1. What are the 4 key elements of business process re-engineering?

Fundamental, Dramatic, Radical, Process Fundamental, Innovative, Radical , Process Innovative, Radical, Dramatic, Process, Fundamental, Dramatic, Radical, Innovative

2. Which of the following are not components of competency? Skill Knowledge Attitude Perception

3. What is the first step in developing competency catalogue? Identifying competency components Developing competency catalogue Developing competency profile Conducting competency workshop

4. Which of the following is a part of the consultancy proposal? Required results Costs Method All of the above

5. Which of the following is not a part of the Entering process? Clarifying organization issue Determining the relevant client Executing the change strategy Selecting the consultant

6. The forces for change in the Force Field Analysis are: Well learned skills New Technology Supervisor pressure Better raw material

7. Which of the following is not a contingency related to change situation? Readiness for change Cultural Context Capability of Change Organizational structure

8. Which of the following is a component of techno structural intervention? Reengineering Process Consultation Third party Intervention Team Building

9. Which of the following is a component of human process intervention? Structural Design Downsizing Reengineering Process Consultation

10. Which of the following is a component of strategic intervention? Reward system Coaching and Mentoring Career planning and development Culture Change

SHORT ANSWER TYPE QUESTIONS 1. What is outsourcing? List 3 most commonly outsourced HR services. The performance by outside parties, on a recurring basis, of tasks that would otherwise be performed in-house. Background Checks 73% Employee Assistance/Counseling 66% FSA Administration 67%

2. What are the benefits and risks of HR Outsourcing (HRO)? Benefits:

Allow HR to focus on core competencies Creates strategic opportunities for HR professionals Improve quality, efficiency, and effectiveness Relief from administrative burdens Reduce operating costs Access to outside HR expertise Greater diversity of HR services

Risks: Over promise and under deliver Nonperformance of key function Cost Loss of institutional knowledge Difficulty managing vendor relationship Change in providers business or financial stability Lack of fit with company culture Organizational resistance or un-readiness

3. Define HR audit. What are the objectives of HR audit? The Human Resources (HR) Audit is a process of examining policies, procedures, documentation, systems, and practices with respect to an organizations HR functions. An HR Audit is a tool for evaluating the HRM activities of an organization. The objectives are: To expose the strengths and weaknesses in the HR function, and any issues that need resolution. To evaluate the efficiency and effectiveness of HR functions such delivery of services and value addition. To ensure whether the HR function is on the right path to achieve and helping company to achieve its goal / objectives or not.

4. What are different approaches of HR auditing? Explain each of them. Comparative approach In the comparative approach, the auditors identify another company as the model. The results of their organization are compared with those of the model company. Outside authority approach In the outside authority approach, the auditors use standards set by an outside consultant as benchmark for comparison of own results

Statistical approach In the statistical approach, statistical measures of performance are developed based on the companys existing information Compliance approach In the compliance approach, auditors review past actions to determine if those activities comply with legal requirements and company policies and procedures Management by objective approach The MBO approach creates specific goals against which performance can be measured. Then the audit team researches HR by MBO

5. What are different types of organizational culture?

TYPE Academy Club Baseball team Fortress

DESCRIPTION Employees stay within a narrow specialty and are promoted after they master a new job thoroughly Employees are trained as generalists and promoted on the basis of seniority. Employees are rewarded for what they produce. Risk-taking and innovation are highly valued Preoccupied with survival, these cultures reward employees who can reverse the organizations sagging fortunes

6. What are psychological contracts? A psychological contract may be defined as an unwritten agreement between individuals and the organization of which they are members. It describes certain expectations that the organization has of the individual and the individual's expectations of the organization. Because the two parties are growing and changing, the contract must be open-ended, so that old issues and new issues can be renegotiated.

7. Explain in brief the Deming Wheel or PDCA Cycle. It is a step-by-step approach to problem solving with the acronym PDCA meaning: Plan, Do, Check, Act.

In the planning stage, a consultant develops a working hypothesis in consultation with manager about why a given problem exists and then develops a proposed solution to the problem The second step is to implement, or do, the proposed remedy Next, the consultant along with manager studies or checks the result of the action taken. The focus of this review is to determine whether the proposed solution achieved the desired result-was the problem solved? The fourth step then depends upon the interpretation of the check on results. If the problem was solved, the management should act to institutionalize the proposed solution