Q1.Explain the role of HR executives in an organisation. Ans.

Hiring

An HR manager's objective is to maintain adequate staffing levels for a business and to fill each position with the applicant who is most qualified to perform the job successfully. To do this, an HR manager may post job openings, test applicants, conduct or schedule interviews, and attend recruiting events. Orientation/Training

Orientation entails introducing a new hire to the company and its goals, history, policies, workers, culture, and any other information essential to function within the company. According to the Bureau of Labor Statistics, training may entail classroom instruction, electronic learning, videos and other tools. Interactions

HR managers take employee complaints, mediate conflicts, promote communication, and in some cases, assist in negotiating union contracts. Employee Benefits

HR managers are also charged with providing information about employee benefits, such as 401(k)s, health insurance, life insurance, vacation time, transit subsidies, and stock plans. Performance Reviews/Discipline

In many companies, HR managers conduct or facilitate performance reviews, which is a discussion with an employee about how "she or he is doing relative to the standards and expectations laid out in the job description," according to the Bureau of Labor Statistics. This also includes providing any follow-up training or goals. If needed, HR managers perform or assist with the discipline or firing of employees for not following company policy. They also conduct exit interviews. Allocating Resources/Layoffs

HR managers may help with layoff decisions and allocating remaining resources after layoffs. They may be responsible for informing employees of the layoffs and providing them with severance information. Strategic Functions

The HR executive works closely with a company’s CEO and senior management to develop strategic plans related to employees. Retention strategies, organizational development and performance planning are areas managed by the HR executive. Q2.What are the steps involved in HR planning? Ans. Designing the Management System

A crosscutting issue in human resource planning is to ensure that a proper system is in place to handle the process. The overall aim of this system is to manage human resources in line with organizational goals. The system is in charge of human resource plans, policies, procedures and best practices. For example, the system should track emerging human resource management trends, such as outsourcing certain non-core functions, adopting

flexible work practices and the increased use of information technology, and, if appropriate, implement them. Environmental Analysis

The first step in the human resource planning process is to understand the context of human resource management. Human resource mangers should understand both internal and external environments. Data on external environments includes the following: the general status of the economy, industry, technology and competition; labor market regulations and trends; unemployment rate; skills available; and the age and sex distribution of the labor force. Internal data required include short- and long-term organizational plans and strategies and the current status of the organization's human resources. Forecasting Human Resource Demand

The aim of forecasting is to determine the number and type of employees needed in the future. Forecasting should consider the past and the present requirements as well as future organizational directions. Bottom-up forecasting is one of the methods used to estimate future human resource needs by gathering human resource needs of various organizational units. Analyzing Supply

Organizations can hire personnel from internal and external sources. The skill inventories method is one of the techniques used to keep track of internal supply. Skill inventories are manual or computerized systems that keep records of employee experience, education and special skills. A forecast of the supply of employees projected to join the organization from outside sources, given current recruitment activities, is also necessary. Reconciliation and Planning

The final step in human resource planning is developing action plans based on the gathered data, analysis and available alternatives. The key issue is that the plans should be acceptable to both top management and employees. Plans should be prioritized and their key players and barriers to success identified. Some of these plans include employee utilization plan, appraisal plan, training and management development plan and human resource supply plan.

Q3.What are the different types of on-the-job and off-the-job training? Ans. On-The-Job Training Jumping right into work from day one can sometimes be the most effective type of training. Here are a few examples of on-the-job training: Job instruction - a rather boring, but thorough way of gaining knowledge of about a task.combination of observation, explanation and practice. Trainers go through the job description to explain duties and answer questions. Use the intranet so trainees can post questions concerning their jobs and experts within the company can answer them. Coaching/Mentoring-Coaching/mentoring gives employees a chance to receive training oneon-one from an experienced professional. This usually takes place after another more formal

process has taken place to expand on what trainees have already learned.Here are three examples of coaching/mentoring: Hire professional coaches for managers Set up a formal mentoring program between senior and junior managers Implement less formal coaching/mentoring to encourage the more experienced employees to coach the less experienced. Off-The-Job Training Role Playing Role playing allows employees to act out issues that could occur in the workplace. Key skills often touched upon are negotiating and teamwork.A role play could take place between two people simulating an issue that could arise in the workplace. This could occur with a group of people split into pairs, or whereby two people role play in front of the classroom.Role playing can be effective in connecting theory and practice, but may not be popular with people who dont feel comfortable performing in front of a group of people. Management Games Management games simulate real-life issues faced in the workplace. They attract all types of trainees including active, practical and reflective employees.Some examples of management games could include: Computer simulations of business situations that managers play. Board games that simulate a business situation. Games surrounding thought and creativity - to help managers find creative ways to solve problems in the workplace, or to implement innovative ideas.

Outdoor Training A nice break from regular classroom or computer-based training, the usual purpose of outdoor training is to develop teamwork skills.Some examples include: Wilderness or adventure training - participants live outdoors and engage in activities like whitewater rafting, sailing, and mountain climbing. Low-impact programming - equipment can include simple props or a permanently installed "low ropes" course. High-impact programming - Could include navigating a 40-foot "high ropes" course, rock climbing, or rappelling. Outgoing and active participants may get the most out of this form of training. One risk trainers might encounter is distraction, or people who dont like outdoor activities.

Films & Videos Films and videos can be used on their own or in conjunction with other training methods.To be truly effective, training films and videos should be geared towards a specific objective. Only if they are produced effectively, will they keep the trainees attention. They are also effective in stimulating discussion on specific issues after the film or video is finished.Films and videos are good training tools, but have some of the same disadvantages as a lecture i.e., no interaction from the trainees.A few risks to think about - showing a film or video from an outside source may not touch on issues directly affecting a specific company. Trainees may find the information very interesting but irrelevant to their position in the company. Lectures Lectures usually take place in a classroom-format.It seems the only advantage to a lecture is the ability to get a huge amount of information to a lot of people in a short amount of time. It has been said to be the least effective of all training methods. In many cases, lectures contain no form of interaction from the trainer to the trainee and can be quite boring. Studies show that people only retain 20 percent of what they are taught in a lecture. Technology-Based Learning-Common methods of learning via technology include:

Basic PC-based programs Interactive multimedia - using a PC-based CD-ROM Interactive video - using a computer in conjunction with a VCR Web-based training programs

The forms of training with technology are almost unlimited. A trainer also gets more of the learner''s involvement than in any other environment and trainees have the benefit of learning at their own pace. Q5.What are the methods of carrying out job analysis? Job performance : The job analyst actually performs the job in question thus giving him/her afirst hand information of the job in terms of physical effort, hazards, emotional pressures, socialdemands and mental requirements. Observation Method : A job analysis technique where data is gathered by watching employeeswork. Difficult to observe managerial tasks. The analyst must observe average workers duringaverage conditions and the analyst should observe without getting directly involved in the job. Critical Incidents Technique : CIT is a qualitative approach to job analysis which is used toobtain speci fic descriptions of work. These incidents can be dissimilar. For e.g. a waiter beingrude to a customer can result in the loss of this customer for a lifetime. Individual Interview Method : M e e t i n g w i t h a n e m p l o ye e t o d e t e r m i n e w h a t h i s / h e r j o b entails but process is time consuming. Group Interview Method

: Meeting with a number of employees to collectively determine what their jobs entail. Technical Conference Method : A job analysis technique that involves extensive input from the employees supervisor. The method does not allow having the employees perception of thetask. This method is also called Panel of Experts Method . Diary Method : r e q u i r e s e m p l o ye e s t o r e c o r d t h e i r d a i l y a c t i v i t i e s b u t t h e p r o c e s s i s v e r ye x t e n s i v e w i t h a n u m b e r o f d a ys o b s e r v a t i o n s t o b e t a k e n i n t o a c c o u n t m a k i n g t h e p r o c e s s expensive Structured Questionnaire Method : Workers are given a well-structured questionnaire whichthey check and rate from a long list of possible task items. This technique while being excellentdoes not allow for follow-up questions to be askedSome of the standard questionnaires that are widely used: Position Analysis Questionnaire (PAQ) : is a standardized questionnaire developed at Purdue University to quantitatively sample work oriented elements. It contains 194 itemsd i v i d e d i n t o s i x m a j o r d i v i s i o n s . T h e P A Q p e r m i t s m a n a g e m e n t t o s c i e n t i f i c a l l y a quantitatively group inter-related job elements into job dimensions. Employees Activities in PAQ Information Input : Where and how does the employee get the information s/he usesin performing her/his job?Examples:Use of written materials Near-visual differentiation2. Mental processes : W h a t r e a s o n i n g , d e c i s i o n m a k i n g , p l a n n i n g a n d i n f o r m a t i o n - processing activities are involved in performing the job?Examples:Levels of reasoning in problem solvingCoding/decoding3. Physical activities : What physical activities does the employee perform and what toolsor devices does s/he use?Examples:Use of keyboard devicesAssembling/disassembling4. Relationship with other people : What relationship with other people is required in performing the job?ExamplesInstructingContacts with public, customers5. Job context : In what physical and social context is the work performed?ExamplesHigh temperatureInterpersonal conflict situations6. Other job characteristics : What activities, conditions or characteristics other than those described above are relevant to the job?ExamplesSpecified work paceAmount of job structure. Management Position Description Questionnaire (MPDQ) : i s a s t a n d a r d i z e d instrument designed specifically for use in analyzing managerial jobs. The 274 itemquestionnaire contains 15 sections. Functional Job Analysis (FJA) : is a worker-oriented job analysis approach to describethe whole person on the job. FJA is frequently used in government jobs.

Q4.What are the benefits of carrying out performance appraisal in organisations? Ans. Benefits for Employees One of the most important benefits for an employee is that he clearly understands his role in the organization, and what is exactly expected from him. When a person knows this, he can focus on his work better and deliver quality work which will match the standards set by the management. Moreover, they get to know the way the performance appraisal process is conducted by their supervisors. Performance appraisals are mainly conducted for employees to help them understand their strengths and weaknesses and improve themselves accordingly. The management also suggests some ways through which the employees can improve their performance. In the appraisal session, the employee can discuss the areas where he needs more training and support with the management so that he does not lag behind in the work allotted to him. Benefits of performance appraisals also include recognition for good work done and getting opportunities for further career development. They can be very useful in providing employees with much-needed motivation, satisfaction and support. These appraisals help an individual understand that the organization is taking keen interest in their career development and performance. Benefits for Supervisors As said above, the benefits of performance appraisals are also for supervisors who direct the entire process. During the appraisal process, the supervisors get the time to interact with the employees and understand their difficulties. From the way an employee talks, they can judge his confidence levels and spot his weaknesses. The appraisals give them knowledge of the available human resources and a chance of motivating the employees to achieve better results. In the appraisals, the supervisors reward ace performers, develop a rapport with all employees, uplift the morale of teams and identify employees needing special attention for uplifting their performance. Supervisors/seniors can also get a lot of job satisfaction and understand the importance of their job through the appraisal process. A supervisor gets to know of the training and development needs of an employee through appraisal sessions. Once this happens, they can arrange for special sessions in the areas of concern to increase the efficiency of employees in performing their job. Benefits for the Organization For all kinds of organizations, performance appraisals are very important to identify candidates with high potential. The company can get to know about the expectations of the employees from the company, and what is their view about the promotion and pay policies of the management. Employee training plans can be chalked out after considering the areas where maximum employees need improvement. Performance appraisals help organizations improve the overall workforce efficiency, skills and productivity and build good relationships with each employee. The database which is prepared after the performance appraisal can help to decide how successful the company's induction and recruitment policies are. The company management, with the help of appraisals know whether the quality of their workforce has improved or declined. Keeping the employees motivated and rewarding the top performers is vital to boost their morale, as this has a direct effect on the overall performance of the company. So, it is the duty of the management to make this process more transparent and efficient to see better results going ahead.