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Winter / November 2011 Master of Business Administration Semester III MU0013 HR Audit- 4 Credits (Book ID: B1231) Assignment

Set- 1 (60 Marks) Note: Each Question carries 10 marks. Answer all the questions.

Q1. What are the components of human resource development audit?

Organisation and administration of human resource Information management through documentation Computerized Human Resource Information System 2.2.1 Organisation and administration of human resource In this you should consider following points: The way in which the organizations HR office is organized The operating standards and internal controls followed in the business unit. The ways of administrating retention rights, including notices, matrix, use of separation incentives, and outplacement practices. The procedure of making HR staff up to date with the HR field. The techniques used for communicating with employees and appointing authorities in department. 2.2.2 Information management through documentation You must be aware that information is managed in the business unit through documentation of various records of the employees and factors concerned to them. So following are some important considerations in this:

The person with whom the personnel files currently held. The documents are held in personnel files. The ways to document following in your organization : -Hiring: Application, interviewing, and reference checks -Compensation and benefits -Leave and overtime information -Transitions -Training -Discipline -Work history -Work Assignments -Significant accomplishments -Emergency contact information -Performance evaluation and performance management Termination The duration of holding the files. The place at which they are stored after employees leave. It should be seen that whether there is training of managers and employees about personnel files. The policies and procedures for accessing files. The person responsible for filling the requests for information when they are made to your organization. The content of employee, payroll, medical, and position files. The various internal controls to ensure accuracy of information and control access.

The process for purging records. The way of maintaining employee timesheets. The place at which various notices are posted. The methods to ensure timely and accurate reporting of information to the top management. 2.2.3 Computerized Human Resource Information System In this you need to check the System requirements, features and capabilities. Consider the following: Whether HRIS system is being used in the organisation or not. The type of HRIS system used. To judge that system is based on same platform as rest of the organization. The formal training program for employees and managers to access the HR information through the system. Whether the HRIS system is comprehensive or not. Are discreet pieces of information captured about employees and their jobs: -Personnel data -Recruitment/selection data -Training and development data -Compensation data -Performance appraisal/promo ability data -Benefit Plan data -Health/safety/accident data The ways of translating the information into usable forms. The data security issues. The individuals who are able to update and change information controlled to enhance accuracy.

The hardware is used to operate the system. The local area networks that is fully compatible with the system. The estimated processing time to generate a standard 10-field employee roster listing, including age, annual salary, and years of service, for 500 employee records.

Q2. Explain the audit of human resource function.

Answer:- Master of Business Administration-MBA Semester 3 MU0004 Human Resource Audit - 2 Credits (Book ID: B0799)Assignment Set- 1 (30 Marks) Question 1: Explain the process of HR Audit in detail [10]Answer 1: The audit process The HR audit process is conducted in different phases. Each phase is designed to buildupon the preceding phase so that the organization will have a very strong overview of thehealth of the HR function, at the conclusion of the audit. These phases include: Pre-Audit Information: This phase involves the acquiring and review of relevant HR manuals, handbooks, forms, reports and other information. A pre-audit informationrequest is forwarded to the client who compiles the necessary information for review byauditors. Pre-Audit Self-Assessment: In order to maximize the time spent during subsequent portions of the audit, a pre-audit selfassessment form, if sent to the client can be of use.The self-administered yes/no questionnaire asks a number of questions about current HR policies and practices.The completion of this selfadministered questionnaire allows auditors to identify keyareas for focus during the HR audit. On-site Review: This phase involves an on-site visit at the clients facility interviewingstaff regarding HR policies and practices. A very in-depth HR audit checklist iscompleted. Records Review: During the on-site visit, a separate review is conducted of HR recordsand postings. Employee personnel files are randomly examined as well as compensation,employee claims, disciplinary actions; grievances and other relevant HR relatedinformation are checked. Audit Report: The information gathered is used to develop an HR audit report. The auditreport categorizes action needs into four separate areas. The areas that are urgent andimportant (UI), not urgent needs but important (NUI), not urgent but not important needs(NNI)), and important opportunities needs (IO). As a result of this scheme of classification, managements can prioritize their steps. The critical areas

The comprehensive HR audit covers all areas of HR management like recruitment practices, training and development, compensation and benefits, employee and unionrelations, health, safety and security, miscellaneous HR policies and practices-welfare,strategic HR issues, manpower planning/budgeting.Besides classifying needs in each of the above areas, the HR audit also cites relevantlaws, cases and research to support the recommendations. Preparation for an audit

Auditor engagement : If external firm carrying out the audit, it is preferable to set termsin writing defining and agreeing on scope .If using internal resource, it is better to appointthem formally with clarity on scope and select persons who are non political or those whoare not high on hierarchy. Also, if internal persons are auditing there must be training inauditing.Documents, manuals, handbooks, forms and reports auditor must have access to relevantinformation contained in employee files and other confidential documents of theorganization. Auditors must be given unrestricted access to records, once they signagreement for confidentiality. Data gathering: Completion of a self-assessment questionnaire significantly expeditesthe audit process and allows for better audit planning. On-site access: The on-site portion of the audit is the most critical.
Q3. Explain the linkages between HR Audit and business functions.

A study of relationship between Human Resource practices and performance of business The belief that Human Resource (HR) management and development practices have linkages with organizational level outcomes has been focus of the theoretical and conceptual work undertaken by Peters and Waterman (1982), Porter (1985), and Lawler (1986). Recent empirical work has highlighted the connections between HR practices like selection, performance appraisal, training, job design, promotions, information sharing, attitude surveys, incentive system and employee participation, and organization level outcomes like employee turnover, productivity, and financial performance (Delaney et al. 1989; Schuler, 1989; Ichniowski, 1990; Kleiner, 1990; Begin, 1991; MacDuffie and Krafcik, 1992; Arthur, 1994; Pfeffer, 1994; Huselid, 1995; Ostroff, 1995). However, there is no evidence of prior empirical work in the Indian context focusing on relationship between HR practices and organizational level outcomes. It is in this context that present study was undertaken to explore the existence and seek confirmation of relationship between HR practices and organizational performance. The broad objective of this study was:

To arrive at an understanding of the adoption of HR practices in Indian organizations, and also the relationship between these practices and organizational performance both-objective and perceived. The present study was undertaken with the following research questions: 1. How many of, and how far, the selected HR practices have been implemented by the organizations under study? Do they place different degrees of emphasis on these? 2. What is the impact of HR practices on measures of objective organisational performance, individually, together, and in interaction with each other? 3. What is the impact of HR practices on measures of perceived organizational performance, individually, together, and in interaction with each other? 4. What are the key HR practices which if earnestly implemented, are likely to increase organizational performance as indicated by objective as well as perceived measures? 5. Do high performing organizations differ from low performing organizations in terms of the strategic importance accorded to HR function as evidenced by the HR-Business Strategy linkages and use of Human Resources Information System, Human Resources Costing Procedures, and Human Resources Planning and Forecasting Techniques? To answer the above questions, the present study was carried out through a mail survey questionnaire method. The questionnaire used in the present study was an adoption of the questionnaire developed by Huselid (1993). The universe for the study was Business Today (BT) 500 organizations using the criterion of selecting only those organizations which figured consecutively in the BT 500 list during the years 1995, 1996 and 1997. A sample of 359 organizations emerged. Finally, 84 organizations responded with the filled questionnaire, and thus the overall response rate was 23.40%. The major findings of the study were: 1. The analysis of data shows that all the HR practices selected for the current study have been adopted by the organizations though the proportion of employees in an organization covered by such practices is low. This means that application of HR practices is often partial, not covering all categories of employees. 2. Both extensity and intensity measures of HR practices individually appear to be related to objective and perceived organizational performance. This is evidenced by explaining a significant variation in all the measures of the objective and perceived organizational performance by individual HR practices. It indicates that relationships of individual HR practices with all the measures of objective and perceived organizational performance are statistically significant.

3. The result shows that extensity and intensity measures of all HR practices together do not explain a significantly higher variation in the measures of objective and perceived organizational performance as compared to the variation explained by individual HR practices. 4. The interaction of HR practices does not result in explaining higher variation in the measures of objective organizational performance. However, in the case of perceived organizational performance, interaction explains a significant variation in dependent variable, though the magnitude is low. 5. HR function still does not appear to have acquired the status of a strategic function as evidenced by the organizations participating in the study, though there appears to be a positive trend in this direction. 6. The use of HR practices like human resources information system, human resources costing procedures, and human resources forecasting techniques is not widely prevalent among the organizations and thus HR management and development have not yet reached a state of sophistication extensively. 7. High performing organizations appear to emphasize the HR-business strategy linkages to a greater degree than low performing organizations. This is evidenced by large number of organizations from high performing category having a person from HR function as the member of business planning committee, involvement of HR department in strategic planning process etc. The present study was an exploratory study. The findings of the study need further confirmation on larger samples. However, the implications of the same seem to be substantial. At the end of the dissertation, major implications for practitioners and future research issues have been indicated.

Q4. What are the main objectives of Human Resource Planning?

OBJECTIVES OF HUMAN RESOURCE PLANNING


The three main objectives of human resource planning are: i) To ensure optimum use of human resources currently employed. ii) To assess or forecast future skill requirements. iii) To provide control measures to ensure that necessary resources are available as and when required. A number of specific reasons for attaching importance of manpower planning and forecasting exercise are to: link manpower planning with organisational planning, determine recruitment levels, . ,a nticipate redundancies,
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determine optimum training levels, *. pravide a basis for management development programnes, . -

cost the manpower in new projects, assess future accommodation requirements, study the cost of overheads and value of service functions, have a competitive edge over other service providers, and decide whether certain activities need to be subcontracted, etc. These objectives are relevant for any hotel though as per its specific requirements the hotel may add more to it, like, meeting the increasing demands of guests, providing right service at the right moment or meet the demand of changing trends and fashions in hotel industry.
Q5. Write a short note on employee orientation programme.

Guidelines
Guidelines are divided into two sectionsthe first section discusses the development of employee orientation programs, while the second section discusses the planning and delivery of employee orientation programs.

Developing Employee Orientation Programs


An employee orientation program should take into consideration the culture and values of the department. Employee orientation should be an on-going learning process, ideally starting on the employees first day, to help employees understand their job and performance expectations, division and department goals and priorities, and corporate goals and government priorities. Employee orientation programs should be offered using multiple learning methods, to best meet the needs of employees. This can include coaching, peer support, information sessions and on-line learning. Departments may wish to create check-lists or a guide for managers, as well as checklists or a guide for employees to explain the employee orientation process. The Public Service Commission will provide the corporate component to employee orientation. This information may include things like: o An overview of the structure of government, and roles of Ministers and Deputy Ministers o Information about governments strategic direction and vision, and examples of strategic initiatives. o An overview of departments and agencies, including central agencies and corporate service unit structure o Information about public service values o Information about government as a preferred employer, and pride in our workplace o Information about working in government, including an overview of legislation, corporate policies, management manuals, corporate planning, budgeting, business planning, and performance management processes

Deputy Heads will be accountable for the development of the department component of employee orientation. This information may include things like: o Overview of the departments vision, mission and values o Information about the departments structure, including its divisions o Overview of the departments goals, priorities and the business plan o Information about department policies and procedures o Overview of the programs and services delivered by the department o Review of the departmental organizational chart o Information about human resources initiatives for employees, such as healthy workplace, diversity, learning and development, and employee recognition activities o Information about employee benefits and pensions o Information about Employee Self-Serve (ESS) Managers will lead the development of the job-specific component to employee orientation. This information may include things like: o Overview of the position description and job posting o Information about roles and responsibilities, goals, and priorities of the division and the employees work unit o Introduction to key contacts and team members o Information about work assignments, client groups (if appropriate), etc. o Information about the terms and conditions of employment, including a discussion about probationary periods, work hours, etc. o Review of performance management cycles for the division, including performance review timelines o Review of applicable dress code o Tour of work space o Equipment orientation and training o Occupational Health and Safety (OHS) information o Review of security procedures o Review of acronyms and common terminology used in the work unit o Information about mandatory training for the position

Planning and Delivering Employee Orientation for a New Employee


The information in this section is directed to managers and supervisors, and can assist the implementation of employee orientation activities. Answers to the questions outlined below can help managers or supervisors plan the employees orientation and anticipating their learning needs.

What is the employees employment background? (Within the Government of Nova Scotia, public sector outside of the Government of Nova Scotia, private sector, nonprofit, within province/out of province, etc.) How long is the employee with you (permanent, temporary, casual basis)? What do they need to know to perform best in their role? Who do they need to know to perform best in their role?

What resources (internal/external) are available for the new hire? Is there something unique about your department and/or work team?

Suggested activities have been outlined below, divided into four phases: prior to the employees first day, the employees first day on the job, the employees first week on the job, and the employees first month on the job. Employee orientation should be an on-going learning process, so managers and supervisors are encouraged to use these suggested timeframes and build on them as they see fit. In addition, consider the use of a buddy system, having a team member available to coach the new employee throughout the orientation process.

Q6. What are the reasons for implementing the human resource scorecard?

Reasons to Implement HR Scorecard


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By ivantsoft

Nowadays, HR became extremely popular since business owners understood that their employees are the most valuable asset they have. Indeed, recent economic crisis demonstrated importance of having educated and motivated personnel. Some companies even managed to generate revenues during crisis thanks to innovative approaches and dedication of employees. That is why when companies develop strategies they should make sure that HR approaches are aligned with general strategy. Today, all big companies have HR departments. However, often HR managers deviate from company strategy. For example, HR department may overpay when hiring employees or do nothing to improve organization climate. As known, it is very important that employees are satisfied with wages, managerial approaches, office environment etc. Stats show that satisfied employees can perform better. Thus, if employees perform better the company has better chances to implement strategy. The best way to align HR goals and company strategy is to use Balanced Scorecard which is a fantastic performance evaluation tool which is also used in strategy planning. Balanced Scorecard may be used only in HR departments. By the way, this is a popular way to test BSC. Sometimes, companies start using BSC in one department which does not require sufficient investments. Later on, if positive results are achieved, BSC is used in the entire company. In such a way, managers evaluate efficiency of Balanced Scorecard and acquire skills of using this framework. Besides, this is an excellent opportunity to analyze own mistakes in using BSC. The process of BSC implementation starts with discussion of company strategy. In fact, it is not recommended to star using BSC unless any company has a realistic strategy. HR department should identify goals. For example, it might be better to hire inexperienced employees and educate them. To the contrary, some companies are willing to pay much for seasoned professionals who know how to do the job. Moreover, HR managers must understand how achievement of HR goals will contribute to implementation of company strategy. Of course, implementation of BSC, HR BSC in particular, requires time and efforts. Company employees should be prepared to work with this system. If employees are not experienced in BSC it is recommended to look for trainings and seminars. Luckily, it is easy to find lots of helpful seminars and online trainings. Even experienced employees might require additional knowledge, especially when using specialized BSC software. Thus, 10 or 20 employees might require trainings if software is used in the entire company and all levels. When looking for consulting and software, make sure you find reliable companies with good reviews. You should be able to identify own needs and budget in order to get the required services and software. Please, check out articles and tips at our website to get more info on how to align HR with Balanced Scorecard.

What Does A Balanced Scorecard Company Do? The Balanced Scorecard is a well established method of determining business performance while conducting an overall review of company and organisation success rather than just focusing of financial aspects. ... HR Performance Management and HR Balanced Scorecard The performance management is not just about the performance of the employees. The performance management is about the efficiency and increasing outputs of the departments in the organization. The HR was...

Benefits of the HR Scorecard


The HR Scorecard offers the following benefits: It reinforces the distinction between HR do-ables and deliverables: The HR measurement system must clearly distinguish between the deliverables that influence strategy implementation and do-ables that do not. Policy implementation is not a deliverable until it has a positive effect on the HR architecture and creates the right employee behaviours that drive strategy implementation. An appropriate HR measurement system will encourage HR professionals to think both strategically as well as operationally. It enables cost control and value creation: HR is always expected to control costs for the firm. At the same time, HR has to fulfil its strategic goal, which is to create value. The HR scorecard helps HR professionals balance the two and find the optimal solution. It allows HR professionals to drive out costs where appropriate, but at the same time defend investments in intangibles and HR by outlining the benefits in concrete terms. It measures leading indicators: Just as there are leading and lagging indicators in the overall balanced performance measurement system, there are drivers and outcomes in the HR value chain as well. It is thus important to monitor the alignment of the HR decisions and systems that drive the HR deliverables. Assessing this alignment provides feedback on HRs progress towards these deliverables and lays the foundation for HRs strategic influence. It assesses HRs contribution to strategy implementation: The cumulative effect of the HR Scorecards deliverable measures provides the answer to the question regarding

HRs contribution to firm performance. All measures have a credible and strategic rationale. Line managers can use these measures as solutions to business problems. It lets HR professionals effectively manage their strategic responsibilities: The scorecard encourages HR managers to focus on exactly how their decisions affect the successful implementation of the firms strategy. This is due to the systemic nature of the scorecard. It provides a clear framework to think in a systemic manner. It encourages flexibility and change: The basic nature of the scorecard with its causal emphasis and feedback loops helps fight against measurement systems getting too standardised. Standardisation is good for things that dont tend to have a dynamic nature but firm performance is a dynamic phenomenon. Every decision needs to be taken based on the past and future scenarios. One of the common problems of measurement systems is that managers tend to get skilled to obtain the right numbers once they get used to a particular measurement system. The HR scorecard engenders flexibility and change because it focuses on the firms strategy implementation, which constantly demands change. With this framework, measures simply become indicators of the underlying logic that managers accept as legitimate. It helps them look at the bigger picture and since there are no perfect numbers it makes it easier for managers to change direction when needed.

Winter / November 2011 Master of Business Administration Semester III MU0013 HR Audit- 4 Credits (Book ID: B1231) Assignment Set- 2 (60 Marks) Note: Each Question carries 10 marks. Answer all the questions.

Q1. Write a short note on focus groups.

Focus Groups

ocus groups are a qualitative data collection method effective in helping researchers learn

the social norms of a community or subgroup, as well as the range of perspectives that exist within that community or subgroup. Focus groups are often used to determine what service or product a particular population wants or would like to have, such as in marketing studies. Because focus groups seek to illuminate group opinion, the method is especially well suited for sociobehavioral research that will be used to develop and measure services that meet the needs of a given population. This module presents the fundamentals of using focus groups in applied qualitative research. It includes: Overview of Focus Groups Ethical Guidelines Logistics of Focus Groups How to Be an Effective Moderator How to Be an Effective Note-taker Suggested Readings Case Study Samples Steps in Moderating a Focus Group Steps in Note-taking for a Focus Group Focus Group Checklist

Overview of Focus Groups


What is a focus group?
A focus group is a qualitative data collection method in which one or two researchers and several participants meet as a group to discuss a given research topic. These sessions are usually taperecorded, and sometimes videotaped. One researcher (the moderator) leads the discussion by asking participants to respond to open-ended questions that is, questions that require an indepth

response rather than a single phrase or simple yes or no answer. A second researcher (the note-taker) takes detailed notes on the discussion. A principal advantage of focus groups is that they yield a large amount of information over a relatively short period of time. They are also effective for accessing a broad range of views on a specific topic, as opposed to achieving group consensus. Focus groups are not the best method for acquiring information on highly personal or socially sensitive topics; one-on-one interviews are better-suited for such topics.

Q2. Explain the different types of competencies with examples. Q3. What are the trends in HR audit seen in Indian scenario? Q4. Elaborate on the need for Human Resource Audit. Q5. Explain how audit of training is conducted. Q6. Elaborate on the different aspects work place policies and practices to be considered by the employers.

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