Q1. Differentiate between A. On the job training & off the job training. (5 MARKS)

Ans : Job training is an important Human Resource (HR) function and an absolute essential in todays competition. Though companies now days make hard efforts to hire the best available talent but unless this talent is not polished through training, it can never give the optimum output.Job training is an HR function which is concerned with enhancing the knowledge, skills and competencies of employees for a particular job so that they perform to their best. It is not training should be imparted only to the new recruits in order to make them learn about their job as well as the organization. But in todays fast changing business environment training must be a continuous process so that any changes can be quickly and well adapted by the employees at all levels. There are different training methods adopted by firms depending on their varying needs. But broadly the training methods are categorized into on-the-job training and off-the-job training methods. On the job and off the job training methodsThe major differences between these two training methodologies have been listed here:1. On the job traininginvolves imparting training in the real work environment i.e. it believes in learning by doing; while off the job traininginvolves imparting training outside the real work environment i.e. the principle of learning by acquiring knowledge is adopted.2. Underon the job trainingthe training and performance goes simultaneously so production is not hindered at the time of training; while underoff the job trainingmethods first training is imparted and then the real performance follows and therefore does not add anything to actual production during training.3. On the job trainingaims at developing the best practices for a specific job and getting the job done; whileoff the job trainingmethods aim at learning basic facts and skills and is more general in nature.4. On the job trainingis usually imparted by experienced workers and first line supervisors at the workplace; whileoff the job trainingis imparted usually by the academicians and professionals at any place other than the real workplace.5. On the jobtrainingmethods are suitable when the trainees are limited in numbers and the job is not hazardous in nature; whileoff the job trainingmethods can be utilized to train any numbers of employees and for jobs that involve risks.6. On the jobtrainingmethods are simple and less-expensive because they utilize the actual workplace and firms supervisors for imparting training; whileoff the job trainingmethods are quite expensive as they need a complete different set-up. Training here is imparted in an artificial set-up and outside experts are hired for the purpose.7. Most popularon the jobtrainingmethods include job rotation and apprenticeship training; while the popularoff the job trainingmethods include classroom lectures and simulation exercises.8. On the jobtrainingis generally imparted in case of manufacturing firms for production-related jobs; while off-the-job training is mostly imparted for managerial and non-production related jobs.

B. Recruitment & Selection. (5 MARKS)Ans. Recruitment is the process of searching the candidates for employment and stimulating them to apply for jobs in the organisation. Recruitment is the activity that links the employers and the job seekers. Recruitment of candidates is the function preceding the selection, which helps create a pool of prospective employees for the organisation so that the management can select the right candidate for the right job from this pool. The main objective of the recruitment process is to expedite the selection process.Recruitment is a continuous process whereby the firm attempts to develop a pool of qualified applicants for the future human resources needs even though specific vacancies do not exist. Usually, the recruitment process starts when a manger initiates an employee requisition for a specific vacancy or an anticipated vacancy.Selection means choosing from that number, those applicants who are most likely to succeed in the jobs. An interview is the most widely used technique for selection. Recruitment and selection are the two phases of the employment process. The differences between the two are:Recruitment is the process of searching the candidates for employment and stimulating them to apply for jobs in the organization WHEREAS selection involves the series of steps by which the candidates are screened for choosing the most suitable persons for vacant posts.The basic purpose of recruitments is to create a talent pool of candidates to enable the selection of best candidates for the organization, by attracting more and more employees to apply in the organization WHEREAS the basic purpose of selection process is to choose the right candidate to fill the various positions in the organization.Recruitment is a positive process i.e. encouraging more and more employees to apply WHEREAS selection is a negative process as it involves rejection of the unsuitable candidates.Recruitment is concerned with tapping the sources of human resources WHEREAS selection is concerned with selecting the most suitable candidate through various interviews and tests.There is no contract of recruitment established in recruitment WHEREAS selection results in a contract of service between the employer and the selected employee.Recruitment process is economical and less time consuming .it has no restriction upon number of candidates WHEREAS selection is an expensive and more time consuming process and has only limited number of candidates are selected.

C. Job Description and Job Specification. (5 MARKS)Job Analysis is a primary tool to collect job-related data. The process results in collecting and recording two data sets including job description and job specification. Any job vacancy cannot be filled until and unless HR manager has these two sets of data. It is necessary to define them accurately in order to fit the right person at the right place and at the right time. This helps both employer and employee understand what exactly needs to be delivered and how.

Both job description and job specification are essential parts of job analysis information. Writing them clearly and accurately helps organization and workers cope with many challenges while on-board

Job description is a full description of the responsibilities and duties that a job entails. Making a job description is essential for a HR manager before the organization advertises vacancies. This is to ensure that the right candidates apply for the job after reading the job description. Candidates know in advance what their roles and responsibilities would be once they are selected for the job as also the tasks they would be required to perform. A job description contains the designation, the work conditions, the nature of duty, the relationship with other employees and superiors, qualifications required, and tasks and responsibilities expected to be done by the candidate.

Thus, job description not only helps in recruitment of the right employees, but it also helps supervisors to assign tasks and duties to the employees. It allows a better performance appraisal and helps in better manpower planning. A good job description is sufficient in itself to decide on the remuneration for the candidate.

Job specification is a tool that allows management to let applicants know the skills, level of experience and education, and abilities that they are required to have to be able to fit easily into a job in an organization. In fact, a job specification enables the management to have in mind the kind of candidate they are looking for. Whenever there is a vacancy in an organization, it is this job specification that helps the management to go for recruitment as they know the type of candidates they want in the organization. A job specification is all about the skills and abilities required in a candidate along with a brief description of the job requirements.

The difference between Job Description and Job Specification-

While a job description if all about the job and what it entails, a job specification is all about the attributes the management is looking for in the right candidate.

Job description tells you what you must do when selected while job specification tells you what you must have to be selected for a job.

Job description tells all about the tasks and responsibilities expected to be performed whereas job specification tells the level of experiences and skills that a candidate must have to be selected for the job.

It is better to call job specification as employee specification as this is what the organization is looking for in the employees selected for the job.

Q2. What do you mean by Human Resource Planning? Elaborate the steps involved in Human Resource Planning?Human resource is the most important asset of an organisation. Human resources planning are the important managerial function. It ensures the right type of people, in the right number, at the right time and place, who are trained and motivated to do the right kind of work at the right time, there is generally a shortage of suitable persons.The enterprise will estimate its manpower requirements and then find out the sources from which the needs will be met. If required manpower is not available then the work will suffer. Developing countries are suffering from the shortage of trained managers. Job opportunities are available in these countries but properly trained personnel are not available. These countries try to import trained skill from other countries.In order to cope human resource requirements, an enterprise will have to plan in advance its needs and the sources. The terms human resource planning and manpower planning are generally used interchangeably. Human resource planning is not a substitute for manpower planning. Rather the latter is a part of the former i.e., manpower planning is integrated with human resource planning.According to E.W. Vetter, human resource planning is the process by which a management determines how an organisation should make from its current manpower position to its desired manpower position.Through planning a management strives to have the right number and the right kind of people at the right places, at the right time to do things which result in both the organisation and the individual receiving the maximum long range benefit.Dale S. Beach has defined it as a process of determining and assuring that the organisation will have an adequate number of qualified persons available at the proper times, performing jobs which meet the needs of the enterprise and which provide satisfaction for the individuals involved.On the analysis of above definitions, human resource planning may be viewed as foreseeing the human resource requirements of an organisation and the future supply of human resources and making necessary adjustments between these two and organisation plans, and foreseeing the possibility of developing the supply of human resources in order to match it with requirements by introducing necessary changes in the functions of human resource management.Here, human resource means skill, knowledge, values, ability, commitment, motivation etc., in addition to the number of employees. Though accomplishment of organisational objectives and goals is the primary concern of the human resource planning, concern for the aspirations of the people and their well-being has equal importance in it. In fact, the human resources planning must result in humanisation of work environment.Features of Human Resource Planning:1. Well Defined Objectives:Enterprises objectives and goals in its strategic planning and operating planning may form the objectives of human resource planning. Human resource needs are planned on the basis of companys goals. Besides, human resource planning has its own objectives like developing human resources, updating technical expertise, career planning of individual executives and people, ensuring better commitment of people and so on.2. Determining Human Resource Reeds:Human resource plan must incorporate the human resource needs of the enterprise. The thinking will have to be done in advance so that the persons are available at a time when they are required. For this purpose, an enterprise will have to undertake recruiting, selecting and training process also.3. Keeping Manpower Inventory:It includes the inventory of present manpower in the organisation. The executive should know the persons who will be available to him for undertaking higher responsibilities in the near future.4. Adjusting Demand and Supply:Manpower needs have to be planned well in advance as suitable persons are available in future. If sufficient persons will not be available in future then efforts should be .made to start recruitment process well in advance. The demand and supply of personnel should be planned in advance.5. Creating Proper Work Environment:Besides estimating and employing personnel, human resource planning also ensures that working conditions are created. Employees should like to work in the organisation and they should get proper job satisfaction.Human Resource planning ProcessHuman resource planning is a process which determines how an organisation should move from its current manpower/human resources position to its desired manpower/human resources position.

Human resource planning can be defined as the process of identifying the number of people required by an organization in terms of quantity and quality. All human resource management activities start with human resource planning. So we can say that human resource planning is the principle/primary activity of human resource management.

Human resource planning is important and ongoing because of both internal and external environmental changes. Internally, businesses are impacted by turnover and retirements. Externally, they are impacted by changes in technology, changes in the economy, and changes in the industry and consumer demand that may require skills that do not currently exist within the company. All of these impacts have an effect on the type and numbers of employees that are needed for the business to remain successful

1.Forecasting Human Resource Requirements - This is the very first step in HRP process. Here the HRP department finds out department wise requirements of people for the company. The requirement consists of number of people required as well as qualification they must possess.

2.Forecasting Human Resource Availability - In this step, HR department finds out how many people are actually available in the departments of the company. The supply involves/includes number of people along with their qualification.

3.Comparison:-Based on the information collected in the 1st and 2nd step, the HR department makes a comparison and finds out the difference. Two possibilities arise from thiscomparison

No difference :-It is possible that personnel requirement = personnel supplied. In this case there is no difference. Hence no change is required. Yes, there is a difference :-There may be difference between supply and requirement. The difference may be 4.Personnel surplus :-When the supply of personnel is more than the requirement, we have personnel surplus. We require 100 people, but have 125 people. That is we have a surplus of 25 people. Since extra employees increase expenditure of company the company must try to remove excess staff by followingmethods.

Termination VRS/CRS No recruitment Layoff5.Personnel shortage :-When supply is less than the requirement, we have personnel shortage. We require 100 people; we have only 75 i.e. we are short of 25 people. In such case the HR department can adopt methods like Overtime, Recruitment, Sub-contracting to obtain new employee.

The late 20th and early 21st century saw a number of shifts that suggest changes in the nature of work in the future. These include the growing use of contingent workers (people who are hired, as needed, to perform specific tasks, but are not employed by the company), the use of virtual workers (those who may or may not work for the company but who are not physically located on the company's premises), and the growing impact of technology on the need for certain types of employees, which causes increased need in some areas and declined need in others. Thus HRP can be defined as process which anticipates and maps out the consequences of business strategy on an organization's human resources. This is reflected in planning of skill and competence needs as well as total headcounts.

Q3. Define Human Resource Management. Elaborate in detail the role of HR Managers.Behind the production of every product or service there is human mind, effort and man hours (working hours). no product or service can be produced without help of human being. Human being is the fundamental resource for making or constructing anything. Today many experts claim that machines and technology are replacing human resource and minimising their role or effort. But even machines and technology have been build by the human aid and besides companies have been continuously in search for talented, skilled and qualified professionals to further develop latest machines and technology, which again have to be controlled or used by humans to bring out products. Human Resource Management is the process of recruitment, selection of employee, providing proper orientation and induction, providing proper training and the developing skills, assessment of employee (performance of appraisal), providing proper compensation and benefits, motivating, maintaining proper relations with labour and with trade unions, maintaining employees safety, welfare and health by complying with labour laws of concern state or country.Why name human resource management?Human: refer to the skilled workforce in the organisation.Resource: refer to limited availability or scarce.Management: refer to maximise or proper utilisation and make best use of limited and a scarce resource.Altogether, human resource management is the process of proper and maximise utilisation of available limited skilled workforce. The core purpose of the human resource management is to make efficient use of existing human resource in the organisation. The Best example at present situation is, construction industry has been facing serious shortage of skilled workforce. It is expected to triple in the next decade from the present 30 per cent, will negatively impact the overall productivity of the sector, warn industry experts. Every organisations desire is to have skilled and competent people to make their organisation more effective than their competitors. Humans are very important assets for the organisation rather than land and buildings, without employees ( humans ) no activity in the organisation can be done. Machines are meant to produce more goods with good quality but they should get operated by the human only.Scope of HRMThe scope of Human Resource Management refers to all the activities that come under the banner of Human Resource Management. These activities are as follows.

Human resources planning :-Human resource planningor Human Resource Planning refers to a process by which the company to identify the number of jobs vacant, whether the company has excess staff or shortage of staff and to deal with this excess or shortage. Job analysis design :-Another important area of Human Resource Management isjob analysis. Job analysis gives a detailed explanation about each and every job in the company. Recruitment and selection :-Based on information collected from job analysis the company prepares advertisements and publishes them in the newspapers. This isrecruitment.A number of applications are received after the advertisement is published, interviews are conducted and the right employee is selected thus recruitment andselectionare yet another important area of Human Resource Management. Orientation and induction :-Once the employees have been selected aninductionororientation programis conducted. This is another important area of Human Resource Management. The employees are informed about the background of the company, explain about the organizational culture and values and work ethics and introduce to the other employees. Training and development :-Every employee goes undertraining programwhich helps him to put up a better performance on the job. Training program is also conducted for existing staff that have a lot of experience. This is called refresher training. Training and development is one area where the company spends a huge amount. Performance appraisal :-Once the employee has put in around 1 year of service,performance appraisalis conducted that is the Human Resource department checks the performance of the employee. Based on these appraisal future promotions, incentives, increments in salary are decided. Compensation planning and remuneration :-There are various rules regardingcompensationand other benefits. It is the job of the Human Resource department to look into remuneration and compensation planning. Motivation, welfare, health and safety :-Motivationbecomes important to sustain the number of employees in the company. It is the job of the Human Resource department to look into the different methods of motivation. Apart from this certainhealth and safetyregulations have to be followed for thebenefits of the employees.This is also handled by the HR department. Industrial relations :-Another important area of Human Resource Management is maintaining co-ordinal relations with the union members. This will help the organization to preventstrikeslockoutsand ensure smooth working in the company.Role of HR ManagerOver the years the roles of HR has undergone a vast change .

From the personnel department to Talent Management and many more.The role of HR grew in complexity, becoming more involved in business forecasting, establishing business ROI and executing progress that could be directly tied to future and current business success. As a result, the role of the HR professional evolved into a strategic function involving human capital and organisational development.The roles and responsibilities of HR in todays world can be summarised below-

Q4. Discuss the Objectives & uses of Performance Appraisal? Answer: Performance appraisal may be defined as a structured formal interaction between a subordinate and supervisor, that usually takes the form of a periodic interview (annual or semi-annual), in which the work performance of the subordinate is examined and discussed, with a view to identifying weaknesses and strengths as well as opportunities for improvement and skills development. In many organizations - but not all - appraisal results are used, either directly or indirectly, to help determine reward outcomes. That is, the appraisal results are used to identify the better performing employees who should get the majority of available merit pay increases, bonuses, and promotions. By the same token, appraisal results are used to identify the poorer performers who may require some form of counseling, or in extreme cases, demotion, dismissal or decreases in pay. (Organizations need to be awareof laws in their country that might restrict their capacity to dismiss employees or decrease pay.)Performance appraisal for evaluation using the traditional approach has served the following purposes: Promotion, separation, and transfer decisions Feedback to the employee regarding how the organization viewed the employee's performance Evaluations of relative contributions made by individuals and entire departments in achieving higher level organization goals Criteria for evaluating the effectiveness of selection and placement decisions,including the relevance of the information used in the decisions within the organization Reward decisions, including merit increases, promotions, and other rewards Ascertaining and diagnosing training and development decisions Criteria for evaluating the success of training and development decisions Information upon which work scheduling plans, budgeting, and human resource planning can be usedObjectives of Appraisal System: To give employees the opportunity to discuss performance and performancestandards regularly with their supervisor. To provide the supervisors with a means of identifying the strengths and weaknesses of an employees performance. To provide a format enabling the supervisor to recommend a specific program design to help an employee improve performance. To provide a basis of salary recommendations. Salary Administration Performance Feedback Identification of Individual Strengths and Weaknesses Recognition of Individual Performance Determination of Promotion Identification of Poor Performance Assistance In Goal Identification Evaluation Of Goal Achievement Identification of Individual Training Needs Determination of Organizational Training Needs.

Q. What is training? What are the different methods of training program within the organization?

Answer - Most of the organizations before never used to believe in training. They were holding the traditional view that managers are born and not made. There were also some views that training is a very costly affair and not worth. Organizations used to believe more in executive pinching. But now the scenario seems to be changing. The modern approach of training and development is that Indian Organizations have realized the importance of corporate training. Training is now considered as more of retention tool than a cost. The training system in Indian Industry has been changed to create a smarter workforce and yield the best results.Training can be defined as any planned or structured activity or approach designed to help an individual or a group of people to learn as to do things differently or to do different things leading to more effective performance and results.

The method by which training is delivered often varies based on the needs of the company, the trainee, and on the task being performed. The method should suit the audience, the content, the business environment, and the learning objective. Ideally, the method chosen will motivate employees to learn, help employees prepare themselves for learning, enable the trainees to apply and practice what they've been taught, help trainees retain and transfer what they have learned, and integrate performance with other skills and knowledge.On-The-Job Training MethodsThis is the most common method of job training. The trainee is placed on the job and the manager or mentor shows the trainee how to do the job. To be successful, the training should be done according to a structured program that uses task lists, job breakdowns,and performance standards as a lesson plan. Common on the Job training methods include:-Demonstration Demonstration is very effective for basic skills training. The trainer shows trainees how to do something. The trainer may provide an opportunity for trainees to perform the task being demonstrated.Panel A panel provides several points of view on a topic to seek alternatives to a situation. Panel members may have differing views but they must also have objective concerns for the purpose of the training. This is an excellent method for using outside resource people.Projects Projects require the trainees to do something on the job, which improves the business as well as helps them learn about the topic of training. It might involve participation on a team, the creation of a database, or the forming of a new process. The type of project will vary by business and the skill level of the trainee.Mentoring A mentor can tutor others in their learning. Mentors help employees solve problems both through training them in skills and through modeling effective attitudes and behaviors. This system is sometimes known as a buddy system.

Off-The-Job Training Methods

In basket Exercise Recently, the in-basket has become a focus of interest because of its usefulness in selection across a wide variety of jobs .A variety of techniques have been used to develop in-baskets. In a traditional in-basket exercise, candidates are given time to review the material and initiate in writing whatever actions they believe to be most appropriate in relation to each in-basket item. When time is called for the exercise, the inbasket materials and any notes, letters, memos, or other correspondence written by the candidate are collected for review by one or more assessors. Often the candidates are theninterviewed to ensure that the assessor(s) understand actions taken by the candidate and the rationale for the actions. If an interview is not possible, it is also quite common to have the candidate complete a summary sheet (i.e., a questionnaire).Assessment centers Some companies run a series of extended selection procedures (assessment centers) each lasting one or two days, and sometimes longer. Usually these are after the first round of interviews and before making the final selection, but they can be used as an initial selection process. They are usually held either on company premises or in a nearby hotel, and are considered by many employers to be the fairest and most accurate method of selecting staff. This is because they give a number of different selectors a chance to see you over a longer period of time than is possible with a singleinterview, and the chance to see what you can do, rather than what you say you can do, in a variety of situations.Vestibule Training Vestibule training creates a miniature of the department for which the training program is carried on. It utilizes machinery similar to that in operation on the production floor. Qualified instructors, usually highly skilled operators or supervisors, are provided to conduct the program in this special section. Here the new employees are given a course of training in the particular machines they will be required to use and on the exact work they will do when they become a part of the regular production force In the early 1800s, factory schools were created, due to the industrial revolution, in which workers were trained in classrooms within the factory walls. The apprentice system wasinadequate due to the number of learners that had to be trained as the machines of the Industrial Revolution increased the ability of the factory to produce goods. The factory owners needed trained workers quickly because there was a large demand for the produced goods. Towards the end of the 1800s, a method that combined the benefits of the classroom with the benefits of on-the-job training, called vestibule training, became a popular form of training. The classroom was located as close as conditions allowed to the department for which the workers were being trained. It was furnished with the same machines as used in production. There were normally six to ten workers per trainer, who were skilled workers or supervisors from the company. There are many advantages of vestibule training. The workers are trained as if on the job,but it did not interfere with the more vital task of production. Transfer of skills and knowledge to the workplace was not required since the classroom was a model of the working environment. Classes were small so that the learners received immediate feedback and could ask questions more easily than in a large classroom.

Lecture A lecture is the method learners often most commonly associate with college and secondary education. Yet, it is also considered one of the least effective methods to use for adult learners. In this method, one person (the trainer) does all of the talking. He or she may use handouts, visual aids, question/answer, or posters to support the lecture. Communication is primarily one-way: from the instructor to the learner.

Movies/videos/computer-based training Content for the training experience comes primarily from a videotape or computer-based program.

Simulations Trainees participate in a reality-based, interactive activity where they imitate actions required on the job. It is a useful technique for skills development.

Self-discovery Trainees discover the competencies on their own using such techniques as guided exercises, books, and research.Role Playing During a role-play, the trainees assume roles and act out situations connected to the learning concepts. It is good for customer service and sales training.

Case Studies A case study is a description of a real or imagined situation which contains information that trainees can use to analyze what has occurred and why. The trainees recommend solutions based on the content provided.

Seminar Seminars often combine several group methods: lectures, discussions,conferences, and demonstrations.

Conference The conference training method is a good problem-solving approach. A group considers a specific problem or issue and they work to reach agreement on statements or solutions. When choosing from among these methods, the trainer must decide which one best suits the trainees, the environment, and the investments available. Many trainers will choose to combine methods or vary them. Others will select a single method that works best for them and never vary. With so many options, a trainer is limited only by his or her creativity.

The Training Program should be creatively designed so as to meet the requirements of the industry. For Eg. At Thermax (over 1200 employees nearly Rs. 600 crore turnover, 6 per cent attrition rate) high-potential individuals are given greater exposure, high visibility and asked to chart out a career vision through an ongoing dialogue. Similarly at GCPL: Godrej Consumer Products Ltds (1052 employees, nearly Rs. 500 crore sales) talent management system allows bright employees to acquire a wide variety of skills through job rotation (e.g., sales systems, project management skills, IT skills, Team building skills etc.). Outstanding performers get salary increase instantaneously.

Q. Distinguish between Training and Development.