Nadimpalli Satyanarayana Raju Institute of Technology (Autonomous).

IQAC: Quality Management System (QMS)

Semester End Regular Examination, June/July, 2022

Degree MBA Academic Year 2021 - 2022 Semester IV

Course Code 20MBH04 Test Duration 3 Hrs. Max. Marks 70 Course Talent Management
Answer any FIVE questions
All questions carry marks
Question No. 8 is compulsory
S. No. Questions Marks
1 (a) Explicate the process of Talent Management in detail. 7M
1 (b) Discuss the role of HR Leadership in building sustainable competitive advantage to a firm. 7M
2 (a) What is competency mapping? Explain the approaches to competency mapping. 7M
Describe talent acquisition strategies in an organisation. What difficulties do organisations face while
2 (b) 7M
sourcing the talent?
3 (a) Enumerate the contents to be included in Employee Satisfaction Survey. 7M
3 (b) Define Critical Incident Technique and discuss its significance in a company. 7M
“With the changing times, talent acquisition has also undergone a paradigm shift.” Do you agree with
4 (a) 7M
the statement? Substantiate your answer with strategic trends in Talent Acquisition”.
4 (b) What are the various sources of recruitment used in present era? 7M
5 (a) What do you mean by talent multiplication? How does it helps the organizational performance? 7M
5 (b) Briefly explain role of Performance linked career planning and promotion policy. 7M
Rakesh, HR manager of Porus Chemical is facing the problem of employee engagement from last 6
6(a) 7M
months. What strategies will you suggest him to improve employee engagement?
6 (b) Explain the dimensions of Succession Plans. 7M
7 (a) How to identify managerial positions which are crucial for the successful business? 7M
7 (b) Describe the various components of Total Rewards in detail. 7M
Read the following case and answer the questions.

Unique Funds Ltd. Is a reputed finance company having 10 branches in different parts of the country?
Its staff includes 290 operative employees and 70 executives. The company has a performance rating
plan under which the staff members are rated at the end of each financial year by a committee of two
executives by means of graphic scale. The qualities considered are: responsibilities, initiative,
dependability, leadership potential, cooperative attitude and community service. After the performance
is evaluated, the ratings are discussed with the concerned employees by their immediate boss and are
used to counsel them and arrange further training for them. The ratings are also used for granting or
withholding of increments and promoting of meritious staff.
Recently, two employees working at the Head Office have been denied annual increments due to
8 comparatively low ratings. They have made a representation the Chief Executive of the company 14M
expressing their dissatisfaction with the appraisal system and insisting that community service is not a
part of their job and it should not influence their ratings. The employees seem to organize a union and
demand that annual increments should be granted automatically.
The Chief Executives feels that performance appraisal is a dangerous source of friction and it
should be discontinued altogether.
Questions:
(a) If you were the Human Resource Manager, how would you defuse the problem?
(b) How far do you agree with the Chief Executive’s view that performance appraisal should be
discontinued?
(c) On what lines would you recommend modifications in the performance appraisal system of the
company?

AC 15. 00. 2021. Question Paper for End Semester Examination | Academic Regulation 2020
 N S RAJU INSTITUTE OF TECHNOLOGY
(AUTONOMOUS)
SONTYAM , ANANDAPURAM, VISAKHAPATNAM – 531 173
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SCHEME OF EVALUATION
Course Code / Course Name: 20MBH04/TM.

1.a. Explicate the process of Talent Management in detail.

Ans.
The 7 Steps of a Great Talent Management Process

1. Step 1: Specify What Skills You Need. ...

2. Step 2: Attract the Right People. ...
3. Step 3: Onboard and Organize Work. ...
4. Step 4: Organize Learning and Development. ...
5. Step 5: Hold Performance Appraisals. ...
6. Step 6: Strategize to Retain Your Best Talent. ...
7. Step 7: Plan for Successions.

1.b. Discuss the role of HR Leadership in building sustainable competitive advantage to a firm.
Ans. Business Growth- If you are planning to expand your business, you most likely will need additional
employees therefore establishing a workforce plan is necessary to ensure you are able to hire the right
employees in the time in which you need them. Developing a workforce plan involves forecasting how long it
will take to hire the employee, where you will

Maximizing and Optimizing Operations- Whether your goal is to achieve quality, quantity, or efficiency,
ensuring you have the right people in the right positions is critical for achieving business operations goals that
are linked to profitability. In addition, a workforce plan can accomplish this objective. Workforce planning also
includes conducting

Developing innovation as a competitive edge.

Developing innovation is fostered in a company culture that provides opportunities that support
entrepreneurship. Entrepreneurship is the concept that your employees have the resources and abilities to
solve the company problems that lead to increased productivity and profitability within your company. One
way to develop a company culture that fosters entrepreneurship is to allow employees from all levels of the
organization to solve problems in either a group setting or individually. As part of this initiative,

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HIRE PROFESSIONALS WITH EXPERIENCE

Human resource professionals vary in the kinds of skills and experience they bring to a job. Many are
administrators proficient at processing payroll and executing benefits programs, but have little more
leadership status than your clerical workers. You can upgrade your HR department to include recruitment
specialists who also understand your company’s strategic roles and can play an integral part in shaping
your business success.

2.a. What is competency mapping? Explain the approaches to competency mapping.

Ans.

Competency mapping is the process of identifying the specific skills, knowledge, abilities, and
behaviours required to operate effectively in a specific trade, profession, or job position. Competency
maps are often referred to as competency profiles or skills profiles.

METHODS OF COMPETENCY MAPPING

There are various methods of competency mapping are:

1. Assessment Centre
2. Critical Incidents technique
3. Interview Techniques Competency Mapping
4. Questionnaire
5. Psychometric Tests

Methods of Competency Mapping

Assessment Centre

It is a certain function of identifying the skill & the potential for growth. It uses a few methods to evaluate
employees for human resource and manpower purpose & decisions

Critical Incidents technique

A process of systematically identifying the behaviours that contribute to the success or failure of the
competencies in specific situations.

Interview Techniques Competency Mapping

Every organization has different techniques of interviewing the competencies as a part of competency
mapping.

Questionnaire

A certain technique that is followed by the organization that prepares a list of questions that the users would
fill in a return.

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Psychometric Tests

The sole focus of psychometric assessment is that many organizations use as this part of the selection
process, where there’s a natural wariness about the unknown.

TYPES OF COMPETENCY MAPPING

Broadly, there are 4 types of competency Mapping:

1. Intellectual Competencies
2. Motivational Competencies
3. Emotional Competencies
4. Social Competencies

2..b. Describe talent acquisition strategies in an organisation. What difficulties do organisations face
while sourcing the talent?

Sourcing

With a shortage of key skills and increasing competition in a global market, uncovering qualified talent is a
daunting challenge. Organizations looking to gain a competitive advantage can no longer afford a reactionary
approach to sourcing. As a result, they are reexamining existing methods in order to broaden their reach and
improve efficiencies. Innovation in sourcing technology is helping to drive this change.

Background Screening

Background screening is a critical component of any talent acquisition strategy. Without a standard and
efficient approach to compiling and authenticating candidate information, organizations will lose quality talent
and become vulnerable to risk and compliance issues. In today’s highly competitive market, HR leaders need
to think more strategically about background screening- particularly around their technology investments.

Recruitment Process Outsourcing

RPO helps companies create greater efficiencies, reduce costs and improve processes during both a strong
and weak economy. Historically viewed as a tactical, administrative service, RPO has evolved into a more
strategic endeavor –responsible for igniting organizational change and driving business outcomes. This study
will look at the maturity of RPO into a transformational business initiative.

Mobile Talent Acquisition

The “consumerization” of enterprise mobility is redefining today’s workforce. Employees that have grown
accustomed to a simple, modern user experience in personal consumer applications now expect the same of
business and talent management applications. Recruiting is no exception.

Video in Talent Acquisition

Cutting costs, improving efficiencies and standardizing processes are just a few of the reasons that
organizations are embracing video interviewing tools. When it comes to innovation in talent acquisition, video
is unquestionably part of the discussion.

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 3.a. Enumerate the contents to be included in Employee Satisfaction Survey.

Ans. 1. Personalized for every stage of the employee lifecycle

2. Real-time actionable insights

3.Efficient action planning

4. Employee feedback analysis

5. Reduce unwanted attrition.

3.b. Define Critical Incident Technique and discuss its significance in a company.

Ans.

Critical incident method or critical incident technique is a performance appraisal tool in which analyses the
behavior of employee in certain events in which either he performed very well and the ones in which
he could have done better. Critical incident technique is used to collect data using a set of procedures

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IMPORTANCE OF CRITICAL INCIDENT TECHNIQUE
Critical Incident Technique is very helpful while making a Job Specification and Job Description. The
respondents, usually the job incumbents are asked to tell a story about the experiences they had while
performing the job, the interviewer notes down the necessary incidents, skills, mental abilities, knowledge and
other attributes that were used during the job by the job incumbent. Critical incident technique is very
important and helpful technique to create a Job description and a job specification for a job. Providing a job
description and job specification is essential to attract the right candidates for the job and can help to cut
down the turnaround time for filling up a vacancy in the organization.

4.a. “With the changing times, talent acquisition has also undergone a paradigm shift.” Do you agree
with the statement? Substantiate your answer with strategic trends in Talent Acquisition”.

Ans.

1.Virtual recruitment

One of the emergent talent acquisition trends has to be virtual recruitment. Due to the unprecedented impact
of the pandemic, companies had to shift their recruitment practices almost entirely into virtual mode.This
trend would continue, as it is cost-effective and, frankly speaking, saves a lot of time on both the recruiter’s
and the candidate’s ends.

2. Recruiters would influence the changeover to remote work

Recent trends in recruitment have witnessed potential employees looking for flexible work hours as one of
their job expectations. Flexibility has become part of the new normal today when the workplace rapidly adapts
to new technological advancements.

3. Use of artificial intelligence in recruitment

Artificial intelligence (AI) is one of the emerging trends in recruitment and selection. AI is
transforming candidate evaluation and screening, which is changing the HR and recruitment process.

6
Employee onboarding and overall employee management could improve to a great extent by integrating AI in
recruitment processes.

4. Acquisitions

Workforce is the most vital asset in any company and holds the utmost value. Talent acquisition trends in
2021 are likely to include an ample number of acquisitions. Recruiters do not want to spend excessive time
and money simply conducting elaborate hiring processes and finding only a few precious eligible candidates.

5. Diversity in the workforce

The performance of a company improves to a great extent just by making the workforce diverse. Therefore,
diversity should not be simply a new trend in recruitment and selection but a continuing practice.

6. Predictive analytics

Predictive analytics has turned out to be a good suit for companies that focus on leveraging it. It is one of the
latest hiring trends that is helping companies in accessing and predicting a prospective candidate’s behavior.

7. Recruitment through social media

Social media can turn out to be one of the best practices and emerging trends in recruitment and selection. It
seems logical for companies to utilize social media platforms such as Facebook for recruitment. Recruiters
can use social media features such as posts, photos, videos, and hashtags as a part of their recruitment
strategy.

4.b. What are the various sources of recruitment used in present era?
Ans.

Sources of Recruitment:

• Promotions: ADVERTISEMENTS: ...

• Retirements: The retired employees may be given the extension in their service in case of non-
availability of suitable candidates for the post. ...
• Former employees: ...
• Transfer: ...
• Internal advertisement: ...
• Press advertisement: ...
• Campus interviews: ...
• Placement agencies:
5.A. What do you mean by talent multiplication? How does it helps the organisational performance?
Ans.

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TALENT MULTIPLICATION

Human Resource (HR) organizations developed over the decades from “Personnel” departments, focused on
basic staff services such as payroll, to “strategic” HR departments in charge of a plethora of concerns
including recruitment, learning and development, compensation, internal communications, and organizational
design [2]. In more recent times, HR organizations became more integrated with the business as they took on
a wider talent management remit including competency management, succession planning, leadership
development, and systems integration. This evolution is essentially shaped by business attitude to talent.

Figure 1. Evolution of talent management and human resource organizations [3]

Modern talent management is concerned not just with the individual but looks at developing the collective in
order to obtain multiplicative talent effects that are larger than the sum of individual talents. It starts with a
definition of the organization's talent needs. These should be tightly linked to the strategic objectives of the
business. Once talent needs are clearly and rigorously defined, organizations should have a strategy to
discover and source talent. A “supply chain” inspired approach is often used to diversify and monitor talent
supplies, balance supply and demand, and maximize ROI.

5.b. Briefly explain role of Performance linked career planning and promotion policy.

Ans.

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CAREER PLANNING AND DEVELOPMENT: MEETING BUSINESS AND EMPLOYEE NEEDS

In recent decades, career development has seen a shift in the way it is approached. Traditionally, it was up to
an organization to ensure that its employees had the skills to meet the company’s long-term goals. Now,
however, employees advocate that they are—and should be—responsible for their own career development.

This shift has changed the way that organizations handle career development. Career development is viewed
today as a kind of partnership with employees. It is also a key component of a company’s attraction
and retention strategy. Many candidates will not consider employment with an organization unless it offers
career development as a basic component of its culture.

CAREER DEVELOPMENT FROM TWO PERSPECTIVES

Career development should be considered from the perspectives of both the organization and the employee:

• Organization: What skills and knowledge do we require to achieve our business goals?
• Employee: What are the skills and knowledge I think critical to my current and future career plans?

BUILDING AN ORGANIZATIONS’ CAREER DEVELOPMENT PROGRAM

Organizations should consider two factors when putting together their career development program:

1. The business plan

2. Employee career paths
Clearly, an organization must consider its overall direction and goals in order to assess the competencies that
they need from their workforce to be successful. It is equally important that the organization take into account
an employee’s motivation to succeed as an individual.

detailed job descriptions and support through management coaching..

9
Career planning discussions

Discussions of career planning typically include the following:

• Current job: Does the employee have the skills to meet the responsibilities of their current job?
• Gaps: Assess the person’s current levels of competency and their future requirements. This will
reveal what gaps need to be addressed to develop their skills so they can meet future job
requirements
• Future aspirations: Where does the employee see themselves in the future? What business results
do they hope to achieve?
• Career plan: Develop a roadmap that enables the employee to acquire the skill set needed for their
current job and for the future. Use a career plan template as part of the performance review process.
The template should include:
o Areas of development
o Development goals:
▪ Action steps
▪ Expected completion date
▪ Obstacles and solutions
▪ Evaluation criteria

6.a. Rakesh, HR manager of Porus Chemical is facing the problem of employee engagement from last 6
months. What strategies will you suggest him to improve employee engagement?
Ans: 7 Tips to Increase Employee Engagement Without Spending a Dime

1. Supply the Right Tools.

2. Give Individual Attention.
3. Provide Training and Coaching.
4. Listen to Employees.
5. Get Social.
6. Serve Others.
7. Recognize Proudly and Loudly.

6.b. Explain the dimensions of Succession Plans.

Ans.

Succession planning is a strategy for identifying and developing future leaders at your company — not just at the
top but for major roles at all levels. It helps your business prepare for all contingencies by preparing high-
potential workers for advancement.

Here are seven tips for kick-starting the succession planning process at your company.

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1. BE PROACTIVE WITH A PLAN

Sometimes, you’ll know well in advance if a hard-to-replace team member is going to leave the company — a
planned retirement is a good example. But other times, you’ll be caught off-guard by a sudden and potentially
disorienting employee departure. That’s why you need a plan — now.

2. PINPOINT SUCCESSION CANDIDATES

Once you have a handle on the ripple effect that the departure of certain employees might cause, choose team
members who could potentially step into those positions.

While the obvious successor to a role may be the person who is immediately next in line in the organizational
chart, don’t discount other promising employees. Look for people who display the skills necessary to thrive in
higher positions, regardless of their current title.

3. LET THEM KNOW

In private meetings, explain to each protege that they’re being singled out for positions of increasing importance.
Establish an understanding that there are no guarantees, and the situation can change due to circumstances
encountered by either the company or the succession candidates themselves.

4. STEP UP PROFESSIONAL DEVELOPMENT EFFORTS

Ideally, you have already been investing in the professional development of those you select as your succession
choices. Now that preparation needs to be ramped up. Job rotation is a good way to help your candidates gain
additional knowledge and experience. And connecting them with mentors can boost their abilities in the critical
area of soft skills: The best leaders have strong communication skills, as well as polished interpersonal abilities,
such as empathy and diplomacy.

5. DO A TRIAL RUN OF YOUR SUCCESSION PLAN

Don’t wait until there’s a crisis to test whether an employee has the right stuff to assume a more advanced role.
Have a potential successor assume some responsibilities of a manager who’s taking a vacation. The employee
will gain valuable experience and appreciate the opportunity to shine. And you can assess where that person
might need some additional training and development.

6. INTEGRATE YOUR SUCCESSION PLAN INTO YOUR HIRING STRATEGY

Once you’ve identified employees as successors for critical roles in your organization, take note of any talent
gaps they would leave behind if tapped. That can help you identify where to focus your future recruiting efforts.

7. THINK ABOUT YOUR OWN SUCCESSOR

When making a succession plan for your organization, keep in mind that your own role will someday require
backfilling. Maybe you’ll decide to take advantage of a new opportunity, or you’ll put in your time and retire from
the workforce. So it’s important to ask yourself, which employee could step into your shoes one day? And what
can you do, starting now, to help that person prepare for the transition?

7.a. How to identify managerial positions which are crucial for the successful business
Ans.
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Succession planning is a process of preparation, not pre-selection. Organisation regardless of sizes can
benefit from implementing a succession plan as it requires the managers, leaders, and HR professionals to
conduct a comprehensive and ongoing evaluation on the competencies of every employee as well as taking
in the organisational structure and organisation's goals.

The very first step of any succession plan is to identify positions that are critical. Certainly, these positions do
not limit to just the C-level executives but also roles that can potentially make a significant impact on the
organisation operationally and strategically.

Often times, middle management positions do not get the attention they deserve. Organisations tend to forget
that these managers also play an important role in the development of a business as they act as a link to
connect the C-level and the lower-level employees.

There are three criteria to look for when determining whether or not a position is important to the future of
your business.

7.b. Describe the various components of Total Rewards in detail.

Ans.

A total rewards system comprises all the efforts that an employer can use in recruiting, motivating and
keeping employees. According to the Grameen Foundation, a total rewards system includes five
elements: compensation, benefits, professional development, recognition and work-life balance.

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FIVE COMPONENTS OF A TOTAL REWARDS SYSTEM

The right rewards system is a blend of monetary and non-monetary rewards offered to employees. It can
generate valuable business results in terms of increasing productivity and loyalty, and has hiring
advantages too since a good rewards programs should make your organization stand out from other
employers, reports the Society for Human Resource Management. Generally, there are five pillars of a
comprehensive rewards system: compensations, benefits, flexibility, performance recognition and career
development.

WAGES AND SALARIES

In the total rewards model, compensation is viewed holistically and comprises not only base salary, bit the
other types of compensation that motivate employees to perform well. For example, a variable-pay system
rewards employees based on performance. Once the employee achieves this level of pay, it must be
earned again for each subsequent pay period.

BENEFITS THAT GO BEYOND

Within the total rewards framework, employers may seek to offer benefits that go beyond the legally
mandated minimum of Social Security insurance, Medicare, unemployment insurance, worker’s
compensation insurance and state disability insurance. Your vacation package, along with leave of
absence, sick leave and bereavement leave, can attract top-notch employees. Consider offering a variety
of retirement plans from simple Individual Retirement Accounts to retirement benefits plans.

WORK-LIFE BALANCE

Your work environment should promote a healthy balance between work and personal time. If you create
an atmosphere that recognizes your employees’ needs to have a work schedule that allows them to get
enough rest, you foster better morale. Offer flexible scheduling for those who must take care of elderly
dependents.

RECOGNIZING GOOD PERFORMANCE

Institute a system of recognition awards including peer recognition and team recognition. These awards are
voted by the recipient's coworkers and can boost morale by singling out exceptional performances. You
can add employee-of-the-month awards and appreciation luncheons to let employees know you are aware
of excellence in the workplace. You can also offer recognition for employees who reach specific goals.

CAREER DEVELOPMENT

If you offer professional development, you not only foster employee loyalty, you improve the skills of your
workforce. Provide tuition assistance, technology training, time off for outside seminars or mentoring
programs that help employees grow in their careers.

8. CASE STUDY : INTRODUCTION OF CASE.

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Unique Funds Ltd. Is a reputed finance company having 10 branches in different parts of the country? Its staff
includes 290 operative employees and 70 executives. The company has a performance rating plan under which the
staff members are rated at the end of each financial year by a committee of two executives by means of graphic
scale. The qualities considered are: responsibilities, initiative, dependability, leadership potential, cooperative attitude
and community service. After the performance is evaluated, the ratings are discussed with the concerned employees
by their immediate boss and are used to counsel them and arrange further training for them. The ratings are also used
for granting or withholding of increments and promoting of meritious staff.

PROBLEM IN CASE.

Recently, two employees working at the Head Office have been denied annual increments due to comparatively low
ratings. They have made a representation the Chief Executive of the company expressing their dissatisfaction with the
appraisal system and insisting that community service is not a part of their job and it should not influence their ratings.
The employees seem to organize a union and demand that annual increments should be granted automatically.

SWOT ANALYSIS:

Strength of the case.

Unique Funds Ltd. Is a reputed finance company having 10 branches in different parts of the country? Its staff
includes 290 operative employees and 70 executives .and the company have larger business growth. The HR have
rich knowledge in performance appraisal.

Weakness of the case.

In this case the HR manager failed to provide feedback to to the employees those are having dissatisfaction

About performance appraisal system adopted by the company.

Opportunity of the case:

HR manager have a opportunity to convince the two employees about their performance rating, that the reaming
rating points have larger extent to their performance ranking

Threat in the case:

The two dissatisfied employees are seeming to organize a union, if union may organize they can play a key role in
every time in motivating all if any dissatisfaction arise.

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