DNYANSAGAR INSTITUTE OF MANAGEMENT AND RESEARCH

Specialization : Human Resources Management

MBA I/SEM II/ Competency Based Human Resources Management (2019-20)

Course Name : - Competency Based Human Resources Management

Course Code :205 Credit 3

Faculty Name: - Dhananjay Bhavsar

1. The subject will be evaluated on the basis of following 3 components

Group Components Marks

A Class Test 50

B Model Development 50

C Library Magazines based assessment 50

Instructions • Submission has to be in the format prescribed by each component. • Marks are calculated on the basis of originality of answer. • Details of student : Name, Roll No., Assignment Question must be clearly mentioned.

Class Test

The class test will cover entire syllabus. The examination will test your ability to apply the concepts to Competency , competency mapping , Competency framework .

Marks will be allocated on the following basis: • Demonstrated knowledge of the concepts as they apply to the problems posed • Ability to integrate the concepts learned in different Units of the course • A well-structured and thought-out answer.

The answers must be concise and relevant to the question. Any part of the answer that is irrelevant to the issue at hand may be construed as an inability to focus on the key issues. Therefore, try to think through your answers before you start writing. Additional guidelines for answering exam questions are provided in the question paper.

Model Development

Situation Analysis should cover following points:

1. Prepare questionnaire for emotional Traits ( given )

2. Introduction

3. Objective of study

4. Hypothesis

5. Collection of data (30 respondents)

6. Analysis of Data using Excel/SPSS tools

7. Report printout

Instruction : Students need to select questions from the given questionnaire at least 15

question must be selected and which must be filled by 30 respondents (employees from

education or from Industry ) data of this 30 respondent scaled in 5 point Likert scale in

excel. Define hypothesis and generate test like reliability test , descriptive and linear

reparation test and prove /dis prove hypothesis .

Literature Review

Read five research paper on HR Management and write literature review and handwritten copy

of literature review must be submitted on or before given date.

DNYANSAGARINSTITUTE OF MANAGEMENT AND RESEARCH

SPECIALIZATION HUMAN RESOURCE MANAGEMENT

MBA-I / SEM-II / Employee Relations and Labour Legislations (2019-20)

COURSE NAME: Employee Relations and Labour Legislations

Course Code:: 206 Faculty Name: Rubin Gehlot

Concurrent Evaluation Parameter for “Employee Relations and Labour Legislations”

Sr no Components Converted Final Marks

A Class Test 50

B Caselet 50

C Scrap Book 50

Important Instructions

The subject is evaluated on the basis of 3 components

1. The submission has to be in the format prescribed for each component.

2. Answers should be in own words, copied answers will be not be marked.

3. Student Name, Contact number & Specialization must be clearly mentioned on the submission

sheets.

Class Test

The class test will cover entire syllabus. The examination will test your ability to apply the basic concepts Marks will be allocated on the following basis:

• Demonstrated knowledge of the concepts as they apply to the problems posed • Ability to integrate the concepts learned in different Units of the course • A well-structured and thought-out answer.

The answers must be concise and relevant to the question. Any part of the answer that is irrelevant to the issue at hand may be construed as an inability to focus on the key issues. Therefore, try to think through your answers before you start writing. Additional guidelines for answering exam questions are provided in the question paper.

Caselet 1

Ramesh was just promoted as a shift officer. The promotion became effective when his

immediate superior Mr. Sharma was out of town for a few days. Due to illness of Ramesh’s

subordinate the work schedule was not being met. He decided to pitch in and help spending

about four hours daily in production. When Mr. Sharma returned to his work, Ramesh is not

available, as he is not working on the shop floor. He is upset and tells him that it is the function

of the supervisor to accomplish work with and through other people and not do it himself.

1. What was the initial problem in this case?

2. Tick the alternative you would select to solve future problems when workers are not available:

(a) Let the scheduled work be late and catch up when the worker returns

(b) Lend a hand as Ramesh did in this case.

(c) Prepare back up for emergency

(d) Workout an acceptable compromise with the superior.

3. Evaluate each of the alternatives in terms of their advantages and disadvantages to the

company, to the workers and to Ramesh.

4. How would you implement the alternative that you have selected?

Caselet 2

The loyal employee Raman is the Sales manager of a reputed Corporation. He has 25 employees

in his department, and all are paid commission for their sales in their territories. For the past 3

years the market for the company’s goods has been steadily growing and the majority.\ of

Raman’s staff have met this growth with increased sales. However one employee in particular,

Gopal has not kept up with the pace. Gopal has been with this corporation for over 20yrs and is

now 56 yrs old. He is a friendly man and is liked by all his peers and those to whom he sells the

company’s products o a regular basis. The company has always considered Gopal dependable

and loyal. Through the years, he has been counted as an asset to the company, but at the age of

56, he has gone into an age of semi-retirement. Gopal’s sales have not increased s others have

and he does not have the determination to acquire a significant increase in sales. Raman wishes

to change this situation. He wants to motivate Gopal into increasing his ales to match that of his

younger peers. To do this Gopal must begin to do more than just put in his time, but Raman is

not sure how to go about trying to motivate him. Unlike the majority of new employees, Gopal is

an old man, who within a few years will reach the age of retirement.

Q1. If you were Raman, the sales manager, what would you do?

Caselet 3

In a unit the operations for a particular section were withheld for a certain period. The section

was doubling and twisting yarns as per market requirement. Due to the cut in production, about

25 operators were excess and they were adjusted to different departments like Mixing, Blow

room Carding, Rig frame. Mr. Ram Tilak an operator was assigned to Carding department. When

Mr. Ram Tilak reported to Carding department, Mr. Khanna said to him, “I do not know whether

you will stay here. We have sufficient men and we do not really need any extra person. But I will

see that you may be accommodated for doffing or sweeping.” So as an operator for a few days,

Ram Tilak tried to help other operators for doffing purpose. In the end of the week, Mr. Khanna

told Ram Tilak, “I have got news for you. One operator has left the job, so we will be able to

engage you on the m/c from monday.” On Monday, Mr. Khanna assigned Ram Tilak to Carding

m/c. Apparently the job was very easy, it was only to feed the laps from blow room and

replacement of full cans with empty one at delivery end. “Here” said Mr. Khanna to Ram Tilak,

“watch me do this operation. It’s as easy as ABC. A trainee can also do the same job. I sometimes

think that a trainee would be better than an experienced operator. “ Mr. Khanna explained slowly

to Ram Tilak what was happening. After dong it personally, he asked Ram Tilak to do the same

operation and said, “Now try it.” Ram Tilak performed the job in a correct way. Mr. Khanna said,

“Here, I told you there is nothing to do. You can do this job in your sleep also.” That was the last

time Mr. Khanna spoke to Ram Tilak until Friday. Between Monday and Friday, the following

things happened to Ram Tilak: I) Three times break-down on the machine. II) Very low

productivity III) Higher CV% IV) Higher naps Ram Tilak used to manage the job with the help of

other operators. On Friday as he was putting the laps on the Card one of his fingers was caught

under the nip of feed rolls and he got a severe injury of fractures. That was when Mr. Khanna

found time to talk to Ram Tilak once again.

Q1: How do you think Ram Tilak feel about his new job? His new boss?

Q2: In what way were the incidents that happened to Ram Tilak between Monday anf Friday

afternoon related to his training?

Q3: What was wrong with the way Mr. Khanna trained Ram Tilak to operate the Carding

machine?

Q4: If you were Mr. Khanna, what would you have done that he did not do?

Scrap Book

Make a scrap book on any Manufacturing industry and write policies and labor laws followed by

that industry?

DNYANSAGAR INSTITUTE OF MANAGEMENT AND RESEARCH

MBA-I / SEM-II / Lab in recruitment and Selection (2020-2021)

COURSE NAME: Lab in Recruitment and Selection Course Code:: 218 Faculty Name: Rubin Gehlot Concurrent Evaluation Parameter for “Lab in Recruitment and Selection”

Sr no Components Marks

1 Written Home Assignment 50

2 Caselet 50

3 Small Research project 50

Important Instructions

The subject is evaluated on the basis of 3 components

1. The submission has to be in the format prescribed for each component.

2. Answers should be in own words, copied answers will be not be marked.

3. Student Name, Contact number & Specialization must be clearly mentioned on the submission

sheets.

Written Hand Assignment

1. Write about any 5 job portals which are popular and frequently used by recruiter to post

the job vacancy with details of job description /Specification, Mode of selection and

eligibility criteria mentioned for a particular job? Write down complete process with the

use of diagrams and pictures?

2. What is profiling techniques in HR Industry describe personality test with example and

how it is useful to judge the behavior of an employee?

3. What is Application Blank in recruitment draw a Application Blank with your information

and knowledge for a job application.

4. What is competency test in human resource, Explain competency model of HRM and

how it works in HR Industry?

5. Describe interview techniques, types, Mode of interviews, and prepare list of questions

for interviewers in HRM.

6. Describe the concepts job description.

7. Discuss the process of Recruitment and Selection for the position of manager.

8. Develop Job Specifications and Job descriptions in a of context of automobile engineer.

9. Analyze various individual Personality types

10. Explain the profiling techniques used to test Personality.

Component 2: Caslet

Solve case

Satish was a Sales Manager for Industrial Products Co in City branch. A week ago, he was

promoted and shifted to HO as Deputy Manager - Product Management for a division of products

which he was not very familiar with. 3 days ago, the company VP - Mr. George, convened a

meeting of all Product Managers. Satish's new boss (Product Manager Ketan) was not able to

attend due to some other preoccupation. Hence, the Marketing Director - Preet - asked Satish to

attend the meeting as this would give him an exposure into his new role. At the beginning of the

meeting, Preet introduced Satish very briefly to the VP. The meeting started with an address from

the VP and soon it got into a series of questions from him to every Product Manager. George, of

course, was pretty thorough with every single product of the company and he was known to be

pushy and blunt veteran in the field. Most of the Product Managers were very clear of George's

ways of working and had thoroughly prepared for the meeting and were giving to the point

answers . George then started with Satish. Satish being new to the product, was quite confused

and fared miserably. Preet immediately understood that George had possibly failed to remember

that Satish was new to the job. He thought of interrupting George's questioning and giving a

discrete remider that Satish was new. But by that time, George who was pretty upset with lack

of preparation by Satish made a public statement " Gentlemen, you are witnessing here an

example of sloppy work and this can't be excused" Now Preet was in two minds - should he

interrupt George and tell him that Satish is new in that position OR should he wait till the end of

the meeting and tell George privately. Preet chose the second option. Satish was visibly angry at

the treatment meted out by George but he also chose to keep mum. George quickly closed the

meeting saying that he found in general lack of planning in the department and asked Preet to

stay back in the room for further discussions. Before Preet could give any explanation on Satish,

George asked him "Tell me openly, Preet, was I too rough with that boy?" Preet said "Yes, you

were. In fact I was about to remind you that Satish is new to the job". George explained that the

fact that Satish was new to the job didn't quite register with him duing the meeting. George

admitted that he had made a mistake and asked his secretary to get Satsih report to the room

immediately. A perplexed and uneasy Satish reported to George's room after few minutes.

George looking Satish straight into his eyes said " I have done something which I should have

never even thought of and I want to apologies to you. It is my mistake that I did not recollect that

you were new to the job when I was questioning you." Satish was left speechless. George

continued " I would like to state few things clearly to you. Your job is to make sure that people

like me and your bosses do not make stupid decisions. We have good confidence in your abilities

and that is why we have brought you to HO. For everybody time is required for learning. I will

expect you to know all the nuances of your product in 3 months time. Until then you have my

complete confidence." George closed the conversation with a big reassuring handshake with

Satish.

Now the questions in this case study::

1. Was it at all necessary for George to apologise to such a junior employee like Satish?

2. If you were in Satish's place, how would you to respond to George's apology?

3. Was George correct in saying that Satish is there to correct "stupid mistake" of his boss and

George?

4. Would you employ George in your company?

5. Did Preet make a mistake by not intervening during the meeting and correct George's

misconception about Satish?

6. As an HR man, how would you define the character of George - bullying but later regretting?

Does his attitude need to be corrected?

7. Would you be happy to have George/Preet as your boss?

Case 2:

Adam, fresh from school was a newly recruited HR practitioner. During his 1 month into the job,

he was asked to be in-charge of the orientation programme for the entire organisation. Being

new, he followed closely to the processes. Recently, Roy joined the organisation and Adam is

required to orientate him. On Roy's first day of work, Adam brought him around the organisation

for introduction to the rest of the staffs. Unfortunately, Roy's assigned mentor was not around

hence, Adam was unable to make an official introduction for Roy to meet up with his mentor. In

the afternoon, during the HR briefing, Adam mentioned to Roy that there is a buddy system in

place but is only on an opt-in basis. Roy requested to opt for a buddy. Adam was rather surprised

by Roy's request as according to Adam's manager-Jean, that no one in the organisation has

requested for a buddy. Hence, Adam checked with Jean on the criterias in getting a buddy for

Roy and according to her, Adam found out that it need to be someone preferably from Roy's

dept. Having clarify on the criterias, Adam is supposed to get a buddy for Roy, unfortunately, this

issue was clearly forgotten by Adam due to his busy schedule as he was involve in other HR

matters as well and he did not follow up with Roy's request promptly. One week later, Adam met

Roy in a lunch gathering and Adam greeted Roy and asked him casually how is he doing and if he

has adapted well to his job. Roy, asked Adam blatantly and angrily where is his buddy that he has

requested. At that moment, Adam recalled on the existence of this request and unwittingly told

Roy jokingly that he thought Roy was joking with him on the request for a buddy as he did not

admit to Roy that he has clearly forgotten about the whole issue. Roy was very angered by Adam's

response and told him off that he was very serious in getting a buddy and that its Adam's

responsibilty to do so. Adam, clearly embarassed and guilty about his mistake, apologised

immediately and promised to get him a buddy. On the very day, a buddy-Sam, was found for Roy.

Roy, was very unhappy with Adam and confronted Adam and his buddy when he is able to have

an official meet up session with his mentor. Adam explained to Roy that the organisation has no

current practice in place for meet up sessions to be arranged between mentors and mentees and

its a practice for mentees to take self-initiative to do so in arranging for meetings with their

mentors and also that his mentor is currently out of town and will only be back the next day.

Adam, himself being a new staff also was at that moment in time speaking on personal

experience and also based on what Jean has told him. Sam, who was present agreed and helped

to explain to Roy on the practice. Roy kept quiet and Adam unknowingly thought that Roy has

understood with the organization practice. Hence, Adam did not continue to check with Roy on

this aspect. The following day, Roy had a feedback session with his manager and Adam was called

upon to sit in as part of the orientation programme. Roy brought up the issues on Adam's failure

to get him a buddy promptly and that he was not introduced to his mentor at all. He complained

about the poor management of the HR mentor and buddy system and that it was not effective

at all and that he expressed that he is very unhappy with Adam as he felt that he is not doing his

job at all. Adam tried to explain to Roy and his manager about what happened and also reassured

Roy that he will take his suggestions of improving on the system and was apologetic about the

issue. He told Roy's manager that he will bring Roy to see his mentor after the session as his

mentor is back in the office after being on leave for the past week. Roy was still very unhappy

with Adam and continued telling Adam off in front of his manager.

Qn: 1. On a HR practitioner point of view, what should Adam do to resolve the issue?

2. Roy is very unhappy with Adam and holds it against him even though all has been done and

followed up. What should Adam as HR do to resolve this and should Jean,as Adam's manager do

something?

3. What role does Roy's manager play in this issue and should he be implicated?

Case 3:

Lalitha joined XYZ, a family run business on November 04 as she was recommended by a VP of

the organization to the top man and as she required a break in her career. The money was better

and the job profile also looked exciting from the outside. She was given the designation of

Business Development Associate despite being an Asst Manager at her previous organization. As

she was not much deterred by the designation, she accepted the position and joined office full

of energy to do well in the new assignment. However she has been sitting idle for the past one

year not doing a single days work. Her boss just will not let her do any work nor will he accept

any of her initiatives in the direction. At times he gives her some tidbits of work and just when

she thinks she is getting some meaningful assignment, he snatches it away from her and she is

again back to square one. A couple of times she has walked into the Bosses office and told him

blankly on his face that she is simply sitting and doing no work but it has not helped. A project

proposal submitted by her on her own initiative was turned down without being given a valid

reason.

1. Why is Lalitha’s boss behaving so?

2. What should Lalitha do given the above situation?

3. Lalitha has been looking desperately for a change but to no avail.

Component 3: Small Research Project

Identify any 5 organization where MBA –HR fresher’s are recruited and study cover below

points

Job profile

Eligibility criteria

Selection Process

Details of HR Manager

DNYANSAGARINSTITUTE OF MANAGEMENT AND RESEARCH

MBA I/SEM II/ HR Analytics (2019-20)

Course Name: - Human Resources Analytics Course Code :221 Credit 2

Faculty Name: - Dhananjay Bhavsar

The subject will be evaluated on the basis of following 3 components

Group Components Marks

A Written Home Assignment 50

B Caselet 50

F Small Research Project 50

Instructions • Submission has to be in the format prescribed by each component. • Marks are calculated on the basis of originality of answer. • Details of student : Name, Roll No., Assignment Question must be clearly mentioned.

______________________________________________________________________________

Written Home Assignment

1. Enumerate the concepts of Industry Revolution 4.0.

2. Describe the concept of Big data in HR

3. Discuss how Machine Learning is useful in HR management

4. Describe Business Intelligence in HR.

5. By using HR analytics employee attrition ratio and causes can be identified.

6. Discuss how Gartners Analytics Maturity Model is useful in workforce analysis.

7. Analyzing the behavioral Patterns of an individual how to Map the competency express

your idea.

8. What do you mean by HR audit?

9. Evaluating explain the innovative and formulate strategies which enhance innovative

skills and Promote Innovation.

10. Formulate the linkage between HR Analytics and Business Analytics.

Small Research Project

1. Prepare questionnaire for Employee Performance Appraisal

2. Introduction

3. Objective of study

4. Hypothesis

5. Collection of data (30 respondents)

6. Analysis of Data using Excel/SPSS tools

7. Report printout

8. Instruction : Students need to select questions from the given questioner ,

questionnaire must be filled by 30 respondents (employees from education).

Caselet

Caselet-1

Many engineering firms are facing a market with a shrinking supply of talent. Coupled

with an aging workforce, the problem of having a sufficient inventory of capable

engineers and project managers available and/or working on projects is of significant

concern. The following case study identifies the insights and actionable decision

recommendations that emerged from the role analytics played in a large engineering firm

experiencing critical talent turnover. The firm has over 10,000 employees and is

headquartered in the United States with offices in several countries around the world. It

has operations in business areas including industrial products, processing, and

government. Over the last two years the firm has been experiencing unwanted voluntary

turnover, increased retirement rates, and mediocre business performance. The CHRO

recently approved a pilot analytics project to identify solutions. The project duration was

three months and the firm enlisted the support of OptTek Systems to assist the internal

staff. Talent, financial, and related data were assembled from a number of computer-

based businesses and HR systems, interviews were held with leaders from the global

offices, and models were built representing the workforce behavior at the individual

employee level by implementing its OptForce® analytics software platform. The models

were tested for validity and were used for the ensuing analyses. The following is a

summary of the deliverables: Turnover rates of the high-risk critical roles of Engineers and

Project Managers are higher than average (14% and 13% respectively). This leads to high

turnover costs – over $10 million in the past year for Engineers and over $8 million for

Project Managers. Furthermore, over the last two years turnover rates have been

increasing among employees with fewer years of service. Even if the cost assumptions are

over-estimated, the costs are significant enough to take action. Additionally, demand for

Project Managers is expected to grow, and Engineers are the primary feeder role for

Project Managers, making the voluntary turnover of Engineers even more costly. Further

compounding the costly turnover risks, the demand forecast based on projected revenues

is greater than the demand forecast based on current trends in headcount, meaning that

there are likely to be larger critical role talent gaps in the future; as a result, the firm may

not be able to meet its revenue goals.

1. How can we accurately forecast our workforce needs in the future?

2. What percent of our workforce is customer-facing or revenue-generating?

3. How can we model our workforce to optimize cost, profit and productivity?

4. What is our workforce productivity? Is it higher than peers?

Caselet-2

Human Capital Management Institute As a frequent speaker on workforce analytics at HR

conferences, I often start with a confession to the audience: I was formerly a vice president of

finance and CFO. In that role, I explain, I worked closely with HR in much the same way that

finance professionals likely collaborate with HR professionals in most organizations. I would listen

politely to HR’s requests for resources to invest in staff, systems or training. And then I would say

“no.” This usually gets a laugh from the crowd. In fact, I often see knowing nods and hear

comments about working with just such a finance professional at their own organizations. I tell

the same story when speaking at finance/CFO conferences, and the audience laughs even harder.

The sad fact is that, in most organizations, HR is denied spending requests perhaps more often

than any other function. And yet, finance professionals often feel guilty about so consistently

denying HR. Those same CFOs and controllers who laugh at the joke often confide their wish for

HR to make stronger business cases with numbers, including costs, benefits and a valid return on

investment (ROI). Their sentiments are like the famous line from the movie “Jerry Maguire”:

“Help me help you!” How can it be that IIR and finance professionals agree on people as a source

of competitive advantage, yet the finance department continues to so routinely decline HR’s

spending requests? The simple answer has to do with communications and language. Finance

believes HR must be able to speak the language of business, which is numbers and, more

specifically, business and financial results. This is the language that every publicly traded

company, nonprofit and public-sector organization speaks. It is the language that finance

professionals think, speak, live and breathe; it is the language that top management lives and

speaks; and it is the one spoken by every other functional group in the organization. What HR

needs are some standard metrics that are included in workforce or human capital talent reports

and scorecards that clearly show the value of the human capital—thus translating the language

of talent into the language of business so that even the most die-hard finance professional can

better understand talent, its impact and its worth.

1. What are predictive indicators of turnover?

2. What percentage of employees are at risk?

3. Are leaders effectively managing human capital?

4. Do leaders correlate to employee engagement, retention and performance?

Caselet-3

Telecom Company Cuts Recruiting Time by Half and Hires 100 High-Impact Specialists Within

Three Years – a major European telecom company sought to compete with global media and IT

players by embracing the internet telephony revolution and building businesses in both mobile

networks and digital television. McKinsey worked with the HR director to create a three-year

program to turn the telecom company into a people leader.

5. Is workforce productivity increasing, decreasing or static?

6. What is the average time-to-full-productivity for new hires? For new hires in critical

roles?

7. What are predictive indicators of turnover? What percentage of employees are at risk?

8. Are leaders effectively managing human capital? Do leaders correlate to employee

engagement, retention and performance?