as a Recency biased decision information that casts doubt on it
.

Example Example
During Performance Appraisals, If you think the target market
some Managers tend to should be Fitness, but your data
remember the most recent work and research says otherwise.
the employee has done and Instead of accepting the data,
review them on the basis of that you may begin to research
single piece of work neglecting sources and information to
past performances. support your opinion.
 Halo Effect Horn Effect

• The Halo effect is when one trait of a person or thing is used to • The Horn effect is when one trait of a person or thing is
make an overall Positive judgment of that person or thing used to make an overall Negative judgment of that person
or thing
• Halo effect is the tendency for positive impressions of a person
in one trait to positively influence one's overall perspective • The horn effect, closely related to the halo effect, is a form
about the person of cognitive bias that is exactly opposite of Halo Effect

• The halo effect is also something referred to as the "physical • The effect is experienced when the Observer believes that
attractiveness stereotype" and the "what is beautiful is also all Negative traits are strongly correlated
good" principle

Example Example
An employee may perform
A bright and cheery employee
poorly on a single task, leading
who always has a positive
the business owner or employer
attitude and enthusiastically
to expect the worst of that
tackles projects might be
employee going forward, and as
identified as an ideal staffer
a result, refuse them
because of her outgoing
opportunities to prove
personality.
themselves.
 Bandwagon Effect Ostrich Effect

• The Ostrich effect is the tendency to avoid dangerous or

• The Bandwagon effect is a psychological phenomenon in negative information by simply closing oneself off from
which people do something primarily because other people are this information, or “sticking one’s head in the sand” as an
doing it, regardless of their own beliefs, which they may ignore ostrich would
or override
• This Information avoidance can lead to detrimental
• This tendency of people to align their beliefs and behaviors outcomes in a variety of situations
with those of a group is also called a herd mentality
• Some common ways in which people avoid information
• “I am doing it because they are doing it” Principle are physical avoidance, inattention, biased interpretation of
information, forgetting

Example Example
A Manager may believe
Leaders listening to employees’
someone is great at their job
concerns but not acting on them
and people go along with this.
or when equipment problems or
As more people believe in his
other issues arise, employees
opinion, others also “hop on
are told “temporary
the Bandwagon” regardless of
workaround” solutions.
the underlying evidence.
 HR GENERALIST

• A Human Resources Generalist is a truly

key individual inside the HR capacity of
an association. Chiefly, the HR
Generalist is answerable for the everyday
administration of HR activities, which
implies that they deal with the
organization of the arrangements,
methodology and projects of the
association

• A Human Resources (HR) Generalist is

an expert who administers the HR
obligations and exercises of an
association. They oversee recruitment
processes, employee relations,
regulatory compliances, and learning and
development

To know more : What is HR Generalist?

 HR SPECALIST

• The job of a Human Resource (HR) Specialist is

to enroll, support, train, and spot employees
of an organization. Contingent upon the
organization's size, a human resource
department may have various specialists to
perform explicit assignments including regulating
execution audits and keeping up worker records

• A Human Resource (HR) specialist is

dependable to different undertakings inside
the HR department. Working under
an HR manager, the HR specialist focuses on a
undertaking or job, for example, finance, benefits,
preparing, pay, enrolling, and client care for
representatives

To know more :What is HR Specialist?

 HR BUSINESS PARTNER

• This process of integrating business strategy with

people management practices is also called
business partnering

Business Seniority Designation Strategic

Partner Title (org. Size) Role
Senior HRBP Senior VP HR, HR Lead the
Managers business
(large) Conversation
HRBP Mid – Level BPs, HR Contribute to
Managers the Business CoE – Centre of Excellence
(Small) Conversation

• The HR Business Partner (HRBP) position is

answerable for adjusting business goals to
representatives and the board in assigned
specialty units.

To know more : What is HRBP?

 ER/IR Manager

• Employee/Industrial relations managers are

responsible for facilitating employee relations and
resolving human resource issues on behalf of a
company.

• These managers and specialists prepare and

distribute information for management to be used
during the collective bargaining process. Industrial
relations managers are extremely knowledgeable
in collective bargaining trends, wage data,
economics and labour laws.

To know more : What is IR Manager?

 Centre of Excellence

• It’s important to note that the term “excellence” can

sometimes be misleading. A CoE is not above or better
than other departments within a business. The job of the
CoE is to find best practices within an aspect of the
business, and then to disseminate that information to
the departments responsible

• A CoE will focus on:

• Supporting an organization.

• Providing research.

• Suggesting best practices.

• Offering guidance. Theoretical

• Provide training and oversight to employees. Knowledge

• Govern a particular aspect of the business,

allocating relevant resources and technologies.

To know more : CoE for You!

 OD Manager

• The Organizational Development Manager

plans, develops, implements and administers
development and training programs for
company employees. The manager also acts
as liaison and advisor to the
organization's leadership and facilitates
initiatives across the organization

• The manager identifies areas in the company 6 P’s of Organizational Development

operations where change is needed. Senior
decision makers and managers can analyze
each need, and project the potential effects of
change into a management plan.

To know more : Who is an OD Manager?

 TALENT ACQUISITION
SPECIALIST

Talent
• Specialises in sourcing, identifying, and hiring Acquisition
candidates

• Covers the entire process of recruiting, right

from sending out applicants to finally inducting
them

• Work closely with hiring managers to form

strategies to identify and recruit candidates

• Ensure positive candidate experiences for

applicants

• Keep up with competitor practices, industry

trends and recruitment standards in the industry

To know more : Who is a TA Specialist?

 LEARNING & DEVELOPMENT
SPECIALIST

• Creates, develops, implements, and conducts

training and development programs

• Organises and delivers training sessions using

lectures, group discussions, team tasks etc.

• Training could be imparted in an online mode

through a self-guided manual or in-person, as
required. The decision is taken by the L&D
Specialist as per the requirement.

• Evaluates program effectiveness through

surveys & feedback

To know more : Who is a L&D Specialist?

 COMPENSATION & BENEFITS
SPECIALIST

• Directs an organisation's pay structure

• Analyses data on wages and salaries

• Monitors market conditions & govt regulations to

keep their pay rates current & competitive

• Administers an employee's benefits program,

including retirement plans, leave policies,
wellness programs

• Requires great analytical skills and a sharp

business acumen

To know more : Who is a C&B Specialist?

 TOTAL REWARDS SPECIALIST

• Develops clear job descriptions

• Presents statistical performance analysis of

employees

• Offers compensation systems that reward

employees for contributions

• Gives feedback & suggestions on the

performances

• Provides career development opportunities

• Leads, develops, inspires teams

• Identifies, reports, resolves workplace barriers to

performance

To know more : Who is a TR Specialist?

* The role discussed may vary in terminology across orgs.
Manpower Planning Involves:
Forecasting Internal Supply
Predicting Demand
Examining the kinds of human resources internal to
Analysing, reviewing and predicting the the organisation, the demographics of those
numbers, of the manpower needed by the resources (years until retirement), and the stability
organisation to achieve its objectives of the people presently employed.
Includes job analysis, which can also be used to
write job descriptions and job specifications.

Forecasting External Supply Correcting Shortage or Surplus

Includes a review of skills, abilities, In case of a surplus, management needs to decide
education, experience, and other the value of the human resources to the enterprise
qualifications needed for the job. and if it will carry a surplus until normal turnover
and retirements correct the situation.
Manpower Planning Steps
Execution
Adoption of required
measures to ensure
Forecasting that the necessary
Estimation An assessment or resources are available
An estimation of the forecast of labour as and when required,
proportion of requirements if the that is, the manpower
currently employed organisation’s overall plan.
manpower resources objectives are to be
which are likely to be achieved by the
Evaluation within the firm by the forecast date.
An evaluation or forecast date STEP 4
appreciation of
existing manpower STEP 3
resources
STEP 2
STEP 1

SUPPLY DEMAND
Manpower Planning: Schematic Representation
Current Information On:
1. External labour markets
2. Current employees
3. Projected Sales
4. Business Plans

Forecast Internal Supply of Labour Forecast Demand for Labour

Compare Internal Supply of Demand

Plan programmes to deal with shortfalls

or surpluses

Forecast External Supply of Labour

 Manpower Planning Techniques
Forecasting Manpower Needs (Demand) Short-term Forecasting
The precise nature of an organisation’s demand Conversion ratios that translate workload data
for manpower depends on various factors. into manpower demand estimates may be used
for a short-range demand forecast.
External factors include competition (foreign and
domestic), the economic climate (such as the For example, as sales increase by a certain
stock market crash of 1992), laws and regulations percentage, a manufacturing concern may
and changes in technology. Internal factors determine by how much the number of employees
include budget constraints, production levels, new in certain departments or divisions must also
products and services and organisational increase.
structure.

It is important for an organisation to carefully define not only the number of

workers needed by the entire organisation, but also the type required at various
levels, departments and locations. Job analysis information is hopeful in this
respect, because it defines the educational, experience and skill requirements of
future employees.
 Manpower Planning Techniques (contd.)
Linear Regression
Long-term Forecasting
Based upon factors such as sales, output or
Done with mathematical and statistical models.
services rendered. For example, if a college is
Based on selected key variables that affect the
expanding, it is likely that more teachers will be
organisation’s overall manpower needs. Some
needed.
models contain both internal and external
Straight line equation may be used:
variables.
Y = α + βX
Eg. If we wish to estimate the number of faculty
needed in 2000, we may substitute the expected
1998 enrolment into the equation.
En = Estimated level of manpower demand in n planning periods (e.g., Y = the number of faculty and X = the number of
years)
Lagg = overall aggregate level of current business activity students enrolled.
G = total growth in business activity anticipated through period n in
today’s rupees.
X = average productivity improvement anticipated from today
through planning period n (e.g., if X = 1.80 it means an average
productivity improvement of 8%).
Y = conversion figure relating today’s overall activity to manpower
required (total level of today’s business activity) divided by the
current number of personnel). It reflects the level of business activity
per person.

The major purpose of this model is to predict En, the

level of manpower necessary in n periods.
 How does it help Managers?
 Anticipate personnel shortages or vacancies and act to
create or fill jobs before problems arise.
 Anticipate the types of training and development the
personnel will need.
 Identify the particular skills and abilities of the present
employees to help develop effective career paths for
them.
 With the use of skill inventories, personnel managers can
readily identify what skills are available in the internal
labour market and what skills must be imported from the
external labour market.
 Staffing changes - due to retirements, sick leaves and
occasional personal emergencies must also be
anticipated. This involves little more than keeping track of
the ages of employees and being careful to take account
of absent employees and positions vacated by promotions
and transfers. Manpower planning helps anticipate the
same.
 Recruitment Talent
Need
Assessment
Candidate Onboarding
Screening and
• Recruitment refers to the process of Induction

identifying, attracting, interviewing,

Talent
selecting, hiring and onboarding Sourcing Offer
employees. In other words, it involves Letter
everything from the identification of a
staffing need to filling it.

• Recruitment is the first step in

building an organization's human
capital. At a high level, the goals are
to locate and hire the best candidates,
on time, and on budget.

To Know More: Recruitment

 RECRUITMENT PROCESS & RECRUITMENT FUNNEL
Recruitment process can be closely linked to the stages involved in
a Recruitment Funnel.

Awareness

Consideration Recruitment
Marketing
Interest
• Candidates are ensured a
smooth recruitment process for • Starting with attracting potential
Application
a wonderful experience. candidates by employer branding,
Recruitment the process involves marketing the
• The candidates go through Selection basket of benefits and company
several stages of hiring, which Process
culture that sets it apart from
involves putting them through others.
different assessments. At each
Hiring
stage, a certain number of • Candidates that resonate with this
candidates are filtered out, culture send in their applications.
leaving us with the final joinees
at the end.
Recruitment Funnel & Observations
Recruitment & Selection structured in
five buckets of Recruitment Funnel Appointment
Offer Medical
Check
Interviewing Document
Committee
Interview Verification/
Screening Approvals
scheduling background check

Initial confirmation 2/3 rounds of Salary Negotiation

interview
Sourcing Test (if applicable)
Sharing CV with feedback/results
Internal Look-out Hiring manager
Portal Search CV shortlist
Referrals
Consultants

Link : Recruitment Funnel in an ITES Company

 EMPLOYEE RETENTION

 Employee retention is a phenomenon where

employees choose to stay on with their
current company and don’t actively seek
other job prospects

 Retention is defined as the process by which

a company ensures that its employees don’t
quit their jobs.

 Every company and industry has a varying

retention rate, which indicates the
percentage of employees who remained
with the organization during a fixed period.

 Retention is the opposite of Turnover,

therefore if Turnover is low, then Retention is
High
 FACTORS AFFECTING RETENTION RATE

Performance Appraisal is JOB FULFILLMENT

important for an employee to stay
motivated and avoid looking for a
change of organization WORK FELICITATION

JOB SECURITY

Employee Recognition plays a

vital role in retaining employees EMPOWERMENT

WORK GROUP

Responsibilities must be delegated PAY

according to Individual’s
Specialization and Interests
 RETENTION STRATEGIES

Address skill gaps immediately

Adopt a social recognition system
Provide a chance to update skill set and
Adopting a social reward and recognition
opportunities of cross skilling to make
platform shall make the employee feel
sure employees stay in the company for a
appreciated and will reduce chances of
longer time and doesn’t jump ship in
turnover
search of their “dream job”

Identify the cause of poor performance Eliminate HITLER Policy

Measure productivity at regular intervals Superiors must maintain Transparency
and deploy an employee engagement and appreciate who performs well. Along
survey whenever productivity dips below with this the HR must be accessible and
a specific threshold employees should not be in fear

Ensure they are working under the right Exit Interviews

manager Whenever an employee resigns from his
Inadequate management will make current assignments, HR needs to
employees feel demotivated, hence intervene immediately to find out the
conduct anonymized pulse surveys to get reasons which prompted the employee to
employee feedback on their managers resign
• ADDIE is an acronym for the five stages
of a development process: Analysis,
Traditional ADDIE Model
Design, Development,
Implementation, and Evaluation. The Evaluation
ADDIE model relies on each stage being Analysis Design Develop Implement and
Control
done in the given order but with a focus
on reflection and iteration. The model
gives you a streamlined, focused
Identify
approach that provides feedback for audience
continuous improvement needs , job ,
training Evaluation,
Build Gap
• An instructional designer applies this Analysis
systematic methodology (rooted in Training
and
instructional theories and models) to objectives Feedback
design and develop content, Create
instructional
experiences, and other solutions to materials
support the acquisition of new
knowledge or skills.
Deliver
Training

To know More: ADDIE Model

ADDIE Timeline To know More: History of ADDIE Model

It was created by the Center Changed from

for Educational Technology at Waterfall Model to
Florida State University for Dynamic Model, the
the U.S. Army and then last phase
quickly adapted by all the “Evaluation and
U.S. Armed Forces Control” changed to
“Evaluation”.
1975 1980-85 1985-90 2000s

Six years later, Dr. ADDIE moves behind

Russell Watson
(1981), suggested
Step 3 process model and
strives to align itself
that steps within with various
phases may change performance model
to fit an
organization’s needs.
 Waterfall Model

Analysis

Design

Development

Implementation

Evaluation

Dynamic Model

Analysis

Design

Development

Implementation

Evaluation
 Implementation
Initiate/Plan Analyse Design Develop Implement Evaluate

Determine Project Analyse stakeholder Produce high level Develop program Prepare program Review and Report
feasibility and plan requirements training program materials, schedules and train project and
Activity project execution design infrastructure and participants program
focus schedule effectiveness

Project benefits and Training Needs and Design satisfies Pilot program and Participants Evaluations
cost accurately other requirements requirements implementation successfully accurately
determined and accurately defined identified in needs plan meet design completes program determine
Objectives project plan analysis requirements strengths and
complete opportunities for
improvement

Business Case Training Needs High-Level Design Program Materials, Completed Project and
Project Definition Analysis Evaluation participant Program evaluation
Project Plan Instruments Assessment report
Deliverables
 Training Environmental Change in Job
Changes Assignment

• Training constitutes a basic concept in

human resource development. It is Job
Organizational
concerned with developing a particular NEED
Requirements
Complexity
skill to a desired standard by
instruction and practice.
Human Change in Job
• Training is a highly useful tool that can
Relations Assignment
bring an employee into a position
where they can do their job correctly,
effectively, and conscientiously.

• Dale S. Beach defines training as ‘the

organized procedure by which people
learn knowledge and/or skill for a
definite purpose’

Source: What is Training?

 Orientation
On the Job Training Training

• On-the-job training, also known as OJT,

is a hands-on method of teaching the Job
Coaching Instruction
skills, knowledge, and competencies Training
needed for employees to perform a METHODS
specific job within the workplace

• On-the-job training uses the existing

workplace tools, machines, documents, Job Internship and
equipment, and knowledge to teach an Rotation Assistantship
employee how to effectively do their job

• Training takes place within the

employee's normal job environment
and may occur as he or she performs
their actual work

Source: What is OJT?

 Orientation Training
Job Instruction Training
 Job Instruction Training (JIT) is a step-by-  Employee orientation training basics include showing
step, relatively simple technique used to new workers how to perform their jobs safely and
train employees on the job efficiently

 It is especially suitable for teaching manual  Orientation is the perfect time to begin soft skills
skills or procedures; the trainer is usually training, and to introduce employees to the company,
an employee's supervisor but can be a co- its products, its culture and policies – and even to the
worker competition
 Coaching can be defined as “a development process  An internship is a professional learning
whereby an individual meets on a regular basis to experience that offers meaningful, practical
clarify goals, deal with potential stumbling blocks, and work related to a student’s field of study or
improve their performance.” career interest.

Reducing the Monotony of Job  It offers the employer the opportunity to

bring new ideas and energy into the
Succession Planning workplace, develop talent and potentially
build a pipeline for future full-time employee
Creating right Employee-Job Fit

Exposing Worker to all verticals of the Company

Source: Different OJT Methods
Job Rotation Testing Employee skills and competencies

Developing a Wider range of Work Experience

• Learning Management System, also known as LMS is a software application which
handles administering, tracking, reporting and delivering of online learning courses
• In addition to delivering content, an LMS can also handle onboarding, compliance and skill gap
analysis
• Organizations choose a particular LMS depending on the goals, learning strategy and desired
results.

Examples include,

Before investing in any LMS check if,

• It has authoring tools to allow trainers to develop the own unique content. If not, you can invest in
separate course-creation tools or third-party courses.
• It has ability to integrate with other applications your organization already uses.
 Types
1. Free open-source software 2. Commercial software
• Highly customizable as the
• Commercial software is not
source code is open but requires
free but easier to deploy, use
IT expertise to modify the
and offers support staff.
software.
• It is free but has limited
features.
• Mostly used by small
organizations.

SaaS(Software as a Service)
Installed • It is hosted on the vendor’s servers and is
• It is hosted on an organizations own accessible from anywhere.
servers. • It involves a subscription fee depending on
• Every aspect of the LMS can be the number of users and features.
customized. • Vendor takes care of hosting and installing
• Organizations are in charge of maintaining any software.
the system, making upgrades and handling • Vendors also maintain the platform, make
the tech issues. updates, and handles the tech issues.
• Since the data is stored locally, it alleviates
the security concerns.
 Steps to implement successful LMS

Define the Choose a suitable Pilot launch the

training objectives LMS system LMS

Create an Train the Evaluate and

implementation plan administrators improve
Benefits of using a LMS tool,
• Saves time in terms of organization of courses and trainings.
• Maintains unified standards of work among employees.
• Reduces additional costs such as travel costs, classroom costs, etc.
• Tracks progress and performance of users.
• Easier access to information by audience.
• Easier addition/deletion of courses with changing scenarios.

Advanced features of LMS tool include,

• Personalized learning plans.
• Customized reporting to measure training effectiveness.
• Gamified elements such as badges, leaderboards, etc.
• Cross-platform accessibility.
• Brand integration.
 Feedback

● Feedback is generally broken out into two types: Positive and

Constructive (sometimes referred to as negative).
● And as much as we would all love nothing but positive
feedback, there can’t be any growth or improvement if we
don’t gain insight into what needs change.

Effective Feedback should be: What is not a

● Frequent and ongoing Feedback?
● Based on Measurable facts ● Demoralizing
● Specific and targeted ● Reactive
● Actionable ● Blaming
● Collaborative Individuals
● Unbiased ● Indirect Remarks
● Proactive ● Setting Unclear
 Feedback Mechanisms
Negative feedback – Corrective comments
“ Your Performance was not up to the
about past behaviour. Focuses on behaviour
mark in the previous project”
that wasn’t successful and shouldn’t be
repeated.
Positive feedback – Affirming comments about “ Loved your Inputs in the Client
past behaviour. Focuses on behaviour that was Meeting yesterday”
successful and should be continued.

Negative feed-forward – Corrective comments “ You should avoid working as a Silo in

about future performance. Focuses on any
behaviour that should be avoided in the Future projects”
future.
Positive feed-forward – Affirming comments “If you continue with such detailed
about future behaviour. Focused on behaviour research, that is going to help you in
that will improve performance in the future. climbing the ladder”
 SOI Model of Feedback

Standard

Observation

Impact
Sandwich Model of Feedback
Start with Appreciation –
“ Loved your work in the last project. Your
perspectives made the Project a big Hit”

Sandwich the Constructive Feedback

in between –
“Lately I have been noticing, you are
not able to focus on the new
campaign and the team is struggling
with it”
End with Positive Note -
“We, as a team value your inputs
and you have proven your worth in
all the past projects”
Pendleton Model of Feedback
• Check that the Employee wants
and is ready for feedback.
• Let the Employee give
comments/background to the
behaviour or situation that has
been observed.
• The Employee identifies what
went well.
• The Manager identifies what
went well.
• The Employee states what could
be improved.
• The Manager states what could
be improved.
• The Employee and Manager
agree on an Action Plan for
Improvement.
Cognitive Biases

Recency bias occurs

when managers rate
an employee based on
Central tendency bias/error
their most
occurs when there is
recent performance -
a tendency for a rater to
forgetting about the The halo effect occurs
place most items in the
entire picture when managers have an
middle of a rating scale
overly positive view of
an employee. consistently
giving high ratings and
Leniency error is failing to recognize areas
caused by the rater's for improvement
tendency to be too
positive or tolerant
of shortcomings and
to give undeservedly
high evaluations.
 Horn Effect Evaluate Performance, not Person

• The horns effect makes the rater think of one's coworker

as a devil. It is the tendency for a single negative
attribute to cause raters to mark everything on the low • The rater should evaluate the performance, i.e. output,
end of the scale. One bad attribute seems to spoil the new ideas, extraordinary efforts, etc. and not the person.
bunch. In reality, the person is evaluated and not his
performance. It should be noted that failure is an event
• It adversely affects decision making, and in extreme and a not a person.
cases, may even lead to inappropriate employee
dismissal.

Fear
Fear ofofspoiling
spoiling relations
relations Paperwork

• Some supervisors complain that performance appraisal

• Performance appraisal may also affect superior-
• Performance appraisal may also affect superior- is pointless paper work. They complain because many
subordinate relations. This fear may cause the rater to
subordinate relations. An appraisal makes the times, performance appraisal reports are found only in
rate his/her coworker better than he deserves. This will,
superior more of a judge than a coach. So, the the files. It does not serve any practical purpose. In other
again, lead to an error in performance appraisal as there
subordinate may have a feeling of suspicion and words, the performance appraisal reports are not used
would be lack of transparency and accuracy in the
mistrust, about the superior. by some organisations. They are conducted just as a
ratings given. formality or for name sake.
 Contrast error Similar to me error
The contrast error occurs when one
person’s rating is effected positively or More than fair rating given to an
negatively due to their predecessor’s mark. applicant or employee due to his or
For example, Joe, Jane, and Tom are her personal or professional
interviewing for a bonus. Joe is up first, and similarity to the interviewer or
he absolutely lays an egg. Consequently, the evaluator. Also called similarity error
rater gives Jane and Tom a more favorable
rating because the bar was set so low by
Joe

Personal bias Personal Prejudice

An appraisal is affected by the personal bias A rater’s dislike for a group or class
of the rater. If the rater has good relations of people may distort the ratings
with the ratee (an employee who is getting those people receive. Discrimination
rated), he may give higher scores to the may occur in terms of age, gender,
ratee, even though the ratee does not religion, and country of origin, etc.
deserve such high scores
 Appraisal at Philips

At Philips, a two-by-two matrix is used to assess performance and potential to perform

Low Potential-Low Performance

Problem Children Stars
These employees are High
categorised as Question

Potential
marks. The company asks such
employees to improve their ? Solid Citizens
performance levels. Failure to Low Planned Separation
improve would result in their
planned separation Low High
Performance
High Potential-Low Performance
High Potential-High Performance Low Potential-High Performance
These employees are
These employees are These employees are called
categorised as Problem
categorised as Star solid citizens and constitute
children. In order to help
performers. They have to keep 70 to 75 percent of total. They
them improve their
engaged with complex have skills but lack the
performance, these
assignments all the time and potential to grow beyond.
employees are shifted to new
groomed to take up the top
locations to work and are
positions.
closely monitored
 NEED OF CORPORATE WELLNESS
ON AN AVERAGE A PERSON SPENDS AROUND 48 HOURS PER WEEK
WORKING IN A CORPORATE

• A combination of issues from workplace is creating tremendous pressure on employees

leading to heart attacks or mental issues such as depression or suicide.
• One out of every two employees in the country suffers from stress
• 80 percent of the respondents showed symptoms of anxiety while 55 percent had symptoms
of depression
• 43 percent of them have skewed BMI, as revealed in a 2016 study
• A large percentage of people face the risk of diabetes, hypertension, and other lifestyle-related
disorders.
• Poor health can also lead to burn-out amongst employees, seriously affecting their ability to
contribute meaningfully in both their personal and professional lives.
 DISTURBING TRENDS

Long Working Hours

Work Stress As the demands

of an Organization
Sedentary Working Hours
increase, so will
the pressure on an
Poor Lifestyle
employee
Lack of Exercise – Physical Activities
 WHAT IS CORPORATE
WELLNESS?

Corporate wellness is holistic approach designed

specifically to provide a much-needed support to an
employee well - being by encouraging a culture of
health in an organization.
MENTAL FITNESS
It’s an amalgamation of both the factor
PHYSICAL + MENTAL

Employee well-being is a key factor in determining

an organization's long-term effectiveness. Many
studies show a direct link between productivity
levels and the general health and well-being of the
workforce.

PHYSICAL FITNESS
ASPECTS OF CORPORATE WELLNESS
Promotes Preventative care Culture
Stimulates an environment of
Exercises and Fitness Reduces Elevated Health Risks

Motivates Holistic Nutrition

Improves Employee Health
Encourages Good Health
Behaviors

Reduces Health Care Costs

Minimizes stress and decrease
Enhances Overall Lifestyle
absenteeism
 CONSTRUCTIVE TRENDS
Aim of Corporate well-being is to complement measures to make sure Employees are :
1. Safe 2. Healthy 3. Satisfied 4. Engaged at work

OUTCOMES

Increased Efficiency

Reduced Absenteeism

Increased Employee Morale

Reduced Health Cost

Increased Employee Retention

 “Your employees are more than just numbers
Total Rewards encompasses the elements – on a balance sheet. Your rewards systems
compensation, well-being, benefits, recognition
should reflect that truth”
and development – that, in concert, lead to optimal
organizational performance

When designed strategically and executed in alignment with business goals, Total Rewards
programs fuel motivated and productive workforces that feel appreciated and rewarded for their
contributions, driving the organization to ever greater success.
Why a total rewards framework is required?
In recent years, the phrase “compensation and benefits”
has given way to “total rewards”—which encompasses
not only compensation and benefits but also personal and
professional growth opportunities and a motivating work
environment (for example, recognition, valued job design,
and work/life balance). What explains this broader view
of rewards?

First, stiffer competition in business has made it difficult

for cost-conscious organizations to offer higher wages and
more benefits each year. Employers have had to find
alternative forms of rewards that cost less to implement
but that still motivate employees to excel.

Second, organizations have become much more strategic

in their management of human resources (Barney &
Wright, 1998)—including integrating their various human
resource functional areas. For instance, some companies
now treat compensation and training as rewards that must
be managed together rather than separately by different
HR teams.
In order to gather and analyse employee preferences towards rewards, Aon developed a Total Rewards Optimization (TRO) tool
that is designed to generate fact-based, predictive insights.
 What is Corporate •A good Corporate Governance
Governance ? ensuresImportance
long term of
Governance
and success
Corporate
sustainability

Corporate governance is set of •It helps in economic growth

principles or guidelines on which •A good corporate governance
a company is governed increases investors’ confidence
•The huge flow of international
It ensures that the organization capital in Indian companies is
works in a fair and transparent also affecting the management
way to achieve the desired goals, of Indian Corporates which
which are in the interest of require a code of corporate
various stakeholders conduct
•It helps in brand development
Corporate with better • It ensures organization in
Corporate Governance has managed in a manner that fits in
the best interests of all the
 JOURNEY OF CORPORATE
GOVERNANCE IN INDIA

1992 1998-1999 2000 2002 2009 2013 2017-2019

•Naresh Chandra Committee to

Confederation of Indian recommend amendment of •Companies Act repealed five
Industry released “Desirable Audit-Client relationship laws decade old Companies Act 1956
Corporate Governance code” and introduced various
In 1999,Kumar Mangalam •A Committee under the Corporate Governance
Birla Committee was set up to chairmanship of N.R. Narayana provisions viz. Appointment of
improve the Standards Murthy was formed to revise Independent Directors, Women
Clause 49 Directors etc.

SEBI amended the Listing •CII set-up a Task Force under •In 2017,Kotak Committee
Government Agreement including Clause was constituted by SEBI for
the Chairmanship of Naresh
constituted Securities 49, applicable to listed improving standards
Chandra to further improve
and Exchange Board of companies which provided corporate governance
guidelines for Board •In 2019, Companies
India (SEBI) for regulating standards and practices for (Amendment) Act 2019, was
Structures, Composition,
the securities market Frequency, etc.
listed companies notified
An Overview of SEBI Code of Corporate Governance

On the basis of the recommendations of Kumar Mangalam Birla committee, SEBI
issued certain guidelines on corporate governance
SHAREHOLDE REPORT ON
MANAGEMENT CORPORATE COMPLIANCE
RS GOVERNANCE

A Management Discussion and In case of appointment of a new

There shall be a The company shall obtain a
Analysis Report should form part director or reappointment of a
separate section on certificate from the auditors
of the annual report director, shareholders must be
corporate governance in of the company regarding
provided with the following
the Annual Report of the the compliance of
 It should containing discussion information:
company, with a detailed conditions of corporate
on report on corporate
1.A brief resume of the director governance
(I) Opportunities and threats governance.
(ii) Segment or product wise 2.Nature of his expertise
3. Number of companies in This certificate shall be
performance
which he holds the directorship annexed with the Directors’
(iii) Risks and concerns
4. A Board Committee, Report sent to shareholders
(iv) Discussion on financial
designated as Shareholders and also sent to the stock
performance with respect to
Grievance Committee’ shall be exchange.
operational performance
(v) Material development in formed to look into the
human resources redressing of shareholders and
investors’ complaints
An Overview of SEBI Code of Corporate Governance
(Contd.)

BOARD OF AUDIT REMUNERATION OF BOARD

DIRECTORS COMMITTEE DIRECTORS PROCEDURES
Company Shall have an Audit Committee should have
The disclosures on Board meetings shall be held
optimum combination of minimum three members, all
Remuneration of at least, four times a year, with
executive and non-executive being non-executive directors,
directors should include a maximum gap of 4 months
directors with the majority of them being
remuneration package between any two meetings
independent, and at least one
of all the directors i.e.
 In case of non-executive director having financial and
salary, bonus, stock  A director shall not be a
chairman, at least, one third of accounting knowledge
options, pension etc. member of more than 10
the Board should comprise of committees or act as chairman
independent directors; and in (ii)The Chairman of the
of more than five committees,
case of executive chairman, at committee will be an
across all companies, in which
least, half of the Board should independent director
he is a director
comprise of independent (iii)The Chairman shall be
directors present at the Annual General
Meeting
Key principles of
corporate Takeaways from Good
corporate governance
practices
Lessons from Bad corporate
governance practices

governance
Built a strong, qualified Failure to To differentiate
board of directors between Owners versus
controllers
Transparency
Define clear roles and
responsibilities Unethical intention of the
top management of the
Company.
Emphasize integrity and
Accountability ethical dealing
Poor Implementation of
effective Corporate
Evaluate performance and
make principled Governance Policy
compensation decisions
Independence
Engage in effective risk Poor use of technology
management principles
 ▪ YES BANK LIMITED:
Some Examples of corporate
▪ Yes Bank Limited is an Indian private sector bank.
governance failures In 2015, RBI conducted an asset quality review
(AQR) to clean up the rising toxic loan problem in
the country’s financial sector
▪ JET AIRWAYS (INDIA) LIMITED :
▪ During the AQR review in 2015, RBI found out
▪ Jet Airways became a debt-ridden Company. Due to some serious issues related to loan divergence and
continuous increase in debt level, lenders denied to NPAs at Yes Bank Ltd.
release further funds
As a result, Jet Airways closed reservations to
▪ Reasons for failure:
▪ international services, effective April 2019 and ▪ Yes Bank consistently showed NPAs below 2%. The
subsequently suspended all operations citing gross NPAs reported by the bank in Finanancial
financial issues Year 2016 were at Rs. 748.98 Crores. It turned out
that the NPAs identified by RBI were at Rs.
▪ Reasons for failure: 4925.68 Crores. A whopping 557% higher NPA was
▪ Poor Management: The poor decision making and observed during the AQR review.
management of Company lead to increase in debt of
the Company. ▪ Loan divergence is mere account jugglery in Yes
Bank Ltd. RBI has considered this as the persistent
▪ Costly Purchase: According to Aviation experts, the governance and compliance failures and violations
management of the Company repeatedly ignored the of statutory and regulatory rules at Yes Bank Ltd.
advise and purchased Jets at high cost.

▪ Failure to attract investors: Reason for financial

predicament is failure to find a strategic investor to
pump money
 Possible Circumstances
Purpose implied or explicit promise of preferential treatment in her employment
To create and maintain safe
work environment, free from implied or explicit threat of detrimental treatment in her employment
sexual harassment &
discrimination for all its
implied or explicit threat about her present or future employment status
employees. As per the
guidelines of The Sexual interference with her work or creating an intimidating or offensive or
harassment of women at hostile work
workplace (prevention,
prohibition & redressal) Act, humiliating treatment likely to affect her health or safety
2013
The Sexual Harassment of Women at Workplace
(Prevention, Prohibition and Redressal) Act 2013
("the Act") was enacted with the objective to provide
protection against sexual harassment of women at
workplace and for the prevention and redressal of
complaints of sexual harassment and for matter
connected therewith or incidental thereto.

To know more: P.O.S.H.

Best Practices to deal with sexual harassment at the workplace
Using regional languages – SH Awareness training is provided in the
regional language especially to the lesser educated employees (e.g.
contract staff) to ensure they understand its importance

Well accepted movies like ‘PINK’ which revolve around SH are used in
training

Theatre based roleplays – Scripted roleplays are enacted by employees

of an MNC consulting firm for the audience to identify the do’s and don’ts
of SH.

Roadshows – Roadshows around PoSH are conducted. They include

games, plays, quizzes and panel discussions by subject matter experts.

Competitions – A top IT firm creates company-wide competitions for the

best video entry themed around PoSH. The winning video gets awarded
and is included in the company’s training repository

Books – Providing books like ‘BCC: Behind Closed Cubicles’ for

managers to read helps them understand true ground realities

 The Ministry of WCD launched ‘She-Box’ (sexual harassment

electronic box) in 2017. This is an online complaint management
system for documenting and redressing grievances on Sexual
Harassment
P. O . S . H . T R A I N I N G
POSH training is aimed to provide a concrete understanding about the ways and means that must
be adopted by the organizations to prevent any such mishaps, protection of the employees under
the law governing all such mishaps and what constitutes as sexual harassment etc .
 Dispute Clock!
An industrial dispute can be
viewed as friction or disagreement
D between two or more parties
I involved, due to the difference in
their perceptions, opinions, mindsets,
S attitudes and values. In an
P organization, the parties engage in
such disputes can be:
U • Employer and employee;
T • employee and employee
or;
E • employer and employer.

Types

Interest Unfair Labour Grievance Recognition

Disputes Practices Disputes Disputes Disputes

To know more: Industrial Disputes

 Inclusive growth and well - being
Collective Bargaining
Wages (levels
• Ongoing process of negotiation Work
and Employment Productivity
Resilience and
Environment Adaptability
between representatives of workers distribution)
and employers to establish the
conditions of employment. The
collectively determined agreement Negotiated Non -Wage
Working
may cover not only wages but also Wages Conditions

hiring practices, layoffs, promotions,

job functions, working conditions
and hours.

• Contract negotiation may occur at Collective Degree of

Level Flexibility
the national, regional, or local level, Bargaining
depending on the structure of industry
within a country

Coverage
(Unions, Coordination
Employers and
extensions)
To know more: Collective Bargaining
 C Maintain
O peace and
order
D
E

Promote
O A code of discipline has been laid Avoiding
Constructive
litigations
F Criticism
down to maintain harmonious
OBJECTIVES
D relations and promote industrial
I peace. It applies to both public
S
C
and private sector enterprises
I and aims to secure the settlement Mutually
agreeable
Avoiding
Work
P of disputes and grievances by a settlement Stoppage
L mutually agreed procedure.
I
N
E

Applicability

Central Insurance The State The Reserve

organisation of industry Bank of India Bank of India
employers

To know more: Code of Discipline

 • A grievance is issued by the PROCESS
employee when he feels that there
G has been a violation of the workplace The manager and employee
R policy or contract terms. There exists discuss grievance with a
a formal way to address a union representative
I
E grievance, known as grievance Grievance is expressed in
V procedure. writing to the management
• A grievance may be issued by an
A Discussion occurs between
individual (individual grievance) or
N the HR, management, and the
by a group (called group grievance) -
C when several people feel wronged). union representative.
E A union grievance is filed when an Management gives its
employee does not wish to file one decision in writing
separately.
The union decides whether
or not to escalate the
grievance
If escalated, the grievance is
brought to the national
union.
An arbitrator is called to
settle the grievance.
To know more: Grievance
 Framework
A • Often referred to as the 'businessman's
R method of resolving disputes', arbitration Court of
B requires the involvement of an Appeal
PROCESS
Notice of Intent

I independent third-party to settle

T disputes.
R
A • An alternative to court proceedings, The
arbiter may be appointed in either of the Mediation Negotiation
T
three ways: directly by the diputing
I parties, by existing tribunal members or
O by an external party. with its decision Lower Faster
N totally final and binding on the parties. costs Resolution

BENEFITS
More
Voluntary
privacy
by prior
than
agreement
litigation

Lower

To know more: Arbitration Stress

on parties
 C
Conciliation is an alternative out-
O
of-court dispute resolution
N instrument where the parties use
C a conciliator, who meets with the
I parties both separately and
L together in an attempt to resolve
I their differences.
A
T The Conciliation is generally
conducted by an officer appointed
I
by Government under Industrial
O
Disputes Act, 1947
N

Advantages

Saves Time and Out of court Not compulsory Faster

court resources settlement or binding process

To know more: Conciliation

A
D • Adjudication means a mandatory
settlement of an industrial dispute by
J
a labour court or a tribunal.
U Generally, the government refers a
D dispute or adjudication depending on
I the failure of conciliation proceedings.
C
A • An adjudication is a legal ruling or
T judgment, usually final, but it can also
I refer to the process of settling a
O legal case or claim through the court
or justice system.
N

It is obvious that once a dispute is referred for

adjudication, the verdict of a labour court or
tribunal is binding on both the parties

To know more: Adjudication

 Stakeholders in an IR System

Industrial relations is that field of study

which analyses the relationship between
the management and the employees of an
organization at the workplace and also
provides a mechanism to settle down
various industrial disputes.
 Industrial Disputes Act, 1947
The primary purpose of the Industrial Disputes Act, 1947 (also referred
to as ID Act) is to prevent or resolve industrial disputes.

The act also provides for a Works Committee that includes representatives of the
workmen and management. The primary purpose of the Works Committee is to
promote and maintain good relations between the employees and employers.

The act also provides for the following authorities that seek to resolve industrial disputes:
Conciliation Officers: These are persons appointed by the government to mediate in Objectives of ID Act:-
industrial disputes with the objective of resolving them.  Promoting and securing amity and good
Board of Conciliation: It consists of either three or five persons, one of whom is designated relations between employees and
the Chairman of the Board. In the event the board consists of three people, the composition employers
shall be as follows :  Minimising difference and settling disputes
• One member shall represent the workmen through adjudication
• One member shall represent the management  Providing a suitable machinery for
• An independent chairman who shall have no affiliations to either the workmen or the investigation of disputes
management  Preventing illegal strikes and lockouts
In the event that the board consists of five people, the composition shall be as follows:  Providing relief to workmen in matters of
• Two members shall represent the workmen layoffs, retrenchment, wrongful dismissals
• Two members shall represent the management and victimisation
• An independent chairman who shall have no affiliations to either the workmen or the  Giving workmen the right of collective
management bargaining
 Promoting Conciliation
The Industrial Disputes Act, 1947 talks about certain other concepts as well. A few
of those concepts have been discussed below:

Lay-Off: It refers to the following situations:

• Failure of an employer to provide employment on account of shortage of power or raw materials
Refusal of an employer to provide employment on account of accumulation of unsold products. Continuing production while
products are not being sold will cause the employer to incur losses.
• Inability of the employer to provide employment due to breakdown of machinery
In effect, lay-off is a temporary break from employment for a workman on account of the employer’s inability or refusal to
provide the former with employment.

Retrenchment: It refers to the termination of employment of a workman for any reason except as a punishment. Hence, a
workman cannot be retrenched on account of disciplinary action. Retrenchment does not include the following:
• Voluntary Retirement of the Workman
• Retirement on account of age
• Termination of employment due to non-renewal of contract
• Termination of service on grounds of continued ill health

Strike: It is a refusal to work by a group of workmen. It is a coercive tactic to compel the management to agree to the
demands of the workmen. Strikes cause huge losses to the industry, which is why the Industrial
Disputes Act, 1947 includes several dispute resolution mechanisms.
Lock-out: It is a temporary shutdown of the factory by an employer (or management) on account of internal or external
disturbances. It is a tactic that the employer may use to coerce the workmen to accept the demands of the employer.
 What is collective bargaining?
• According to Supreme Court, Collective bargaining is
defined as the technique by which dispute as to
conditions of employment is resolved amicably by
agreement rather than coercion Process of collective bargaining
• It is a process of discussion and negotiation between
employer and workers
• Workers are generally represented by trade unions with
respect to expressing their grievance concerning
service conditions and wages before the employer and
the management

• Collective in nature
• Mostly a two party process
• Takes a long time as legal
Features procedure for pursuing
collective bargaining in India is
complicated
 Stages of Collective Bargaining in India

Charter of demands Collective bargaining

agreement Conciliation

Negotiation Strike Arbitration or

• Typically, the trade • It will be drawn up • If both parties fail to • A conciliation
Adjudication
union notifies the between the reach a collective proceeding
• Negotiations begin • When conciliation
employer of employer and agreement, the begins once the
after the and mediation
collective bargaining workmen union(s) may go on conciliation
submission of the fails, parties may
negotiations by represented by strike officer receives a
issuing charter of charter of demands either go for
and thorough trade unions notice of strike or
demands • As per the IDA, lockout voluntary or
preparation by both
• In certain cases the • It may be public utility service compulsory
employer may also the parties arbitration
structured as employees must • the state
initiate the process bipartite provide six weeks’ government may
• In the event that • In the case of
• The charter contains agreement, notice of a strike, appoint a
issues relating to demands are voluntary
rejected, the trade memorandum of and may strike conciliation
wages, working fourteen days officer or board arbitration, either
union may decide to settlement or
hours, benefits, after providing such of conciliation to the state or central
engage in strikes. consent award.
allowances, terms of notice investigate the government
employment, etc. disputes appoints a Board
of Arbitrators
 Levels of Collective Bargaining in India

National level
Bargaining
Industry-cum regional
• That is common in core
bargaining Enterprise or plant-
industries such as level bargaining
• This is peculiar to industries
banks, coal, steel, ports
where the private sector • This differs from case to Clauses in the memorandum of
and docks, and oil
dominates, such as cotton, case because there is no settlement pertain to the following:
where the central
jute, and engineering uniform collective
government plays a
major role as the bargaining procedure  Settlement terms with respect to
• Bargaining generally occurs wages, benefits, allowances,
employer
in two stages: company- • Typically, the bargaining payment to workers, concessions,
wide agreements are council (or negotiating works hours, overtime etc.
• Collective bargaining in
the public sector
formed, which are then committee) is constituted by  Term of the memorandum of
supplemented with regional a proportional settlement as may be agreed
generally suffers if the
(plant-level) agreements representation of many between the parties
position of the state
government is different unions  Conditions with respect to strikes
• certain allowances, and lockouts by trade unions and
from that of the central
incentives etc., are decided • It is therefore easier for the employers respectively
government.
at the regional or plant level management to negotiate  Obligations of workmen
with one bargaining agent  Obligations of employer
 Dispute resolution
 Miscellaneous clauses
 New Trends in
Collective
Types of Collective Bargaining Agreements Bargaining

Decentralized and
Individualized Bargaining:
• With privatization of public sector
the industry level bargaining has
changed to company level
Bipartite Consent bargaining
Settlements
Agreement Awards
• On the other hand, due to severe
informalization of workforce and
downsizing in the industries, the
strength and power of the trade
unions have been heavily reduced.
• Consent awards are • Settlements are tripartite in
• Bipartite (or voluntary) nature, as they involve the These situations resulted in spurt of
agreements reached while a individualized bargaining
agreements are drawn up in employer, trade union and
dispute is pending before a
voluntary negotiations conciliation officer
compulsory adjudicatory
between the employer and Declining Wage Share:
authority, and incorporated
the trade union • They arise from a specific • Declining strength of collective
into the authority’s award
dispute, which is then referred bargaining is also reflected in
• As per the IDA, such to an officer increasing share of profit and
• Even though the agreement is
agreements are binding and drastically declining wage share
reached voluntarily, it • If during the reconciliation
Implementation is generally ,resulting in depressing purchasing
becomes part of the binding process, the officer feels that
nonproblematic because both power
award pronounced by the the parties’ viewpoints have
parties reached the
authority constituted for the indeed been reconciled, he
agreement voluntarily • Approximately 73 million out of
purpose may withdraw himself
173 million wage earners throughout
India do not receive minimum wages
The concept of employee engagement is often confused with satisfaction or happiness. However, the true
definition is deeper in meaning. Employee engagement is defined as “the level of an employee’s psychological
investment in their organization”.

Brand-
The Aon Hewitt engagement Reputation
model includes the organizational/ Corporate Responsibility
engagement drivers and business
outcomes of engagement as well as Performance-
the individual engagement outcomes. Career Opportunities
fhgg
Learning & Development
Engagement
Performance Management
Drivers
Company Practices- Rewards & Recognition
Communication
Diversity and inclusion Leadership-
Talent and staffing Senior Leadership
Business Unit Leadership
The Basics- The Work-
Benefits Work tasks and resources
Job Security Collaboration
Safety and work environment Empowerment
Work life balance
 ENGAGEMENT OUTCOMES
ENAGEMENT CONTENT ITEMS IN AON HEWITT OPERATIONAL DEFINITION

• I would not hesitate to recommend this

Speak positively about the
organization to a friend seeking
SAY organization to coworkers,
employment
potential employees, and
• Given the opportunity, I tell others great
customers
things about working here
• It would take a lot to get me to leave this
Have an intense sense of organization
STAY belonging and desire to be • I rarely think about leaving this
part of the organization organization to work somewhere else

• This organization inspires me to do my

Are motivated and exert
best work every day
STRIVE effort toward success in
• This organization motivates me to
their job and for the
contribute more than what is normally
company
required to complete my work
 BUSINESS OUTCOMES
FINANCIAL-
Good revenue/ sales
CUSTOMER- growth
Increased satisfaction Operating income/
Retention margin
Net Promoter Score Total shareholder return
OPERATIONAL- (measuring loyalty of
Increased customers)
TALENT- productivity
Increased retention More safety
Decreased absenteeism
Wellness
 The biggest
Reverse Mentoring challenge
between
generations X
• Reverse Mentoring is the process by and Y, is that X
which young people, typically with less needs to manage
experience but with significant digital Y, and Y needs to
skills, can assist seniors with lengthy adapt to X. And
working experience who are seeking a Reverse
mutual exchange in order to familiarise mentoring does
exactly that, it’s a
themselves with technology. bridge-builder
between the
• A well-known visionary, Jack Welch, the generations
former CEO of General Electric,
popularized reverse mentoring in 1999,
when he required 500 of his top
executives to pair up with junior
associates for the purpose of learning
how to use the internet.

To Know More: Reverse Mentoring

Different Generational Workforce
Ensuring Reverse Mentoring
How do I connect my multi-generational workers?
How do I attract and retain young talent?
How can you pull your team together?
Ensure Commitment From Mentees
The Right Match is Crucial It’s the millennial mentors who
should drive the program
It’s important to determine through sharing best practices,
well-matched pairs — creating helping to select new cohorts
appropriate partnerships is and training mentors.
foundational to having a good
mentoring relationship
Not Mixing a Shadow Board
Ideally, the two boards mentor each other.
Address Mentees’ Fear & Distrust The older generation shares their hard-
earned lessons on leadership, governance,
Many executives are fearful of
professionalism and the like, while the
revealing their lack of knowledge to
younger employees keep the senior board
junior employees. But if these fears
abreast of the latest trends, concerns and
are addressed explicitly, open
communication tools among their cohort
sharing can be incredibly rewarding
THANK YOU

HR Campus Roots