Master of Business Administration- MBA Semester 3 MU0013 HR Audit (Book ID: B1231) Assignment Set- 2

Q1. Explain the linkages between HR Audit and business functions. Answer:
Human Resource Audit and Business Linkages The HRD audit also examines the linkages between HRD and other systems like total quality management, personnel policies, strategic planning etc. Suggestions are made on the basis of evaluation on the future HRD strategies required by the company, the structure the company needs to have for developing new competencies and the systems that need to be strengthened, the styles and culture that has compatibility with HRD processes in the company particularly the styles of the top management, etc. Business linkages of Human Resource Development It indicates the extent to which HRD efforts (tools, processes, culture etc.) are driven to achieve business goals. The business goals include: nization is expected to achieve;

entation. Role of HRD Audit in Business Improvements

l staff

Q2. Write a short note on employee orientation programme. Answer:

Employee Orientation Programmes Employee orientation programs are given to new employees at a place of business. When a new employee is hired, the employee orientation program offers a business its best chance at shaping an employee's work practices and imprinting its corporate business philosophy onto the new employee's mind, because a new hire is eager to make a good impression. The programs can last from several hours to several days. The process of new employee orientation strengthens the new employees relationship with your organisation. It fuels their enthusiasm and guides their steps into a long term positive relationship with the organisation. Effective orientation programs where new employees are introduced to a company's mission and begin to feel they are a vital part of the team are key to sparking early productivity and improving employee retention. "In today's labor market, new employees know they can quit and start somewhere else tomorrow," says Mel Kleiman, author of Hire Tough, Manage Easy How to Find and Hire the Best Hourly Employees. Done poorly, their new employee orientation will leave your new employees wondering why on earth they walked through your door. "Orientation should be geared toward reinforcing new employees' 'buying decisions.' The focus must be on convincing them they made the right choice when they signed on."

Good employee orientation programs:

sion/purpose of the company and the job so employees can see the big picture. not thrown in to "sink or swim."

-workers and managers. o do their jobs. -term commitment you want from every member of your workforce. in sum, reinforce their "buying decision." Without a well-planned orientation, new employees end up confused. The employer's lack of direction and disorganized approach rapidly diminishes the employee's commitment to the company. Many new hires question their decision to change companies by the end of their first day. Their anxieties are fuelled by mistakes that companies often make during that first-day new employee orientation program. The common mistakes include: r day; -of-the-room lectures; and -mail, no computer, and no work. Before you completely revamp your present new employee orientation process, ask yourself the following question: "What do we want to achieve during new employee orientation? What first impression do we want to make?" There is no doubt that a companys positive first impressions can cement the deal for a newly recruited employee.

Q3. Explain the different types of competencies with examples. Answer:

Following are the certain core types of competencies for the professionals, behavioural aspects associated to each of them, and elements pertaining to each of them.

1. Communication Skills: This does not necessarily refer to the English speaking skill. There are various factors leading to effective communication. For details refer to Table below: Communication skill as a core competency

2. Interpersonal Relationship Building Ability: This deals with how well a person is able to socialize and make a close bond with others around him. The behavioural aspects and elements related to interpersonal relationship building ability re discussed in Table below: Interpersonal Relationship Building Ability as a core competency

3. Negotiating Ability: The need for this skill arises when two or more parties argue on a common issue and each party want a conclusion on it prefers. The behavioural aspects and elements related to negotiating ability are discussed in Table below. Negotiating Ability as a core competency

4. Critical Thinking Ability: The business environment is full of uncertainties and surprises. One must have the ability to think and act under unforeseen and critical situations. The behavioural aspects and elements related to critical thinking ability are discussed in Table below Critical Thinking Ability as a core competency

5. Data Management Ability: The documents and files possessed by a company are of great importance. The information has to be managed effectively. The behavioural aspects and elements related to data management ability are discussed in Table below: Data Management Ability as a core competency

6. Forecasting Ability: As already said, the business environment is highly uncertain. One has to possess the ability to foresee future changes and competitions. The behavioural aspects and elements related to forecasting ability are discussed in Table below:

Forecasting Ability as a core competency

7. Creativity: It is not only the quality of the product that plays a role in the market. It is also how different our products are compared to that of our competitors, which attracts our customers. This requires creativity. This will also bring about a huge difference in the way regular day-to-day activities are carried out. The behavioural aspects and elements related to creativity are discussed in Table below:

Creativity as a core competency

8. Business Environment Understanding: Success is possible in business only if proper understanding and analyses of the happenings of the business environment is made. The behavioural aspects and elements related to business environment understanding are discussed in Table below:

Business environment understanding as a core competency

9. Coordination/Partnership Skill: Any business cannot survive if people were to work as individuals. It requires people of one department to coordinate and work with people of other department. Also people of the same department must be able to coordinate among themselves and also with external environment. The behavioural aspects and elements related to coordination/partnership skill are discussed in Table below:

Coordination/Partnership Skill as a core competency

10. Instruction Following Ability: However flat todays organizations have become; there still exists a certain amount of hierarchy. Employees must be able to receive orders from their superior and execute the instructions correctly. The behavioural aspects and elements related to instruction following ability are discussed in Table below:

Instruction Following Ability as a core competency

11. Knowledge Updating: Any employee must be in a position to update his/her knowledge with regard to the happenings of the outside world. This is absolutely necessary for servicing in todays business environment. The behavioural aspects and elements related to knowledge updating are discussed in Table below:

Knowledge updating as a core competency

12. Presentation Skill: Employees in any organization will have to present their reports or analyses to people within the organization and also the others outside. The behavioural aspects and elements related to presentation skill are discussed in Table below:

Presentation skill as a core competency

13. Analyzing/Problem Solving Ability: When faced with unexpected situations, the employee must be able to tackle it. In case any problem arises; the employee must be able to solve it. The behavioural aspects and elements related to analyzing/ problem solving ability are discussed in Table below:

Analyzing/ Problem solving ability as a core competency

14. Counselling Ability: When employees have some problem, naturally their performance in the organization goes done. The problem could be in their personal life or in the organization. Whatever be the case, the employees require a good counsellor who can lend their support to the employees with problems. The behavioural aspects and elements related to counselling ability are discussed in Table below:

Counselling ability as a core competency

15. Other Competencies: Apart from these competencies, there are others that are specific to the job done. The requirements of those competencies vary depending upon the time and situation. Those skills are: ity

While preparing the report of HR audit, you must always analyse first if all the above discussed core competencies have been taken an account of or not. The elements related to each of the competency should have been duly adhered to and the behavioural aspects should have been properly marked.

Q4. What are the trends in HR audit seen in Indian scenario? Answer:
In India, the prevalence of HR Audit has been quite popular since 1970s. It first promulgated by BHEL (Bharat Heavy Electrical Ltd), a leading public enterprise, during the financial year 1972-73. Later it was also adopted by other leading public and private sector organisations in the subsequent years. Some of them are Hindustan Machine Tools Ltd. (HMTL). Oil and Natural Gas Corporation Ltd.(ONGC), NTPC, Cochin Refineries Ltd. (CRL), Madras Refineries Ltd.,(MRL), Associated Cement Company Ltd.(ACC) and Infosys Technologies Ltd.(ITL). Adaptability of various models, especially Lev and Schwartz model and Flamholtz model and discount rate fixation and disclosure pattern i.e. either age wise, skill wise etc., in BHEL, SAIL, MMTC (Minerals & Metals Trading Corporation Of India Ltd.) HMTL, NTP, etc., made HR auditing even more popular in the country. All said and done though, let us mark the fact here despite this all, there has been no uniformity among Indian enterprises regarding HRA disclosure. HRD audits of different organisations have revealed different things. The case studies of two HRD audited organisations discussed in this unit are quite illustrative to substantiate this. Let is make it clear at this point only that the names of the organisations have been changed because the audit process reveals the strengths and weaknesses of the organisation are brought to the fore and the organisations may not like it to get their weaknesses published. It is a point to mark that, in most of the organisations, great support was given to all HRD activities by the top management of the organisations. Thus we can for sure make out the success of an HRD intervention.

Q5. Explain how audit of training is conducted. Answer:

Audit of Training Training is a subsystem of an organization. It ensures that randomness is reduced and learning or behavioral change takes place in structured format. The main objective of training and development division is to make sure the availability of a skilled and willing workforce to an organization. It improves the productivity of employees and thereby increases the performance of the organisation. Audit of Training suggests future improvements based on past activities measurement. The training indicators are: and the frequency with which personnel training needs are analyzed;

procedure by which training needs are analyzed nselling The training conducted at the orientation of the employees The percentage of employees that participate in training programs by work place categories.

Q6. Elaborate on the different aspects work place policies and practices to be considered by the employers. Answer:
Workplace Policies and Practices Many smaller companies do not like writing certain aspects of ways of conducting business. For such companies, it is mere formality and they do not appreciate people-oriented culture. Though it should be avoided because it is patently illegal because laws require that companies should mention very clearly the policies about guaranteeing specific protections to employees 1. Safeguarding employee information Employees personal information should be safeguarded. Separate files should be maintained for personal information as contrasted with employment related information. Main objective behind it to ensure that while deciding the employees career with the company his personal information should not be considered. For example while deciding whether to promote employee or not, instead of his personal information like his religion, his work experience and capabilities should be considered. The employment decision needs to be made on work/performance-related information, not the personal information. Relevant materials in the work file include information on the employees education, related work experience, and performance evaluations in other positions within the company. An audit can clarify what information must be segregated and the laws that govern employees access to and copying of their files. Other employee information that must be safeguarded includes any materials that contain medical information. 2. Employee performance management An audit can review companys job descriptions for compliance (i.e., to determine whether the descriptions list the essential functions of the job). Various legal issues can arise due to performance related problems of employees. Audit will help in following improvements and reviews: -day written standard performance evaluation form. . t/performance improvement plan. companys policy for both voluntary resignation and company-initiated termination . d salary administration program.

3. Safe work environment Audit practices may also help the companies to know about factors that contribute to a safe work environment. A company may choose to develop an audit sheet tailored to a particular issue, such as the companys zero-tolerance policy for harassment. For example, a company may wish to review and evaluate its practices of dealing with inappropriate harassing behaviour in its workplace.