Q.

4: How is a career planned for an employee in a large technology company TCS or

Infosys and how is the career planned for an MBA?
TCS provides its global, diverse workforce with a stimulating environment to aid both their
personal and professional development. As on March 31, 2017, 387,223 employees worked
with the company and its subsidiaries. Our workforce is predominantly young, with an
average age of 29.7 years. TCS has been leveraging digital technologies extensively to
reimagine its talent acquisition, talent development, and engagement functions.

Progressive Working Environment

TCS is an equal opportunity employer, and subscribes to the Tata Code of Conduct in
embracing diversity in race, nationality, religion, ancestry, marital status, gender, age, ethnic
origin, physical ability, and sexual orientation. Today, we are one of the world’s largest
employers of women. Progressive policies such as extended parental leave, a mentoring
program for junior women employees, special leadership development programs for senior
employees, a virtual support group on child psychology, and parenting workshops for
working parents have gone toward making the workplace more employee-friendly.
Our Center of Excellence for Accessibility works on IT solutions for differently-abled
individuals, aiding their integration into the workforce. TCS also runs multiple initiatives to
help employees grow in their careers, such as Career Hub, a platform that provides them with
mentoring services. We also run Inspire, a specialized program that provides fast-track career
progression to high-potential employees. Periodic leadership reviews help us maintain a
healthy succession pipeline.
TCS follows both the Tata Group Safety Policy and its Occupational Health and Safety
(OHS) Policy to ensure the well-being of its employees. While we continue to focus on fire
safety; ergonomics; work environment management; office safety; and road safety in
company-provided transport, we have extended the scope beyond the workplace to incidents
that may occur outside of working hours.

Safety First, Always

To make TCS a zero-fatality organization, we launched the Safety First initiative in May
2014. Since then, an internal team from across locations has worked towards reducing
fatalities in road accidents, crimes, and self-harm incidents. Apart from initiatives to provide
associates a safety net at the team- and location-level, counselling sessions are regularly held
on domestic issues, personal stress, and relationship issues. Training and awareness sessions
about self-harm are also conducted.
TCS has also deployed a location-specific Night Exit Policy, and arranges for free airport
pick-up and drop facilities for women associates. In FY17, we launched a weekly Safety
Evangelist mailer campaign, as part of which TCSers share their personal experiences of
safety incidents. More than 100 associates have come forward to share their stories with the
TCS network. We have also released a carpooling app called Ko-Ride with an intent to help
associates reach work safely, and contribute towards environmental sustainability.
Five golden rules for MBA career planning
Adjusting from full-time work to full-time study can be a challenge for many MBA
candidates at first. But once settled into the learning environment, it’s all too easy to get
caught-up in the ‘MBA bubble’.
1. Take the time to reflect
Within the context of a busy work life we don’t often have the luxury of taking time to
reflect. In a learning environment you can take advantage of the chance to step outside and
understand what makes you tick.
2. Set clear targets
Work out what you actually want versus what you ‘feel’ you should be doing. Many come
into the MBA program with a vision of what they think they’re going to do but sometimes
peoples’ minds change – and that’s OK. Leaving an element of flexibility is wise – you need
to accept that you’re undergoing a period of growth and change – but it can be unnerving.
Manage anxieties by career planning and developing a clear ‘game plan’. But be realistic –
you may have to play the long game to reach your ultimate goal.
3. Cultivate your networks
An MBA is a chance to do a ‘networks audit’. Think about who you know and who can help
you. Map out your existing networks and begin to create opportunities for yourself, post-
MBA, while you’re still on the program.
It might mean taking a few risks and reaching out for advice. But don’t be afraid to approach
people who can help you break into the sectors or MBA jobs you’re interested in. Be daring –
the worst thing someone can say is no.
4. Develop your narrative
With every decision you make in the program – be it choosing electives, clubs, treks, or
internships – you need to think about how these ultimately relate to your future
employability. It’s often these extra opportunities and experiences which help you build your
narrative.
5. Always be ‘interviewing’
It’s easy to sit back in class and think nobody is watching. But we, as MBAs, need to be clear
on what we want to consistently project in terms of our personal brand. And that does not
switch off when you go back to university. Self-awareness of what you are communicating
and projecting is very important.
Be clear on the brand you want to present and, above all, be authentic.
An MBA is an opportunity to take accountability for your career development. Draw on the
advice on offer but remember, you alone are in the driving seat. Don’t leave anything to
chance or the last minute – start planning your future now.

Q.5.: Clarify the critical aspects of a performance management and review system and
what is 360 feedback or balanced scored card?
Seven aspects of performance management you need to consider as critical in making
performance management more effective.
1. Formulation of an effective performance management policy and framework.
 2. Getting to know and understanding the job functions of every employees. This also
involves empowering employees to the extent needed to enable employees to make
day-to-day decisions in the course of doing their jobs.
3. Understanding the link between employees' jobs and the organization's goals.
4. Monitoring employees' performance on a daily basis.
5. Measuring employee performance. This requires determining performance measures.
6. Reducing / getting rid of things that hinder or prevent good performance.
7. Teamwork between supervisor and subordinates (employees) and between employees
in order to improve performance.
Balanced Scorecard
What is Balanced Scorecard ? (BSC)
The Balanced Scorecard (BSC) is a systemic
and strategic tool of measuring performance of
an organization. It is a tool which enables
manager’s to monitor and measure the different
levels of performance activities done by their
staff members. It also helps them to control and
make decisions basis on performance results.
The characteristics of balance scorecard are
derived from financial and non-financial
parameters which indicate internal business
process and performances which are based on
external outcomes. As founder of Balance
scorecard,
Kaplan-Norton, defines as per,“The balanced scorecard refer traditional financial unit
measurement . these financial measures tell the story of previous events, an adequate story
for industrial age companies for which investments in long-term capabilities and customer
relationships were not critical for success.
The balance scorecard supports the strategic decisions of an organization and
characteristics as:
• Data capture, analysis and monitoring
• A combination of financial and non-financial data
• Its emphasis on the strategic plan of the organization
Balanced Scorecard Perspective
The balance scorecard comprises the activities of collecting data, develop matrices and
analysis it through four perspectives, which are:
1. Objectives - It consists of strategy at organization and department level
2. Measures – The progress report and measurement bases on desired objectives
3. Targets – Refers to targets consists of each parameters set by organization
4. Initiatives – the parameters to facilitate the performance initiatives
The above four parameters are interconnected with each other to make the business process
more effective results which leads to improve the financial performances. The organizations
make balance scorecard as per their own objectives, measures, targets and initiatives. Also it
standardized weightages in each parameter as per their business processes and goals. Giving
importance on each parameter is the as per choice of organization, The balance scorecard is
based on four parameter i.e. financial, customers, internal business process and learning
growth. Each parameter contributes the performance measurement and suggests improvement
areas which are completely based on weightages assign to each parameters.
1. FINANCIAL PERSPECTIVE
The financial perspective is one of the most important aspects of balance scorecard. It
contributes to the bottom line improvements of the company. In other words, it consists as
balance sheet of performance standards of the organization. This tool is made only for the
organisation internal stakeholders and management and reflects the financial health of
company/organisation.
The financial perspective to create balance scorecard are as follows:
 Company’s Turnover
 Profit and loss Margins
 Fixed cost, variable cost and Lower Costs
 Working capital of organization
 Investment capital
 Annual growth of Revenue
 Market share
 Net and gross Profit Ratio

2. CUSTOMER PERSPECTIVE
The main goal of any organization is to deliver value to the customer. The two main
indicators of evaluating the organization performance in the eyes of customers are; “customer
feedback “and “customer satisfaction” reports. The customers could be either “business to
business” (B2B) or “business to customers” (B2C). Viewing the core business and industry,
the relationship with the customers determines. For example, in case of manufacturing
units, the relationship with the customer are generally B2B, whereas in service industry, there
company maintain direct relationship with the customer i.e. B2C.
Customer perspective enables to identify the parameters of measuring satisfactions of
customers i.e. “how the customer sees us” or “what are the expectations of customers from
us” In view of customer perfective, the main parameters taken by many organizations are:
1. Product and service Offering
2. Brand identity & brand image
3. Relationship with the customers
4. The customer services
5. New products and services
6. Entering new market
7. Customer satisfaction and its retention
8. Customer loyalty
9. Fast response on customer query and complaints
3. INTERNAL BUSINESS PROCESS PERSPECTIVE
The metrics of balance scorecard made basis on internal business process which allows
managers to direct the channels of their department growth. In other words,it enables to
identify the strength and weakness of internal business process systems. The focus areas of
business perspectives could be:
1. Operations Management Processes
2. Innovation Processes
3. Customer Relationship Processes
4. Regulatory & Environmental Processes
5. LEARNING & GROWTH PERSPECTIVE
The Learning and growth approach is the 4th element of balance scorecard. It enables to
identify the training, development and learning needs in an organization’s. In other words, it
identifies the gap between “what we have learned “& “what should we learn “to meet
objectives. This perspective is majorly used in training need identification as well in various
organizations.
Kaplan and Norton give special importance as 'learning' is something more than of
'training' it also includes the roles like mentors and tutors within the organization, as well as
that requires the need of communication among workers that allows them to readily get help
on a problem when it is needed actually . Hence, it comprises with
1. Organization Culture
2. Employee skills and competency levels.
3. Leadership and managerial skills
4. Capabilities of executing Information system

Q.3: Explain the process to scientifically select an employee, what are the errors in an
interview and its process and how they can be overcome?
Employee Selection Process
Employee Selection is the process of putting right men on right job. It is a procedure of
matching organizational requirements with the skills and qualifications of people. Effective
selection can be done only when there is effective matching. By selecting best candidate for
the required job, the organization will get quality performance of employees. Moreover,
organization will face less of absenteeism and employee turnover problems. By selecting
right candidate for the required job, organization will also save time and money. Proper
screening of candidates takes place during selection procedure. All the potential candidates
who apply for the given job are tested.
But selection must be differentiated from recruitment, though these are two phases of
employment process. Recruitment is considered to be a positive process as it motivates more
of candidates to apply for the job. It creates a pool of applicants. It is just sourcing of data.
While selection is a negative process as the inappropriate candidates are rejected here.
Recruitment precedes selection in staffing process. Selection involves choosing the best
candidate with best abilities, skills and knowledge for the required job.
The Employee selection Process takes place in following order-
1. Preliminary Interviews- It is used to eliminate those candidates who do not meet the
minimum eligiblity criteria laid down by the organization. The skills, academic and
family background, competencies and interests of the candidate are examined during
preliminary interview. Preliminary interviews are less formalized and planned than
the final interviews. The candidates are given a brief up about the company and the
 job profile; and it is also examined how much the candidate knows about the
company. Preliminary interviews are also called screening interviews.
2. Application blanks- The candidates who clear the preliminary interview are required
to fill application blank. It contains data record of the candidates such as details about
age, qualifications, reason for leaving previous job, experience, etc.
3. Written Tests- Various written tests conducted during selection procedure are
aptitude test, intelligence test, reasoning test, personality test, etc. These tests are used
to objectively assess the potential candidate. They should not be biased.
4. Employment Interviews- It is a one to one interaction between the interviewer and
the potential candidate. It is used to find whether the candidate is best suited for the
required job or not. But such interviews consume time and money both. Moreover the
competencies of the candidate cannot be judged. Such interviews may be biased at
times. Such interviews should be conducted properly. No distractions should be there
in room. There should be an honest communication between candidate and
interviewer.
5. Medical examination- Medical tests are conducted to ensure physical fitness of the
potential employee. It will decrease chances of employee absenteeism.
6. Appointment Letter- A reference check is made about the candidate selected and
then finally he is appointed by giving a formal appointment letter.

What you do during a job interview is viewed as a "sample" of your work. Everything you do
is being judged because they don't know you (unless you are one of the lucky referred
candidates).
Show them you would be a great hire. Don't make these mistakes:
Mistake #1: Appearing uninterested.
This drives employers crazy. Most employers have more applicants than they need or want. If
you aren't demonstrably interested in them, they certainly aren't interested in hiring you.
To Avoid:
Demonstrate your interest in the company and the job. Show up on time, appropriately
dressed. Turn off your cell phone.
Ask intelligent questions that indicate you have done some research, but don't ask a question
that could be answered in 30 seconds with a Google search or a peek at their website's
homepage.
Mistake #2: Being unprepared.
Obvious lack of preparation is an opportunity crusher. And, lack of preparation usually
becomes obvious quickly.
To Avoid:
Be prepared! Preparation will help you demonstrate your interest in them and the job. You
will also perform better in the interview when you are prepared.
Successful preparation has several elements:
 Analyze the job description and your match with it.
Carefully analyze the job description. Write down each requirement, and how you
meet that requirement.
 Then, determine your accomplishments that align with those requirements. Write
down your accomplishments, quantified as much as possible, to help you remember
them.

Mistake #3: Sharing TMI (too much information).

Sometimes, people have a whole-truth-and-nothing-but-the-truth mindset in a job interview,
so they "spill their guts" in answer to every question. Not smart or useful!
I'm not recommending telling any lies, but I am recommending that you avoid boring the
interviewer and blowing an opportunity by sharing too much information. If they want more
details, they'll ask.
To Avoid:
Answer their question, and then stop talking. Or, ask a question of your own.
Mistake #4: Negative body language.
If you never smile, have a limp handshake, and don't make eye contact with the people you
meet at the employer's location, and especially with the interviewer, you'll come across as too
shy or too strange or simply not interested.
To Avoid:
Show your interest and enthusiasm. If you are naturally very shy or an introvert, express your
enthusiasm as Wendy Gelberg, author of The Successful Introvert, suggests.
[If you're a veteran, put yourself at "Attention!" (but skip the "Yes, ma'am" and "Yes, sir").]
Smile, say hello, look them in the eye, and shake hands as though you really are happy to
meet that person, and soon you will be.
Mistake #5. Not having good questions or asking the wrong questions at the wrong time.
To an employer, no questions = no interest. Number one, above, indicates how deadly that is
to your success with the opportunity.
As bad as having no questions is asking the wrong questions. During the first interview,
asking questions only about raises, promotions, vacation, and benefits are not usually well-
received. Those questions apparently indicate that you are just interested in specific personal
benefits rather than the job.
To Avoid:
Ask the questions that occurred to you as you were doing your pre-interview research, as you
talked with the people during the interview, or as you observed people in the location.
Ask for details about the job -- what an average day is like, if the job is new or being filled
because the previous employee was promoted, etc.
Mistake #6: Being angry.
If you were laidoff, fired, or ended your last job unpleasantly, you may feel very angry. You
may be angry over a horrible commute to the interview, earlier fight with your kids or spouse,
or anything else. Whatever the reason, dump the anger before the interview, at least
temporarily.
Angry people are NOT people employers want to hire. Angry people are not fun to work
with. They may frighten co-workers and/or customers or clients. They may also abuse both
people and equipment (computers, cars, etc.). Not good contributors to a happy workplace or
a prosperous business, even if they don't "go postal."
To Avoid:
Stop, before you enter the employer's premises, take a few deep breaths, focus on the
opportunity that awaits you at this potential employer, put a smile on your face, and do your
best to switch gears mentally so you are not "in a bad place" in your mind.
Mistake #7: Flirting or other inappropriate behavior.
Unless you are interviewing for a job as a comedian or host/hostess in a social club, don't try
to be entertaining or amusing. And, don't flirt with anyone, including the receptionist and the
security guard.
To Avoid:
If making them laugh isn't a requirement of the job, take the interview seriously. Save flirting
for your second day of work.
Mistake #8: Not collecting contact information or asking the next-steps questions.
Many job seekers leave the interview(s) with no idea of what will happen next in this
employer's hiring process. They also often don't know who is the best person to contact as
well as when and how to contact that person.
To Avoid:
At the beginning of the interview "play (business) cards" with the interviewer(s). Hand them
your business card (or networking card, if you are employed), and ask for their card. This is
the best way to gather the name, job title, location, and contact information of each person
who interviews you. If you don't have this information, you won't be able to proceed with
appropriate job interview follow-up

Q.6 How can change be managed by an HR manager and what should be the back
ground work required to successfully implement change?
Needed: a systemic, proactive approach
If change is not implemented correctly, the results can range from inconvenient to disastrous,
such as inefficiencies, duplicated efforts, and lost business opportunities.
Companies that are able to manage change effectively can gain distinct advantages over their
competition that can lead to even greater success. When done right, change management can
alleviate uncertainty among employees about how the change might impact them, reduce the
potential for a negative impact on productivity, and engage or re-engage the company’s
workforce.
1. Overcoming resistance
Although employee resistance is a natural reaction to widespread organizational changes, you
can overcome that resistance by focusing on several key strategies:
 Clearly and consistently communicate about the change well in advance of its
implementation.
 Help employees better understand the need for the change and the rationale
behind the decisions, as well as the ways the change may affect them.
2. Engaging employees
Employees who are engaged in the change are more likely to put in the effort necessary to
help implement the change and ensure a positive outcome for the organization. Help create
high levels of employee engagement during your change process by:
  Developing a team approach that includes employees’ perspectives from a variety of
departments and levels.
 Assigning and clarifying roles and responsibilities.
 Increasing your focus on the workers who are affected most by the change.
 Understanding and taking into account the different motivational factors for each
employee.
3. Implementing change in phases
For companies planning a major change initiative, taking a phased approach can help ensure
that the transition to a new system or process is as smooth and seamless as possible. Leading
change management firm Prosci recommends three phases:
 Prepare for change – By taking steps such as defining your change management
strategy, developing your change management team, and outlining key roles.
 Manage the change – By creating and executing change management plans that
include communications, operations and resistance management.
 Reinforce the change – By collecting and analyzing feedback and then implementing
corrective actions where needed.
4. Communicating change
Failing to tell employees in advance about organizational changes can increase employee
misconduct by 42 percent. An integral part of every stage of the change management process,
communication must be a two-way street in order to ensure the success of the organizational
change.
 Pre-and post-surveys allow for feedback both before and after the change has been
implemented, which can enhance the overall process.
 Engage resistors in one-on-one sessions prior to the solution’s implementation to
allow them to provide their input.
 Be clear, consistent and explicit, especially when it comes to timeline and
responsibilities.

Building a foundation for success:

Although implementing organizational change is complicated and complex, it does not have
to negatively affect your company’s performance.
You can minimize the disruption to your organization by beginning the planning and
communication process early to build the foundation for a successful implementation.
Change management deals with how changes to the system are managed so they don't
degrade system performance and availability. Change management is especially critical in
today's highly decentralized, network-based environment where users themselves may be
applying many changes. A key cause of high cost of ownership is the application of changes
by those who don't fully understand their implications across the operating environment.

In effective change management, all changes should be identified and planned for prior to
implementation. Back-out procedures should be established in case changes create problems.
Then, after changes are applied, they are thoroughly tested and evaluated. This article
describes the process steps for change management and factors critical to its success.
Step 1: Define change management process and practices:
As you would with other systems management disciplines, you must first craft a plan for
handling changes. This plan should cover:
 Procedures for handling changes—how changes are requested, how they are
processed and scheduled for implementation, how they are applied, and what the
criteria are for backing out changes that cause problems
 Roles and responsibilities of the IT support staff—who receives the change
request, who tracks all change requests, who schedules change implementations, and
what each entity is supposed to do
 Measurements for change management—what will be tracked to monitor the
efficiency of the change management discipline
 Tools to be used
 Type of changes to be handled and how to assign priorities—priority assignment
methodology and escalation guidelines
 Back-out procedures—Actions to take if applied changes do not perform as expected
or cause problems to other components of the system
Step 2: Receive change requests:
Receive all requests for changes, ideally through a single change coordinator. Change
requests can be submitted on a change request form that includes the date and time of the
request.
Step 3: Plan for implementation of changes:
Examine all change requests to determine:
 Change request prioritization
 Resource requirements for implementing the change
 Impact to the system
 Back-out procedures
 Schedule of implementation
Step 4: Implement and monitor the changes; back out changes if necessary:
At this stage, apply the change and monitor the results. If the desired outcome is not
achieved, or if other systems or applications are negatively affected, back out the changes.

Step 5: Evaluate and report on changes implemented:

Provide feedback on all changes to the change coordinator, whether they were successful or
not. The change coordinator is responsible for examining trends in the application of changes,
to see if:
 Change implementation planning was sufficient.
 Changes to certain resources are more prone to problems.

When a change has been successfully made, it is crucial that the corresponding system
information store be updated to reflect them.

Step 6: Modify change management plan if necessary:

You may need to modify the entire change management process to make it more effective.
Consider re-examining your change management discipline if:
 Changes are not being applied on time.
 Not enough changes are being processed.
 Too many changes are being backed out.
 Changes are affecting the system availability.
 Not all changes are being covered.

Q.2: Elaborate a manpower planning model to meet the needs of a large financial
services organisation like state bank of India, what type of tests and interview
rounds and types are used and why?

Manpower planning means planning means deciding the number and type of the human
resources required for each job, unit and the total company for a particular future date
in order to carry out organizational activities. Manpower planning may be viewed as
foreseeing the human resources requirement of an organization and the future supply of
human resources and (i) making necessary adjustments between these two and
organizational plans and (ii) foreseeing the possibility of developing the supply of
manpower resources in order to match it with the requirements by introducing
necessary changes in the functions of human resources management.
Need of Manpower Planning
Manpower Planning is a two-phased process because manpower planning not only analyses
the current human resources but also makes manpower forecasts and thereby draw
employment programmes. Manpower Planning is advantageous to firm in following manner:
1. Shortages and surpluses can be identified so that quick action can be taken wherever
required.
2. All the recruitment and selection programmes are based on manpower planning.
3. It also helps to reduce the labour cost as excess staff can be identified and thereby
overstaffing can be avoided.
4. It also helps to identify the available talents in a concern and accordingly training
programmes can be chalked out to develop those talents.
5. It helps in growth and diversification of business. Through manpower planning,
human resources can be readily available and they can be utilized in best manner.
6. It helps the organization to realize the importance of manpower management which
ultimately helps in the stability of a concern.
The importance of manpower planning in an organization is :
to recruit and retain the manpower of required quality and quantity.
1. to foresee the employee turnover and make the arrangements for minimizing turnover
and filling up of consequent vacancies.
2. to meet the needs of the programmes of expansion, diversification etc.
3. to foresee the impact of technology on work, existing employees and future human
resource requirements.
4. to improve the standards, skill, knowledge, ability, discipline etc.
5. to assess the surplus or shortage of manpower and take measures accordingly.
 6. to maintain congenial industrial relations by maintaining optimum level and structure
of human resources.
7. to minimize the imbalances caused sue to non-availability of human resources of the
right kind, right number in right time and right place.
8. to make the best use of its human resources and
9. to estimate the cost of human resources.
Selection procedure of SBI PO:
All the candidates need to appear for examination in three phases i.e. Preliminary
examination, Main examination and Group Exercise followed by interview round.
Preliminary examination
 The paper will consist of objective type questions
 It will be an online test of 100 marks and the duration of the same will be one hour.
It will consist of the following three sections:
 English language: 30 questions (20 minutes)
 Quantitative aptitude: 35 questions (20 minutes)
 Reasoning ability: 35 questions (20 minutes)
Main examination:
The exam will consist of an objective test of 200 marks and descriptive test for 50 marks.
Objective test: The duration of the test will be three hours. Questions will be framed from
the following four sections:
 Reasoning and Computer Aptitude: 45 questions (60 minutes)
 Data Analysis and Interpretation: 35 questions (45 minutes)
 General/ Economy/Banking Awareness: 40 questions (35 minutes)
 English Language: 35 questions (40 minutes)
Descriptive test: The duration of the test will be 30 minutes. It will have two questions for
50 marks will be a test of English language (letter writing and essay).
Note: One-fourth marks will be deducted for wrong answers in both prelims and mains.
Interview Process
There are two rounds in Interview Process. They are:
1. Group Discussion
2. Personal Interview
Group Discussion will conduct for 20 Marks:
 Group Discussion: 20 marks
 Interview: 30 Marks
 Experience: 10 Marks
SBI will check the following abilities in a Group Discussion:
 Communication skills
 Decision making
 Problem analysis
 Creativity
 Leadership qualities
 Ability to work in a team
Q.7: Why do you need Training need analysis?

Here is a quick guide to help you conduct this training need assessment effectively:

Step 1: Set Specific Training Goals and Objectives

You must know what you expect from the training program.
What are the desired business outcomes? Did our training work?
These questions need to be answered before you begin with the Training need analysis:
Business outcomes specific to either individuals, departments to the overall organization can
then be expected from the training conducted.
The Training Needs Analysis process should target these goals and outcomes.

Step 2: Define the Target Group for training and their Desired Competencies
Based on the desired business outcomes, now you should clearly define the target group for
taking the training. Ensure that you involve your employees in this process.
Get to know what they think and what you are trying to achieve with your training program.
Map expected business outcomes with the desired competencies of your target population.

Step 3: Conduct Online Assessments and evaluate desired competencies

An online skill assessment can help you evaluate desired competencies.
In fact a 360 degree feedback can also help you evaluate your employees’ performance and
areas of improvement.
You should be then able to study data from results of these assessments to determine trainable
competencies you want to include as part of the training program.

Step 4: Determine the Trainable competencies of the Target Group

If you realize that a particular competency will not be impacted by training, then it does not
make sense to conduct the training.
For instance, a customer facing role may require people who are inclined towards interacting
with others. Trying to instill this behavior in employees who are usually introverts will
certainly not help.
Determine which competencies can be improved with training.

Step 5: Conduct a Gap Analysis

Now it’s time for you to analyze how many employees require improvement in the trainable
competencies.
For this, you need to first identify and set standards for employee performance and analyze
how many do not meet these standards.
Those who do not meet the standards can be considered to be in need of training.

Step 6: Evaluate an appropriate Training method

There might be many methods of training that you can choose from:
Some common methods include:
 Classroom training
  Online learning
 On the job training
 Mentoring and coaching
 Blended Learning
 Conferences or University Programs

Step 7: Decide the Training Delivery options

This is a very critical step that involves your workforce composition and setting training
budgets.
You can also select the appropriate combination, whether you prefer e-learning, classroom
training or a blend of both.
This is also where you set the training schedule as well as the options and resources to deliver
it.
Step 8: Compare the Cost v/s the Expected Benefits of conducting the training
Do the benefits of the training conducted offset the costs incurred for the same?
Even though you may be very tight on budget, here are some costs that you should consider.
 Trainers compensation and delivery cost
 Travel and logistics costs
 Time lost on attending training
 Content development costs
 Training evaluation and reporting efforts

Step 9: Evaluation of the Proposed Training

After conducting the training, you should definitely know whether the training worked. In
fact the Training can be deemed effective only if it can be successfully used on the job.
You can evaluate the efficacy of your training program by asking questions:
 Did the training result in achieving desired business objectives?
 What is the proportion of change in expected job performance of the trained
employees?
 Did the training lead to a positive return on investment? What is the ROI?
 Has the training let to improved competencies of the target trainee audience?

Step 10: Implement your Training need assessment plan

After you have carefully evaluated your training needs, it is now time to put your plan to
action.
Create a thorough report that involves the objectives, methodology, findings,
recommendations and further steps to carry out the training.
You can then use this report to implement our Training need assessment plan to the ‘T’.
Is this how you conduct your Training needs analysis? Let us know how it works for you in
the comments
Types of Training Methods
Employee training takes various forms. In total, the types of employee training are online
training, on-site training, onboarding training, ongoing training — it’s usually a combination
of these types that make up a company’s training model.
Types of training methods for employees include:
Online training (elearning) – Online learning has come a long way since SCORM was the
standard. Now, lessons and courses can be more easily created and delivered without having
to attend in-person sessions. Lessonly is a prime example of a modern elearning platform
helping employees learn at their best pace in their best environment.
On-site training – This is pretty self-explanatory. On-site training generally consists of
training that occurs at the headquarters of a company. Or, rather, training representatives
travel to different locations to train employees. Types of on-the-job training can vary in
accordance to certain roles. For instance, with customer service and sales teams, both may
practice role-playing whereas sales representatives are going to work on honing presentation
skills and customer service reps may focus on phone communication. Off-the-job training
methods can take forms of quizzing, performance reviews, and online learning courses.
Online learning usually plays a part in on-site training; Lessonly enables managers to
incorporate creative and informative content along with assessing learner progress.
Onboarding training – Onboarding training takes place when employees are hired.
Onboarding training can be the most intense time period for learning in a company.
Employee role information has to be learned as well as cultural information like company
values and beliefs. This can be a lot of information to learn, and frankly, assuming that an
employee can retain all information before performing in a role is unrealistic. This is where
on-going training plays in.
Ongoing training – What does continuous training improve? Ongoing training, or
continuous training, reinforces information. This type of training is necessary within the first
year of an employee’s role. Furthermore, it helps new and established employees remain on
the same page. If processes or standards change, then a training session can be held to update
all employees. With Lessonly, you can simply update a lesson and redistribute it to the entire
company.
The Difference Between Training and Development
The advantages and disadvantages of training and development really depend on the size of a
company. As a company grows, messages can become lost in the flow of processes. In order
for employee training and development to run smoothly, a company, no matter its size, must
have a detailed employee training plan in place. The training and development process can
differentiate between industry and roles, but there’s no other field as familiar with its
workings like human resources management. The methods of training and development in
HRM can have a long-lasting impact on the way learning works throughout a company.
Types of Training Methods and Human Resources Management
Instead of training HRM employees with a “Methods of Training” PPT presentation or an
“Off the Job Training Methods” PDF, incorporate this content into a learning platform. In
turn, your HRM reps will use the same platform as a foundation for creating and distributing
learning.
Understanding the motivation adults have to learn as well as the most effective methods to
teach them is critical to the success of your training programs, so here are five tips for
improving your internal training programs and engaging participants.
1. Get them involved.
Most people retain information more thoroughly and for a longer period of time when they
can interact with the material. Some effective ways to keep adult learners engaged include the
following:
 Group activities and discussions
 Role playing
 Real-life examples and scenarios
2. Show them value and relevance.
If adults are going to spend their precious time, and sometimes even personal money, to take
a training course, they want to be able to see how the training is going to improve their skills
and increase their knowledge base and marketability.
3. Share their experience.
Adults have gained a lot of experience, work-related and personal, and giving them the
opportunity to share that experience helps them and other participants; the instructor doesn’t
have to do all of the talking, but participants can learn from each other as well.
4. Make scoring friendly.
Adults typically appreciate having some control over their learning experience. To give them
this control, you can avoid quantitative scoring for assessments or allow a number of
corrective attempts before the final results are recorded. Avoiding letter grades removes
pressure and allows participants to focus on the actual learning without the pressure of being
scored.
Alternatives to traditional assessments include the following:
 Skills demonstrations: Participants can show what they learned by demonstrating
their skills in a realistic job environment or by completing a relevant task. This will
show their understanding of how to apply the content in addition to their knowledge
about the subject.
 Discussion questions: Instructors can gauge participants’ understanding of the
material by posing questions that call for detailed responses.
 Group activities: By observing how learners contribute to group activities,
instructors can measure their level of competence with the subject matter.
5. Be positive and supportive.
In order to create and maintain a successful training environment, instructors should keep the
atmosphere professional yet friendly and treat participants with respect. A positive,
supportive atmosphere should encourage the learners to share their opinions and experiences.
In addition, allowing mistakes gives the learners more freedom and motivation to participate.
There is usually always a way to put a positive twist on an incorrect answer and turn it into a
lesson by using supporting explanations and relevant examples.

Q.8: Illustrate how organisation development activity is approached in an organisation

and what is the role of the OD consultant?
Approaches to Organizational Effectiveness as a part of overall Organizational Development
To develop an organization in order to drive the full range of benefits by the organizational
development, a student will have to study various approaches to the organizational
effectiveness. The OE is a relative term and is conceptualized by different theorists of OCD
differently. As such no unanimity is found in their approaches. The diverse approaches are not
only judgment but open to questions also. The concept of OCE consists of the following.

• Organizational Productivity.
• Organizational Flexibility.
• Absence of organizational conflicts.

The OE is reflected in how the organization is equipped to move towards its goals and
survive in the face of external and internal variability through creative adaptation strategy. We
shall now discuss the various approaches to OE.

a. Goal Attainment Approach:

Organization are developed to achieve on or more goals. Goal attainment is one of the most
widely used criteria of effectiveness. Profit maximization, high productivity, employees’ high
morale, providing efficient service may be some examples of attainment criteria. This
approach assumes that:

• Organization must have ultimate goals.

• Goals must be identified and defined to be understood.
• Goals must be few enough to be manageable.
• There must be general agreement on these goals.
• Goals must be measurable.
However the managers should be able to identify and measure the goals, in order to assess the
organizational effectiveness.

b. Systems Approach:
Sometimes the goal attainment approach may not be appropriate in view of the fact that there
may be multiple goals which could be in conflict with each other. It may also so happen that
the performance may be highly encouraging in regard to some goals, while there may be a
dismal failure in regard to some other goals. Hence, we can never say that an organization is
effective or ineffective in terms of its multiple goals. Therefore it may be necessary to look at
OE through a system approach. Some scientist calls this approach as “input- throughput-
output approach”. The behavioral scientist Bennies has listed the following criteria for
explaining OE.
• Adaptability: The ability to solve problems and to react with flexibility to changing
environment demands.
• A sense of identity: Knowledge and insight on the part of the organization of what it is,
what its goals are, and what it is to do? How outsiders perceive the organizational goals.
• Capacity to Test Reality: The ability to search out accurately, to perceive clearly and
interpret correctly, the real properties of the organizational environment, particularly those
which have relevance to the functioning of the organization.
• Integration: it is integration among the sub parts of the total organizational, such that the
parts are not working at cross purposes.
c. Strategic—constituencies Approach:
One closely related approach to systems approach is the above approach. This approach
proposes that an effective organization is on that satisfies the demands of those constituencies
in its environment from whom it requires support for its continued survival. This approach
differs from the systems approach in the sense that it did not concern with all the
organizational environments, but seeks to appease only those constituencies who can threaten
the organizational survival. Some typical criteria of selected strategic constituencies are
shown in the table below.

The following table is given to enable the student to know that typical criteria of selected strategic
constituencies.
Constituency Typical of Criteria
Owners Return on investment: growth in earnings.
Compensation: firing benefits;
Employees
Satisfaction with working conditions.
Customers Satisfaction with price, quality, service.
Suppliers Satisfaction with payments; future sales potential.
Ability to pay indebtedness.
Creditors
Competitive wages and benefits.
Satisfactory working conditions;
Unions
Willingness to bargain fairly.
Local community Involvement of organization’s members in local affairs, lack of damage to
officials the community’s environment.
Government agencies Compliance with laws; avoidance of penalties and reprimands.

d. Competing Values Approach:

OE assessed on the basis of one single criterion in terms of goals or systems or

constituencies, as discussed in the preceding three approaches, does not give a comprehensive
understanding of OE. Hence, there is a need to integrate all of key variables in the domain of
organizational effectiveness. Such an integrative approach is offered by the Computing –
values approach.

The role of OD consultant is very crucial. He is the one who shows mirror to age old
organization, its system and process.
Below is an attempt to capture the qualities of a good OD consultant. You will notice that
these include knowledge, skills, attitudes, emotional maturity, and an ethical orientation
which are not easily found in the combination required.
The ability to think afresh. Each OD situation is unique, and what worked before may not
work here. It is best to embrace the ambiguity and address situations freshly and without
fixed assumptions.
The ability to act professionally. Knowledge of a variety of OD techniques, their strengths
and weaknesses and how they may be used. Deep knowledge of research methods,
organizational behavior, social psychology and management disciplines.
The ability to network. Being able to make useful contacts and develop cooperative
relationships with people who can help with the OD project.
The ability to elicit information. Knowing how to gather reliable information from
individuals and groups involved in change. This means the ability to listen, to emphasis and
to win the trust of the clients so they speak openly. It means being able to understand others'
'life worlds' so that you can act appropriately.
The ability to critically assess and synthesis. The capability to collect data from different
sources, discriminate between what is important and what is less so and weave it into a
coherent picture of the issues requiring intervention.
The ability to diagnose. The capability to turn the client's diagnosis (which may only be an
appreciation of symptoms) into a construction of organizational issues which all parties can
agree. It also requires the ability to conceptualize using the language and ideas of social
science.
The ability to persuade. Part of the process above also implies a capacity for persuasion and
an instinct for power, that is, being able to sell ideas and influence political coalitions to
embrace a line of change.
The ability to inspire. Persuasion also involves the ability to tap into others' energy and to
radiate personal enthusiasm so that others have the confidence to try new ways of behaving.
The moral courage to address issues. Much of OD involves surfacing issues which others
would like to ignore and keeping them focused despite resistance.
The ability to develop others. This is the counseling side of the role (e.g. helping teams
experiment and learn new skills) and also the facilitative. It is about finding 'teachable
moments'. opportunities to challenge existing mindsets and demonstrate the value of
alternative approaches.

Q.1: Describe the HRM functions of a large company like Tata steel which is
transnational and which HRM functions can be outsourced and why?

HUMAN RESOURCE POLICIES OF TATA STEEL

MANPOWER PLANNING
Manpower planning enables HR department to project its short to long term needs on the
basis of its departmental plans so that it can adjust its manpower requirements to meet
changing priorities. The more changing the environment the department is in, the more the
department needs manpower planning to show:
 The number of recruits required in a specified timeframe and the availability of talent
 Early indications of potential recruitment or retention difficulties
 Surpluses or deficiencies in certain ranks or grades
 Availability of suitable qualified and experienced successors

PERFORMANCE APPRAISAL
Performance appraisal assesses an individual's performance against previously agreed work
objectives. Performance appraisal is normally carried out once a year. They assess key result
areas of their employees, workers and supervisors. Since it is a joint responsibility of the
individual and the supervisor; every individual in TISCO are co prime to each other.
It also enables management to compare performance and potential between employees and
subordinates of the same rank.
Rating of employees is done by their performances. It is given as per ranks very good,
average, and average to medium and below average. On the basis of these rankings highest
reward of the year is given to best suitable worker. The better performing employee gets the
majority of available merit pay increases, bonuses, and promotions.

TRAINING AND DEVELOPMENT

 The Technical Education Advisory Committee guides employee development and
training in line with strategic goals of the company and long-term objectives. The in-
house training centres impart majority of the training programmes.(Technical Institute
&Management Development Centre).
 Employees are also deputed to other organizations and training centres in the country
such as ITI and abroad for specialized training.
 Officers are trained into business managers through special General management
programmes such as at CEDEP, France.
 They are trained to know the changes in environment, market, and in steel prices.
 They also get training of problem solving techniques, conflict management, etc.

COMPENSATION PLANNING
 It depends on financial capabilities.
 Yearly increments are given.
 Compensation for inflation is common for all employees.(flat rates)
 It is decided by union and management where various demands are negotiated.
 It is paid as per other industries.  Individual performance bonus is also given.

DEVELOPMENT OF EMPLOYEES
 At Tata Steel, there is a continuous effort of staying in touch with employees to ensure
that there is the right culture to engage them in consistent performance improvement.
 Towards the well-being of employees Tata Steel has put into practice many initiatives,
events and programmes that have helped to create not only an enduring loyalty
amongst employees but also enabled them to have a more fulfilled life.

Special benefits provided to employees

Medical facilities:
Free medical facilities for employees and their family, which continues even after retirement.
Housing facilities:
Subsidised electricity, water and housing facilities to all employees.

Higher studies:
Monetary incentives to employees acquiring higher qualifications in a related field along with
study leave, scholarships etc. when necessary.

Holiday Homes:
Tata Steel has five holiday homes for benefit of employees during vacation.

Tata Steel Officer's Beach Club:

All officers of Tata Steel are eligible to be members of the Beach Club that offers holidays in
elite hospitality chains.
Family Benefit Scheme:
In the tragic case of a fatality in the Works, a monthly pension equal to the amount of the last
drawn salary of the deceased is given to the legal heir until the time the deceased would
have attained the age of 60.

DEVELOPING PEOPLE
Valuing its people as a great asset, Tata Steel is committed to their development, both in order
to benefit the individual and to benefit the Company through increased knowledge and skills.
In order to leverage maximum potential of human resource to achieve business objectives the
Company recognises that enrichment of people will help retain a motivated workforce in a
competitive environment.

Skills Development - Non-officers

Skills training is a process that begins at the time of an employee joining the company and
continues
throughout his or her career. Employees work in clusters of multi-skilled workers and move
across and within clusters on improving their skills levels. The Technical Training Institute
imparts vocational and basic skills training; the departments impart on-the-job training.
In order to promote self-directed learning, the Company has introduced e-learning whereby
employees can access electronic courses from their departmental e-Learning centres.

Skills Development - Officers

Tata Steel Management Development Centre conducts a number of managerial and functional
competency based programmes for officers and supervisors. The objectives of these
programmes are:
 To build individual capability by enhancing managerial and functional competencies
which are critical to operations, service and support functions.
 To build a leadership pipeline in the organisation to prepare the people to meet the
challenges of growth, globalisation and change.

Freedom of association and collective bargaining

Tata Steel respects the employees right to exercise freedom of association and collective
bargaining and provides appropriate support for this. There is an established system of joint
working and collective bargaining, which ensures that every employee is able to exercise this
right without any fear. Pioneering the concept in India, a system of Joint Consultation has
been in place in Tata Steel for more than 50 years.