Sample Assignment Jan June

2016 MS-02

Course Code MS - 02 Course Title Management of Human Resources

Assignment Code MS-02/TMA/SEM -I/2016 Assignment Coverage All Blocks

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1. Discuss the need and objectives of Human Resource Planning (HRP). Describe the salient features and the process of Human Resource Planning undertaken by the organization you are working in or any organization you are familiar with. Briefly describe the organization you are referring to. Need of Human Resource Planning- ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- The need for human resource planning in organisation is realised for the following reasons: 1. Despite growing unemployment, there has been shortage of human resources with required skills, qualification and capabilities to carry on works. Hence the need for human resource planning.

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3. Human resource planning is also essential in the face of marked rise in workforce turnover which is unavoidable and even beneficial. Voluntary quits, discharges, marriages, promotions and seasonal fluctuations in business are the examples of factors leading to workforce turnover in organisations. These cause constant ebb and flow in the work force in many organisations.

--------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- 5. Human resource planning is also needed in order to meet the needs of expansion and diversification programmes of an organisation.

--------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- Human resource planning is important to organisation because it benefits the organisation in several ways.

Objectives of Human Resource Planning- The main objective of having human resource planning is to have an accurate number of employees required, with matching skill requirements to accomplish organisational goals.

In other words, the objectives of human resource planning are to: 1. -------------------------------------------------------------------------------------------------------

2. Ensure proper use of existing human resources in the organisation.

3. ------------------------------------------------------------------------------------------------------------------------------

4. --------------------------------------------------------------------------------------------------------------------------------

5. Anticipate the impact of technology on jobs and requirements for human resources.

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According to Sikula “the ultimate purpose/objective of human resource planning is to relate future human resources to future enterprise need so as to maximise the future return on investment in human resources”.

Salient features of HRP-

1. Future Oriented ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- 2. Continuous Process --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- 3. Optimum Utilization Of Human Resources ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- 4. Right Kinds And Numbers ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- 5. Determination Of Demand And Supply Human resource planning is a process of determining demand for and supply of human resources in the organization. Then a match between demand and supply estimates the optimum level of manpower. ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- 7. Related To Corporate Plan Human resource planning is an integral part of overall corporate plan of the organization. It can be formulated at strategic, tactical and operational levels. 8. A Part Of Human Resource Management System As a part of total human resource management system, human resource planning is regarded as a component or element of HRM which is concerned with acquisition ans assessment of manpower. It serves as a foundation for the management of human resource in an effective and efficient manner.

Process of Human Resource Planning (With Example) The organization I am referring here is Tata Consultancy Services (TCS) to define process of human resource planning. Tata Consultancy Services Limited (TCS). Tata Consultancy Services Limited (TCS): is a software services consulting company, one of the largest provider of information technology and business process outsourcing services in Asia.

--------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- The major factors that are taken into account while planning the human resource planning are:

-Schedule of available resources

-Skills of available resources

Some of the minor factors:

-Personality conflicts among the employees

-Attendance History of the employees

-Team player

-willingness to work on given project

Additional major factors:

-Production forecasting

-economic conditions which may cause the company to lay-off or cut-back, or increase their workforce.

Assessment of Human Resource Requirements in Tata Consultancy Services Limited (TCS)

------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- In this situation, the management was collapsed with the current policies, and it tends to modify the strategies as per their norms in order to meet employees' requirements as well as the targets setted by the company.

-------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- Developing human resource plan in Tata Consultancy Services Limited (TCS)

The human resource plan can include the assigned skill sets of the resources for a project and the degree in which they will be used. The plan should incorporate with the resources, the time and degree of usage, task or areas of applied resources.

The following model relies on gap analysis and which links the human resource planning to overall business planning.

Evaluation of Human Resource Plan in Tata Consultancy Services Limited (TCS)

------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- The function is mean to support and enable the company to attain its business goals, so as such it needs to be linked to and driven by those business or strategic goals.

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Purpose of HRM policies in Tata Consultancy Services Limited (TCS)

Human Resource Management policies are the tool for communicating a company's basic management philosophies, commitment to fair employment practices and equal opportunity, and the expectations of employees.

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Impact of Regulatory Requirements on HR Policies

--------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- The impact of regulations on policies of firms especially those who are technology-based limits the venture capital funding for these firms and affect what they can or intend to do and eventually limiting their capabilities to employ new hands thereby affecting the socio-economic fibre of the society.

2. Briefly describe various methods of Job Analysis. Evaluate and identify the method applied in an organization known to you or you are familiar with. Critically analyze the role and importance of Job Analysis on Work Flow in an organizational setup. ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------ JOB ANALYSIS refers to the process of collecting information about a job. The process of job analysis results in two sets of data

(i) job description and (ii) Job specification. Job description describes what a job involves- tasks and responsibilities tagged on to

a job, Job title, duties, machines tools and equipment, working conditions and hazards from part of job description.

OBSERVATION METHODS Methods of observation include direct observation, work methods analysis, critical incident technique.

1. Direct observation Direct Observation is a method of job analysis to observe and record behavior / events / activities / tasks / duties while something is happening.

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3. Critical incident technique (CIT model). Critical incident technique is a method of job analysis used to identify work behaviors that classify in good and poor performance.

--------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- QUESTIONNAIRE METHODS Questionnaire methods include 6 techniques as follows:

5. Position Analysis Questionnaire (PAQ model) ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

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6. Functional job analysis (FJA model) FJA model is a technique of job analysis that was developed by the Employment and Training Administration of the United

States Department of Labor. It includes 7 scales (numbers) that measure: 3 worker-function scales: measure % of time spent with: data, people, things; 1 worker-instruction scale; 3 scales that measure reasoning, mathematics, language.

7. Work Profiling System (WPS model) WPS model is a questionnaire technique of job analysis, is a computer-administered system for job analysis, developed by Saville

& Holdsworth, Ltd.

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9. Common Metric Questionnaire (CMQ model) --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

10. Fleishman Job Analysis System (FJAS model) FJAS model is is a technique of job analysis that describe jobs from the point of view of the necessary capacities. It includes 52 cognitive, physical, psycho-motor, and sensory ability, each of the categories consists of two parts – an operational and

differential definition and a grading scale.

OTHER METHODS

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13. Diary method This method is a useful tool of job analysis to ask worker maintaining and keeping daily records or list of activities they are doing

on every day.

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15. Competency profiling Competency modeling is the activity of determining the specific competencies that are characteristic of high performance and success in a given job. Contents of competency modeling include skills, knowledge, abilities, values, interests, personalities.

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17. Technical conference Technical conference is a useful tool of job analysis base on Subject Matter Experts (SMEs). SMEs conduct brainstorming sessions to identify job elements. SMEs can use all job analysis methods in here.

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Combination of methods In process of job analysis, analyst can use and associate all methods to collecting job information. For example, when you use

direct observation, then you always do interview method. Example- The organization I am referring here is APT Metrics which is an international Fortune® 500 producer of breakfast and

convenience foods, with more than 30,000 employees across 180 countries.

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Job Analysis data was collected from thousands of Subject Matter Experts for over 2,500 jobs using APT Metrics’ online job

analysis tool, Job Metrics ®. The specific programs and tools developed from the job analysis data were: job descriptions and

postings, minimum qualifications, job families, career and experience progressions, development guides, functional/technical

competency models and interview guides, and other selection tools.

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The job analysis results provided the company with the foundation for developing programs to address each step in an employee’s

lifecycle. These results have been used to:

Develop consistent and transparent criteria to attract and make selection decisions about talent

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Provide a common language and consistent criteria to discuss strengths, development opportunities, and plans to build

bench strength and prepare for the future

Role and importance of Job Analysis on Work Flow in an organizational setup-

Role-

------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------ Develop Success Factors- The first role that job analysis plays is to define the success factors of a company's personnel.

Different companies have very different definitions of success. For example, a baseball team will seek personnel that will allow it

to win games, while a company that makes smart phone apps will seek people who will help it make the best applications. Only

after these factors have been defined can staffing begin.

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Define Appropriate Personnel- Once the roles of an organization have been defined, then the company can break up the roles

into actual jobs and provide each job with a specific set of tasks. Once each job has been given a rough set of tasks, the company

can figure out a hierarchy. Once a job has both a description of tasks and has been situated within the larger company, then the

company can begin to hire people.

------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- Importance-

Organizational structure and design: - Job analysis helps in preparing the organization chart and the organizational structure. Classification of the jobs relation of each job with one another and various positions and hierarchy of the positions is determined.

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Performance appraisal and training/development: - Based on the job requirements identification of the training needs of the persons can be done easily. Training is given in those areas which will help to improve the performance on the job. Training programme can be designed according to the need and can be made effective.

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Career path planning / Employee counseling: - Many companies have not taken up career planning for their employees. This is done to prevent the employee from leaving the company. Employees are informed about the limitations of jobs in terms of development and are guided to take required steps for their future development. Job analysis provides such information regarding the areas in which a person requires modification for better career options.

--------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------Performance Appraisal: - By comparing actual performance of the employees to the standard established organization can decide the personnel activities like promotion increments incentives or corrective actions to enhance job performance. These standards are established using information provided by job analysis.

3. Discuss the concept of Team. Explain various approaches to team development you have came across with respect to your own organisation or any organization you are familiar with. Briefly describe the organization you are referring to.

Concept of Team- ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

All teams are groups because they consist of people with a unifying relationship. But not all groups are teams; some groups are

just people assembled together. For example, employees who meet for lunch are rarely called teams because they have little or no

task. Interdependence (each person called just as easily eat lunch alone) and no purpose beyond their social interaction.

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Strong business teams have clearly defined roles and responsibilities. Each participant knows what her own duties are and

understands which team members she can rely upon for help carrying out the task. Although the division of labor among team

members often will determine itself naturally over time, managers can facilitate this process by assigning tasks and roles to the

participants within a team. Consider rotating the duties among team members to prevent internal jealousy.

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Along with permanent teams, organizations rely on temporary teams to make decisions or complete short-term projects.

Companies bring together employees from various departments to design a product, solve a client’s problem or search for new

opportunities. Task force (also called ad hoc teams) are temporary teams that investigate a particular problem and disband when

the decision is made.

Approaches to team development-

1. Forming-

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During this initial stage of team growth, it is important for the team leader to be very clear about team goals and provide clear

direction regarding the project. The team leader should ensure that all of the members are involved in determining team roles and

responsibilities and should work with the team to help them establish how they will work together ("team norms"). The team is

dependent on the team leader to guide them.

2. Storming-

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The team leader needs to be adept at facilitating the team through this stage - ensuring the team members learn to listen to each

other and respect their differences and ideas. This includes not allowing any one team member to control all conversations and to

facilitate contributions from all members of the team. The team leader will need to coach some team members to be more

assertive and other team members on how to be more effective listeners.

3. Norming-

---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------In this stage, the team leader may not be as involved in decision making and problem solving since the team members are working better together and can take on more responsibility in these areas. The team has greater self-direction and is able to resolve issues and conflict as a group. On occasion, however, the team leader may step in to move things along if the team gets stuck. The team

leader should always ensure that the team members are working collaboratively and may begin to function as a coach to the members of the team.

4. Performing-

In the "performing" stage, teams are functioning at a very high level. The focus is on reaching the goal as a group. The team

members have gotten to know each other, trust each other and rely on each other.

------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------ Even in this stage, there is a possibility that the team may revert back to another stage. For example, it is possible for the team to revert back to the "storming" stage if one of the members starts working independently. -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------5. Adjourning-

In the "adjourning" stage the project is coming to an end and the team members are moving off into different directions. This stage

looks at the team from the perspective of the well-being of the team rather than from the perspective of managing a team through

the original four stages of team growth.

------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------ Example-

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----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- The organization I am referring here is Tata Steel. Team development approach in Tata Steel is as given below-

The Initial Meeting (Stage 1: Forming)

The day of the face-to-face meeting in Tata Steel has arrived. All team members are present. The agenda includes:

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The team members are very excited to meet each other. Each of them has heard of one another, although they have not worked

together as a team before. -----------------------------------------------------------------------------------------------------------------------------

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The Project Work Begins (Stage 2: Storming)

The team members have gone back to their home offices and are beginning work on their project. They are interacting via the

SharePoint site and the project is off to a good start. And then the arguments begin.

During the virtual meeting session, Tata Steel referred back to the ground rules the team set in their face-to-face meeting and

worked with the team to ensure that there was a plan in place for how decisions are made on the team and who has responsibility

for making decisions.

All is Going Smoothly (Stage 3: Norming)

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Significant Progress is made! (Stage 4: Performing)

The team is now considered a "high performing team." It wasn't easy getting to this stage but they made it! They are working

effectively as a group - supporting each other and relying on the group as a whole to make decisions on the project. They can

brainstorm effectively to solve problems and are highly motivated to reach the end goal as a group. When there is conflict on the

team - such as a disagreement on how to go about accomplishing a task - the group is able to work it out on their own without

relying on the team leader to intervene and make decisions for them. The more junior members - Donna and Sarah - have really

developed their skills with the support and help of the others. They have taken on leadership roles for some components of the

project.

Time to Wrap Up (Stage 5: Adjourning)

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The team has gotten together in the Tata Steel office to discuss the project, including documenting best practices and discussing

what worked effectively and what they would improve upon given the chance to do it again. Sandra has taken the team out to

dinner. They are joined by the project sponsor and some other executives who are extremely pleased with the end result.

4. Discuss the changing role of HRM. Explain the challenges associated with effective HRM policies and practices in the context of present business scenario, citing examples from your organization or any other organization you are familiar with. Briefly describe the organization you are referring to.

Changing role of HRM-

HR staff used to be seen as the administrative enforcers of the business management team - executive-centric and reactive,

hindering the other employees in performing their jobs with complex layers of bureaucracy.

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Supporting the business

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Employee engagement

HR should no longer be seen as an employee’s last resort in the case of negative encounters - in fact, modern HR should be

defined by active engagement with employee issues, championing staff members in the workplace, listening to concerns, and

building a partnership between HR, employees and managers.

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The Enforcer

Most HR practitioners will agree that the role as the employer's compliance officer is well established. But, it's increasingly

difficult to keep track of changes in state, federal and local laws and regulations. These must then be translated into effective

policies and practices. A greater emphasis is also placed today on taking preventative measures to forestall, or at least mitigate,

the effects of employee complaints of harassment, wrongful discharge, or discrimination. Though generally perceived of as a

reactive function, HR professionals will have to increasingly rely on proactive solutions.

Management Representative

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Strategic Partner

HR has begun stepping from its historical reactive function - like the guy who follows a parade of elephants with a shovel on his shoulder. A complaint is filed, react to it. Jobs open up, fill 'em. Absenteeism's on the rise, step up the discipline. ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------. A whole new set of skills and perspectives will be required of HR practitioners.

Employee Advocate

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Change management

Change management is the process in which HR managers ensure that employees have the necessary skills and information

when an aspect of their work environment changes - for example, that everyone is trained to operate a new software package that

is being rolled out throughout the company. A good change management process ensures that the change goes smoothly, with

minimal interruption and maximum buy-in from the staff.

---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------Example- (Tata Steel)

While the impact of the global economic crisis has been felt in varied degrees across all the geographies in which the Tata Steel

Group (TSG) operates, keeping the employees cheerful and motivated in these trying times has remained the focus of the Human

Resources department. The Group realises that its employees are the most valuable human capital and that they play a major role

in building the competitive advantage of the Company’s business across the globe.

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By building and maintaining positive employee relations by agreeing to innovative partnership deals with employee

representatives and trade unions to reduce employment costs and minimise redundancies.

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By working with governments and other agencies in support not only of its own workforce but those of its customers and

manufacturing as a whole. ---------------------------------------------------------------------------------------------------------------------

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Recruitment

Through 2008-2009, the Tata Steel Group has continued to demonstrate that the recruitment of the best of talent and the

engagement of its employees is an asset through both high and low demand cycles in the industry.

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Training & Development

The Group has continued to invest in and improve its managerial and technical capabilities through the internal development of its

own employees across Europe, India and South East Asia.

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With a view to augment the technical capabilities of the employees, a pilot programme in line with the Technical Competency

Assessment System was introduced in Tata Steel. Based on the results, the learnings from the programme will be introduced to the

rest of the organisation.

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Talent Management & Career Planning

As part of the global talent management initiatives, the year saw a greater movement of executives between Tata Steel India, Tata

Steel Europe, NatSteel and Tata Steel Thailand to enable the cross pollination of ideas and practices and also provide executives

with a global experience. ------------------------------------------------------------------------------------------------------------------------------

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Leadership Development

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Compensation Management & Better Synergy

It is a fundamental principal of the Tata Steel Group that all the employees across the globe are compensated fairly. Last year, like

the previous years, compensation was based on market benchmarking to ensure that Tata Steel remains an attractive and

competitive employer in the market place. Throughout the year, greater synergy was established between TSE, Tata Steel India

and the South East Asian operations. This included secondment of employees across geographies. The Performance Improvement

Committee has improved both the Knowledge Management and the Adoption of Best Practices Initiatives across the Tata Steel

Group and this has benefitted TSE alongside the other operations of Tata Steel.

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