The Human Resources Academic Club

presents

GDPI
PREPARATION
COMPENDIUM
2024

@hrdirection_mdi linkedin.com/in/hr-direction
HR GD-PI GUIDE
Compiled by HR Direction

Version Edited by Batch

1.0 Meenu Sasidharan 2014-16
2.0 Srajan Srivastava 2015-17
3.0 Shubham Agarwal 2016-18
4.0 Sayantan Konar 2018-20
5.0 Adrija Barua 2019-21
6.0 Ratnesh Agrahari 2020-22
7.0 Lubna Memon 2021-23
8.0 Yug Sharma 2022-24
9.0 Pratishtha Gupta & 2023-25
Mangesh Gadewar
Table of Contents

WHAT IS HR (HUMAN RESOURCES)? ............................................................................... 1

KEY FUNCTIONS OF HR .............................................................................................. 2
Recruitment & Selection ......................................................................................... 2
Performance Management System (PMS) ..................................................................... 3
Compensation & Benefits ........................................................................................ 4
Learning and Development ...................................................................................... 4
Employee Engagement ........................................................................................... 5
Health & Safety .................................................................................................... 5
Industry Relations ................................................................................................. 5
Strategic planning ................................................................................................. 5
ROLES OF AN HR PROFESSIONAL .................................................................................. 6
FUTURE TRENDS IN HR .............................................................................................. 7
Digital Transformation ............................................................................................ 7
Quite Hiring ........................................................................................................ 7
More Comprehensive DEI Strategies ........................................................................... 8
Tapping Into Hidden Talent ...................................................................................... 8
Understanding the Hidden Workforce ......................................................................... 8
Gamification ........................................................................................................ 9
Forging Human-AI Alliance ....................................................................................... 9
Forward Hiring .................................................................................................... 10
Purpose-Driven Work and Workplace......................................................................... 11
HR Driving Climate Change Adaptation....................................................................... 11
Resolving the Productivity Paradox ........................................................................... 12
Some Commonly Asked PYQ....................................................................................... 12

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 WHAT IS HR (HUMAN RESOURCES)?
Human Resources is the department that takes care of the organization’s most valuable asset, its
employees. It takes charge of all employees and employee-related operations. HR teams undertake
various responsibilities in an organization such as:

• Recognize current and future hiring needs in sync with strategic goals
• Attract, recruit, retain and manage talent
• Align business objectives with employees and management
• Organize and oversee quarterly or annual performance reviews
• Ensure compliance with federal, state, and governmental labour rules and regulations
• Manage compensation and employee benefits
• Ensure effective employee relations
• Manage onboarding, training, and Learning & Development processes to boost performance
• Apply health and safety measures

Why is HR important?
Human resources management is a very important function in every organization. Without human
resources management, companies would not be able to effectively recruit and retain employees,
improve and enhance the organization, and they wouldn’t be able to maintain a healthy, accepting
workplace culture and environment. Human resources management is so important to organizations that
many call this department the heart and soul of a business.

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 KEY FUNCTIONS OF HR

Recruitment
& Selection

Strategic Performance
Planning Management

Industry
Relations
HR Compensation
& Benefits
Functions
Health & Learning &
Safety Development

Employee
Engagement

The primary objective of Human Resource Management is to ensure the availability of a competent,
willing, and engaged workforce to an organization. Hiring, developing, and retaining the “Right Talent”
for a firm could be the source of competitive advantage for the firm. HR Management involves
discharging functions viz. HR Planning, recruitment, selection, L&D (Learning and Development), C&B
(Compensation and Benefits), Performance Management, Trade Union Management, Legal and procedural
compliance, formulation of company policy and procedures, etc.

Recruitment & Selection

Recruitment:

It is the process of searching for prospective employees and attracting them to apply for jobs in the
organization. This involves –
 Discovering the sources of manpower to meet the requirements of the staffing schedules
 Employing effective measures for attracting the manpower in adequate numbers to facilitate
effective selection of an efficient workforce for a vacant job position

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Recruitment Process:

 Finding out the requirement (hiring vs. exit), upcoming vacancies and workforce assessment
 Developing best techniques to attract suitable candidates – attracting the talent pools

Selection:

It is the process of differentiating between applicants to identify and hire those with a greater likelihood
of success in a job. Selection Process Involves (Sequential Steps) –
1. Preliminary Interview
2. Administering Selection Tests
3. Employment Interview
4. Reference check and Background Analysis
5. Selection Decision
6. Physical Examination
7. Job Offer and Employment Contract

Difference between Recruitment and Selection:

Recruitment is a process of searching out the potential applicants and inspiring them to apply for the
actual or anticipated vacancy. On the other hand, Selection is a process of hiring employees among the
shortlisted candidates and providing them a job in the organization.

Performance Management System (PMS)

Performance Appraisal + Feedback + Coaching = Performance Management System

A performance Management system (PMS) is a continuous process of identifying, measuring, and

developing the performance of individuals and teams, and aligning performance with the strategic
goal of the organization. It is based on three pillars:

• Setting clear and measurable goals

• Implementing concrete actions
• Imposing rigorous consequences

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Performance Appraisal:

A performance appraisal (PA) system is an objective assessment of an individual’s performance against

well-defined benchmarks. Performance appraisals are a part of career development and consist of
regular reviews of employee performance. Other aspects of individual employees are considered as well,
such as organizational citizenship behaviour, accomplishments, the potential for future improvement,
strengths and weaknesses, etc.

Compensation & Benefits

This function involves creating and implementing compensation policies for the employees.
• Payroll administration
• Performance appraisals
• Rewards & Recognition
• Health Insurance
• Life & Disability Insurance
• Flexible spending accounts
• Retirement Plan Administration

Learning and Development

The need for Learning and Development is determined by the employee’s performance deficiency which
is computed as follows.

Learning & Development Need = Standard Performance – Actual Performance

Learning:

Learning refers to the process of imparting specific skills. An employee undergoing training is presumed
to have had some formal education. No training program is complete without an element of education.
Hence, we can say that training is offered to operatives.

Development:

Development consists of the learning opportunities designed to help employees grow. Development is
not primarily skill oriented. Instead, it provides the general knowledge and attitudes, which will help
employers in higher positions. Efforts towards development often depend on personal drive and
ambition.

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Development activities supplied by management development programs are generally voluntary.

Employee Engagement
Employee engagement is the measure of how involved and committed the workers are towards their
organization and values. A well-engaged employee is aware of the day-to-day happenings of the
organization, works with his or her colleagues to improve the performance of the individual and works
towards the betterment of the organization. It is an optimistic attitude that the employees hold towards
their organization.

Health & Safety

Safety implies the absence of accidents i.e., ensuring the protection of workers from workplace hazards.
Providing safety to employees has a moral dimension as well as a legal requirement. Thousands of
employees suffer from accidents every day – this could lead to total, temporary or permanent disability.
Laws are framed which cover occupational health and safety regulations, and penalties for non-
compliance. An employer needs to ensure that an accident doesn’t lead to incapacitation/death of an
employee. Monetary compensation does not bring back a person as a healthy individual.

Industry Relations
Industry Relations (IR) is concerned with the management of relations between workers and employer
(management) and the role of regulatory mechanism in resolving any dispute. Employers, employees,
unions, government, and judiciary have stakes in IR. It assumes its significance owing to its direct linkage
with productivity, ethical dimensions, and legal compliance.

Strategic planning
HRM makes strategic management effective by supplying the human capital that is competent,
committed and works in sync with organizational strategic goals. It predicts the future HR needs of the
organization after analysing the current human resources, the external labour market, and the future
HR environment that the organization will be operating in.

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 ROLES OF AN HR PROFESSIONAL

HR Generalist

HR Generalists are professionals who can perform a wide variety of responsibilities and can handle all
the functions related to HR. These professionals have a comprehensive knowledgebase that covers a
wide range of areas. Generalists typically work directly with employees, so they can have varied
responsibilities.
Individuals who prefer variety and diversity in their work may be well-suited as an HR generalist.

HR Specialist

Unlike the HR generalist, an HR specialist has expertise in one specific HR area, rather than little
expertise in multiple HR disciplines. Specialists typically have more clearly defined goals and time-
frames. They are required to exhibit a strong work ethic and keen attention to detail. Specialists tend
to have more comprehensive expertise of their subject, some of which include:

HR Risk HR Information
Development Management Systems
Specialist Specialist Specialist

Employee and Organizational Learning &

Labor Relations Development Development
Specialist Specialist Specialist

HR Business Partner (HRBP)

An HR Business Partner works directly with an organization's senior leadership to develop and direct an
HR agenda that closely supports organizational goals. Rather than working primarily as part of the
internal HR department, the HRBP works closely with senior leadership and collaborates regularly with
the C-suite. Placing a human resource professional in close contact with executive leadership makes HR
a part of the organizational strategy. An HRBP should ideally have strong business knowledge, a
comprehensive understanding of HR, and specific experience within its business sector.

HR Consultant

HR consultants advise and offer solutions to companies on a wide range of issues such as rewards and
compensation, staffing, organizational effectiveness, learning and development, employee relations,
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occupational health wellness, etc. They ensure that their client company is effectively using its personnel
to achieve the stated goals while ensuring the workforce is operating at a high level of efficiency. HR
consulting is an exciting, challenging, and inspiring profession, even for entry-level consultants.

FUTURE TRENDS IN HR

Digital Transformation
Digital transformation is a pivotal trend in Human Resources (HR), involving the adoption of digital
technologies to enhance organizational efficiency, effectiveness, and innovation. HR functions, including
recruitment, talent acquisition, learning and development, employee engagement, and performance
management, are impacted by the integration of tools such as data analytics, artificial intelligence, and
automation. HR's role in driving digital transformation includes developing a clear vision and roadmap
aligned with organizational goals, engaging stakeholders, building digital capabilities, and monitoring
results through key performance indicators.

Challenges in this process include managing cultural change, ensuring data privacy and security, and
seamlessly integrating various technologies. HR professionals play a crucial role in fostering a digital
mindset within the workforce, implementing training programs, and aligning HR strategies with the
broader organizational digital transformation initiatives. Ultimately, the successful implementation of
digital transformation in HR enhances decision-making, employee experiences, and overall
organizational effectiveness.

Quite Hiring
Quiet hiring is when companies move workers from one department to another in lieu of hiring a new
employee. The term was declared one of the nine workplace trends of the year by Gartner, a
technological research and consulting firm. Quiet hiring" appears to be a response to the "quiet quitting"
trend of late 2022: the idea of not working beyond what is strictly needed. Gartner reported that when
employees “quite quit”, organisations retain people but lose skills and capabilities. without adding new
full-time employees. The new trend sweeping across workplaces around the world is therefore a strategy
for an organisation to keep the necessary skills to avoid business disruption while still remaining cost-
effective. Often, it means hiring short-term contractors. Other times, it means encouraging current
employees to temporarily move into new roles within the organisation.

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As per Gartner, "quiet hiring" allows organisations to strategically "address acute, immediate business
needs by assigning existing employees to new roles, expanding existing employees' responsibilities through
stretch and upskilling opportunities (in both cases with commensurate compensation), by hiring temporary
workers to perform specific tasks, or any combination of the three". The tactic seemingly benefits
employees as well by offering opportunities to learn new skills and gain more experience, expand their
current skills, and unlock their potential in terms of strengthening their resume and making an employee
more marketable.

More Comprehensive DEI Strategies

Another trend that is foreseen is a growing recognition of the need to encompass various aspects of
diversity, including race, gender, sexual orientation, and disability, within DEI initiatives. Organizations
are expected to adopt more comprehensive and inclusive approaches. Additionally, there will be a
continued focus on promoting mental health, emphasizing the creation of a supportive ethos, and
offering resources. As remote work becomes prevalent, organizations will grapple with DEI challenges
related to a globally diverse workforce, addressing cultural differences and remote inclusion.

Continuous education and training on DEI topics will therefore persist as a key trend, with a focus on
cultivating an inclusive culture and minimizing bias. Also, there may be a greater push for transparency
in reporting and accountability to showcase progress in DEI efforts.

Tapping Into Hidden Talent

The labour market is evolving, and employers are constantly seeking innovative ways to fill their talent
gaps. One strategy gaining traction is tapping into the hidden workforce. This hidden workforce comprises
individuals who are often overlooked or underutilized for various reasons, such as disabilities, long-term
unemployment, or other barriers to traditional employment. In this article, we'll explore the concept of
the hidden workforce, its untapped potential, and how organizations can benefit from embracing
diversity and inclusion.

Understanding the Hidden Workforce

The hidden workforce encompasses a diverse range of individuals, each with their unique skills and
abilities. Some of the key segments within this workforce include:

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People with Disabilities: A significant portion of the hidden workforce comprises individuals with
disabilities. They may have physical, sensory, or cognitive impairments. These individuals often face
discrimination or a lack of accommodations that prevent them from accessing job opportunities.

Long-Term Unemployed: There are people who have been out of work for an extended period due to
various reasons, including economic downturns, personal setbacks, or changing industries. Employers
may be hesitant to hire them because of employment gaps.

Formerly Incarcerated Individuals: Ex-offenders often face societal barriers when re-entering the
workforce. They can be overlooked despite their potential for rehabilitation and reintegration.

Underrepresented Communities: People from underrepresented or marginalized communities, including

racial and ethnic minorities, LGBTQ+ individuals, and older workers, may encounter systemic bias that
limits their employment opportunities.

Gamification
Gamification is the usage of game mechanics and game thinking in non-game scenarios like business
environments. It uses attributes of games like fun, transparency, design, and competition, and applies
these to a range of real-world processes inside a company, which helps to increase engagement and
collaboration. Before implementing this process, a company needs to strategize and identify the
requirements which would not only engage and motivate the employees but will also lead to effective
development.

To leverage the advantages of gamification in learning, the first and most crucial step is to identify the
learning requirements. After identification, the company can collaborate with game developers to
suggest or develop games suitable to the company’s needs. The design should be such that the actions
and achievements are visible to the trainees and are not just for entertainment. It is designed so that
the employee competes with the co-participants or participates individually and, through this interactive
exercise, learns and earns rewards for his/her performance.

Companies like Deloitte, Cisco, Walmart, Cognizant etc. have been increasingly adopting gamification
for recruitment, onboarding, and learning and development functions of HR.

Forging Human-AI Alliance

The emerging trend of forging a Human-AI Alliance in Human Resources (HR) reflects a strategic integration
of artificial intelligence (AI) technologies to enhance, rather than replace, human capabilities. This

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alliance envisions collaborative decision-making, where AI augments human decision-makers by providing
data-driven insights for more informed choices. In recruitment and talent management, AI is leveraged
for tasks like resume screening and candidate matching, allowing HR professionals to focus on complex
aspects like cultural fit. Personalized employee experiences are facilitated through AI-driven platforms
analysing individual preferences and learning patterns.

In skills development, AI-powered learning platforms identify skill gaps, recommend personalized training,
and adapt content to individual learning styles. AI is also integrated into employee well-being initiatives,
offering real-time support for mental health and stress management. Ensuring ethical and inclusive AI
practices is crucial, with HR addressing bias in algorithms and promoting fairness in hiring. Change
management becomes integral as HR navigates organizational transitions, implementing reskilling
initiatives for employees to collaborate effectively with AI technologies. HR monitors the ethical use of
AI, ensuring compliance with data privacy regulations and safeguarding against biases. The Human-AI
Alliance in HR exemplifies a harmonious blend of technological advancements with a human-centric
approach, emphasizing well-being, growth, and inclusivity in the evolving workplace.

Forward Hiring
In 2024, a notable HR trend is the heightened competition for top talent, arising from increased success
in retaining existing employees post-pandemic. With attracting premier candidates for new roles
becoming more challenging, HR and talent acquisition professionals must adopt a forward-looking hiring
approach. This involves initiating the recruitment process early, consistently building and nurturing a
talent pipeline, and fostering relationships with potential candidates in advance. Such proactive
measures are crucial in a job market where immediacy often characterizes the demand for skilled
individuals. This strategic approach ensures companies have a competitive advantage in securing the
right candidates when the need arises, navigating the evolving landscape of talent acquisition in a post-
pandemic era.

Ending Siloed Operational Model:

The traditional workplace dynamics are being disrupted by a significant trend, which is the shift towards
ending siloed operation models in HR. Organizations are realizing the limitations of compartmentalized
structures and emphasizing collaboration and integration to foster innovation and agility. Breaking down
silos means that HR professionals actively participate in cross-functional teams and align human capital
strategies with overarching organizational goals. Integrated HR models contribute to a holistic
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understanding of employees, promoting a seamless flow of information, transparency, and cooperation.
This collaborative approach ensures that HR initiatives synchronize with the broader strategic vision of
the organization, reflecting a paradigm shift towards a more interconnected and responsive
organizational structure.

Purpose-Driven Work and Workplace

Over the past several years we’ve seen a new role emerge for HR: “Culture Architect and Community
Activist.” Employees are beginning to put more weight on the culture of an organization and how it
stands up for the values it espouses.
Increasingly, people want to work for a company that gives an employee purpose and meaning, whether
through their work or because of a belief in what the company stands for. Companies will seek to both
demonstrate their values and show employees and customers what the brand stands for.

HR Driving Climate Change Adaptation

Human Resources (HR) is assuming a pivotal role in driving climate change adaptation within
organizations, recognizing the imperative of a resilient and well-prepared workforce in the face of
environmental challenges. As sustainability gains prominence, HR professionals must pivot their focus to
meet the pressing demands of this responsibility.
The evolving landscape of sustainability-related legislation worldwide underscores the urgency for
organizations to address climate concerns. The EU's Corporate Sustainability Reporting Directive aims to
enhance reporting for EU companies and those engaging in business within the EU. Similarly, the UK has
introduced Sustainability Disclosure Standards, while the US SEC is in the process of formulating climate
change disclosure regulations.
Simultaneously, leading companies are embracing climate adaptation strategies instead of solely focusing
on mitigation. Unilever, for instance, implements water stewardship programs to safeguard water quality
and address supply risks. Nestlé advocates intercropping to support soil fertility and fortify climate-
resilient supply chains, and Bayer invests in developing seed varieties resistant to diverse climatic
challenges.
HR plays a pivotal role in advancing this agenda, aligning the workforce with the evolving climate reality.
By facilitating adaptation measures, HR contributes to organizational resilience, informed decision-
making, and the cultivation of sustainable practices. As climate change continues to impact businesses
globally, HR's proactive engagement in climate adaptation is integral to ensuring workforce preparedness
and organizational sustainability.

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Resolving the Productivity Paradox
With significant economic changes, disruptions, and technology advancements over the past 20 years,
productivity has always been high on the HR agenda. Although employee engagement, employee
experience, and well-being interventions have led to the highest job satisfaction in the US in the past
36 years, it has mostly failed to impact worker productivity. The little productivity that we gained is
mostly due to manufacturing becoming more efficient. White-collar productivity has flatlined since the
2008 financial crisis, presenting an opportunity for HR to find solutions.
HR should take a more holistic view of productivity, focusing on removing bottlenecks, formulating
strategies to improve performance, and rewarding behaviours that drive productivity. Data analysis will
play a key role here. Take the triple peak day, where Microsoft identified that productivity went up
between 6 and 8 p.m., leading to more support for work after hours for employees who chose to do so.
Another example is Shopify’s Meeting Cost Calculator which aims to reduce the number of meetings by
showing the financial cost of a meeting.
HR should also become better at measuring actual productivity, through smarter goal-setting, monitoring
output, and promotion of proven tools that increase productivity. Generative Artificial Intelligence (GAI)
can also play a critical role. The use of ChatGPT in business writing tasks increased productivity by 37%
and quality by 20%. Another study found that the use of GAI amongst 5,179 customer support agents at
a Fortune 500 software company saw GAI reduce onboarding time from 10 months to only 2 months (a
500% decrease!) while increasing their work quality by about 30%. These productivity gains are unheard
of and can revolutionize the way we work.
Finally, there is a role for more intentional workforce planning. Some of the biggest bottlenecks in
productivity are due to a lack of available and ready talent, which could result in significant financial
losses. Skills shortages could cost employers $8.5 trillion by 2030. Proactive workforce planning and
accessing new talent pools can help to create pipelines that can be utilized immediately. We will cover
this in detail in our next trend.

Some Commonly Asked PYQ

Usually, core HR questions aren’t asked unless you have selected PGDM-HRM as your first priority. If you
have work experience, you should have a general idea of the HR processes in your company. At this stage,
interviewers don’t expect you to know things in detail but you should be aware of how your pay was
structured, what benefits were you entitled to, how was your performance tracked, etc.

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Additionally, you can be prepared with the following HR/personality-based questions:
1. Tell me something about yourself (The most important B-School Interview Question; this is where
you can drive the interview in your favour by including talking points for the interviewers to ask)
2. What are your strengths and weaknesses? (Include stories from your experience)
3. How would you rate yourself in your interview? (Be ready to face follow-ups if you have rated
yourself differently from the interviewer’s perspective)
4. Why should we select you over other candidates? Or How are you different from your peers?
5. Why MDI Gurgaon?
6. Why MBA? Why not some other degree?
7. Your perspective on Work-Life Balance.
8. What are your motivating factors?
9. Give us an action plan on how would you improve yourself.
10. What has been your biggest achievement/failure in life? (While talking about your failure, make
sure you include your learnings)
11. What is the difference between a leader and a manager?
12. What are your short-term and long-term goals?
13. Why HRM or any selected specialization?
14. Describe a situation where you led a team of members. How did you deal with differences of
opinion within your team? How did you make sure that your team completed their tasks on time?
15. Questions around how you demonstrated various management skills in your life.
16. According to you, what are the three most important qualities in a manager/leader?

During the interview, make sure to keep a smile on your face, focus on
being confident and firm with your answers, and have faith in yourself.
Every interview has its ups and downs but fret not. Put your best foot
forward, answer questions honestly and shine in front of the
interviewers!
Team HR Direction wishes you all the best for your GDPI Prep!

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