Q1) What is the difference between HRD, HRM, and Personnel

Management?

Human Resource Development: HRD is a component of HRM that
focuses on nurturing employees skills. Because the process of hiring new
employees can be long, and expensive, most companies employ the strategy of
HRD to promote longevity of employees within the company because through
this an employee is likely to progressively scale up the managerial skills. HRD
does not only focus on development of skills but also focuses on the personal
development of the employees. Because peoples needs and expectations are
everyday growing and changing this section of HRM is specifically there to
help employees cope with such and prepare them for future uncertainties. HRD
aims at developing a superior workforce so that the company and individual
employees may achieve their work goals in the customers service. It can take
on a formal approach as in a classroom or laboratory training in a case where it
may apply. It may also take the informal route where an employee receives
coaching or simple mentorship from his superior, usually a manager.

Human Resource Management: HRM was started by Elton Mayo. It is the
organizational function that deals with issues related to people such as
compensation, hiring, performance management, organization development,
safety, wellness, benefits, employee motivation, communication, administration,
and training. HRM is also a strategic and comprehensive approach to managing
people and the workplace culture and environment. Effective HRM enables
employees to contribute effectively to the overall company direction and the
accomplishment of the organization's goals and objectives.

Personnel Management: Personnel management is an administrative
discipline of hiring and developing employees. It includes; Conducting job
analyses, planning personnel needs and recruitment, orienting and training,
determining and managing wages and salaries. It is a traditional approach of
managing people in the organization. Personnel management, personnel
function is undertaken for employee's satisfaction. In personnel management,
decisions are made by the top management as per the rules and regulation of the
organization.



Q2) Write down the process of building up a Job Description?
Job descriptions are usually essential for managing people in organizations. Job
descriptions are required for recruitment so that the applicants can understand
the job role. Job descriptions are necessary for most people in work. A job
description defines a person's role and accountability. Without a job description
it is usually very difficult for a person to properly commit to, or be held
accountable for, a role. Smaller organisations commonly require staff and
managers to cover a wider or more mixed range of responsibilities than in
larger. Therefore in smaller organisations, job descriptions might necessarily
contain a greater number of listed responsibilities.
Job Descriptions indicates that these responsibility areas would normally feature
in most job descriptions:
Communicating (in relation to whom, what, how - and this is applicable to all
below)
Planning and Organizing
Managing Information or General Administration Support
Monitoring and Reporting
Evaluating and Decision-Making
Financial Budgeting and Control
Producing Things
Maintaining/repairing things
Quality control (for production roles normally a separate responsibility;
otherwise this is generally incorporated within other relevant responsibilities)
Health and safety (normally the same point for all job descriptions of a given
staff grade)
Using equipment and systems
Creating and developing things
Self-development (normally the same point for all job descriptions of a given
staff grade)




Q3 Write short note on different types of selection tools?

1) Structured I nterviews
Structured interviews allow us to ask the same questions in the same format
to each applicant. The format is based on the key areas of the job, related to
the job description and person specification. Using a structured interview
takes the pressure off the employer by allowing them to listen to the answers
and knowing that all areas that need to be covered will be, compared with
the sit around the table general chat. Ideally, with an interview you want a
panel of two or three, with each person having set questions to ask. This
allows enough time for us to record answers and make notes in the
interview. It also gives us time to really listen to the applicants answers.
When interviewing, there will tend to be two types of questions you will
ask: behavioural and situational. Behavioural questions rely on the premise
that past behaviour is the best predictor of future behaviour. Therefore
questions are structured to provide an example from an applicants past
behaviour where they have demonstrated a particular skill. Situational
questions rely on the premise that future job performance can be predicted
from the intentions and goals of the applicant. Questions are structured to
give an applicant a theoretical situation and ask them how they would
handle it.

2) Work Samples
Work samples involve getting an applicant to do a task related to what they
will be doing in the job. It is common in other industries as part of the
selection process for applicants to perform a work sample. This is a way of
testing their competency and also identifying areas for training if they are
successful. In more senior positions the work sample tests will become
longer and more in-depth. The advantage of work samples is that they can
be tailored to fit what is most important to you as an employer.

3) Reference Checks
It is important to note that you must get permission from the prospective
employee to contact their referees. References have been one of the main
selection tools that farmers have used. They can be used to provide three
types of information:
a) Evidence of training and education qualifications
b) Past work experience and competence as described by an employer
c) Character reference.
Reference checks should follow the same format as a structured interview
with a pre-planned question format so that you ask all referees the same
questions to ensure consistency and help rank prospective employees.

4) Curriculum Vitae (CV)
Often the first chance to select possible candidates is when scrutinising a
CV. The concern with CVs is that it is often hard to determine the skill level
and management responsibility of a candidate. A CV can indicate how
stable or how ambitious applicants are by their work movements.

5) Application Forms
An alternative to CVs is application forms. An application form is in a set
format and the applicant fills it in. It can be used to ask specific questions
such as health, criminal convictions, qualifications, last three positions etc.
The benefit of application forms is that under good faith bargaining, both
parties have to be totally honest with each other. The benefit of application
forms over CVs is that all information in forms is in the same order, making
them easier to compare. Many HR consultants offer application forms.

6) Personality Tests
Personality tests are not really tests, but indicators of personality preference.
The concern with these tests is that they can influence by a person selecting
the answers that they think the employer wants to hear and people may
answer the questions in a socially desirable way. This leads to confusion in
the interpretation of the results. There has also been considerable evidence
that personality is a very poor predictor of job performance, for personality
testing does not tell you about the skills and knowledge that a person brings
to the job. The real value of personality testing is for people to learn more
about themselves as a personal growth strategy and how this relates to
communication with different types of personalities.

7) I ntelligence Quotient (I Q) Testing
The idea behind IQ testing is that all jobs require some amount of
intelligence. The more complex the task, the higher the demand for
intelligence. Common measured mental abilities include:
general intelligence
verbal reasoning
numerical ability
problem solving
visualising spatial relations.









Q4 Write short notes on different training methods and
training
instruments?

1. 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.

2. Simulators
Simulators are used to imitate real work experiences. Most simulators are
very expensive but for certain jobs. An Astronaut also train extensively
using simulators to imitate the challenges and micro-gravity experienced on
a space mission. The military also uses video to train soldiers.
3. On-The-J ob Training
Jumping right into work from day one can sometimes be the most effective
type of training. On-the-job training gives employees motivation to start the
job. Some reports indicate that people learn more efficiently if they learn
hands-on, rather than listening to an instructor. However, this method might
not be for everyone, as it could be very stressful.
4. Coaching/Mentoring
Coaching/mentoring gives employees a chance to receive training one-on-
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. Coaching/mentoring gives trainees the chance to ask
questions and receive thorough and honest answers - something they might
not receive in a classroom with a group of people.



5. 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% of what they are taught in a lecture.
6. Group Discussions & Tutorials
These most likely take place in a classroom where a group of people discuss
issues. A better form of training than lectures, it allows all trainees to
discuss issues concerning the new program. It also enables every important
to voice different ideas and bounce them off one another.
7. 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.
8. Outdoor Training
A nice break from regular classroom or computer-based training, the usual
purpose of outdoor training is to develop teamwork skills. Outgoing and
active participants may get the most out of this form of training.
9. Case Studies
Case studies provide trainees with a chance to analyse and discuss real
workplace issues. They develop analytical and problem-solving skills, and
provide practical illustrations of principle or theory. They can also build a
strong sense of teamwork as teams struggle together to make sense of a
case.
10. Planned Reading
Basically planned reading is pre-stage preparation to more formal methods
of training. Some trainees need to grasp specific issues before heading into
the classroom or the team-building session. Planned reading will provide
employees with a better idea of what the issues are, giving them a chance to
think of any questions beforehand.





Q5) Write a note on 360 Appraisal System?

A 360 degree performance appraisal is an evaluation of an employees
job performance by all those around him/her. It involves analysis of their
recent successes, failures, strengths and weaknesses in suitability for
promotion or further training. A 360 degree appraisal also involves self-
assessment by the employee. In the 1940s the US army had used the
concept of 360 degree to improve the performance of their troops. This
process involved getting feedback from everyone the troop was involved
with directly and indirectly. The implementation saw lots of
improvement. In the 1990s HR managers and OD experts had learnt
about the concepts and tried to put it into practice. However it was a
tough process as documentation was huge, time requirement was high and
the stress of the exercise slowly reduced the enthusiasm of those
involved. By the year 2000 as internet became popular. HR professionals
started using the system again for appraisals and development of their
employees. This was not linked to remuneration in all cases of my
knowledge. There are also online softwares that help the speedy usage of
this system. Once the first online 360 degree feedback tools appeared it
became possible to request feedback from raters anywhere in the world
by email, to fully customize automated systems, and to generate reports
for recipients literally in minutes. There have also been tailor made
systems. Having comparative reporting, aggregate reporting and even in
local languages of the employees to facilitate the process.





Q6) Write a brief note on -:
1) Potential Appraisal-: The potential appraisal refers to the appraisal
i.e. Identification of the hidden talents and skills of a person. The
person might or might not be aware of them. Potential appraisal is a
future oriented appraisal whose main objective is to identify and
evaluate the potential of the employees to assume higher positions
and responsibilities in the organizational hierarchy. Many
organisations consider and use potential appraisal as a part of the
performance appraisal processes. The purposes of a potential review
are:

1. To inform employees of their future prospects;
2. To enable the organisation to draft a management succession
programme;
3. To update training and recruitment activities;
4. To advise employees about the work to be done to enhance .their
career opportunities.


2) Career Planning-: Career planning is an on-going process that can
help you manage your learning and development. You can use the
four step planning process whether you are:
still at school;
a school leaver;
an adult adding on skills; or
an adult changing your job or career.

Career planning is the continuous process of:
thinking about your interests, values, skills and preferences;
exploring the life, work and learning options available to you;
ensuring that your work fits with your personal circumstances; and
continuously fine-tuning your work and learning plans to help you
manage the changes in your life and the world of work.









3) Career Development-: Career Development is the lifelong
process of managing learning, work, leisure, and transitions in order
to move toward a personally determined and evolving preferred
future. Career Development Practitioner is a term that refers to any
direct service provider in the career development field. This
includes but is not limited to: career practitioners, career educators,
career information specialists, career management consultants, work
development officers, employment support workers, work
experience coordinators, job developers, placement coordinators,
career coaches, and vocational rehabilitation worker. Career
development is a dynamic process, unique to each individual and
incorporates both paid and unpaid roles and life experiences. Most
individuals now change careers several times throughout their life,
may work in various combinations of paid employment and usually
commit to lifelong learning. Even in tough economic times, new
work emerges and good career managers are well-positioned to take
advantage of these opportunities.









Q7) Write a note on 3P Compensation System.

Pay for Position-:

Develop an equitable grading structure
Create a reference salary structure
Leverage compensation costs with market survey information
Employee compensation is set in broadband based on qualifications,
education, training & experience.
Through broad banding, narrowly structured pay grades determined
through job evaluation, are replaced by fewer and wider bands.
Employees progress up through broad band if their performance ratings
are good, rather than through steps based on time in the grade.
It reduces different compensation categories to broad compensation
bands, grouping jobs together by common characteristic.

Pay for Person-:
Determine competency requirements and employee capabilities
Pay individuals based on their competency match with position
Identify and pay market premium for competencies in short supply in the
market.
Pay for person takes into account a persons capabilities and experience
in setting a pay level that is both equitable and competitive.
It considers the market demand of a persons unique skills and
experience.
Pay for person is associated with competency based pay.
It also incorporates market based pay approach.
Pay for Performance-:
Design annual bonus and incentives plans that motivate staff
Shift from merit salary increases to variable pay
Create long-term reward plans - stock options, deferred compensation.
An individuals performance is managed through a performance contract,
comprising role clarification, objectives setting and review of
performance.
As an outcome a measure of performance at corporate, unit and
individual level becomes the basis for setting the performance pay.