Master of Business Administration-MBA Semester 3

MU0004 – HR Audit- 2 Credits

Assignment Set- 1

Note: Each question carries 10 Marks. Answer all the questions.

Q.1 Discuss the Key HR Elements and Resource. [10]

Q.2 Write a note on steps involved in competency mapping. [10]
Q.3 Write a note on the Performance management audit. [10]

1. Discuss the Key HR Elements and Resource.

Ans:
Key HR Elements and Resources this section will discuss key HR elements which af
fect businesses today. A different topic will be featured monthly. Additionally,
resources in HR will be shared to help we solve business issues within our orga
nization.
How to Retain Good Employees? Did we know that it costs approximately 1.5 times
an employee’s base salary to re-hire and re-train for that position? Did we know i
t’s an even higher expense for managerial positions?
Many companies and managers fail to remember that it costs more tore-hire for an
open position verses investing in retention programs for the employee long term
. Too many organizations are not pro-active in creating retention programs that
will help keep good employees.
Employees primarily quit their job for these reasons: They had a poor manager or
their position was not challenging enough. With management coaching and advice
on how to develop employees for the long term our retention rate will increase.
Many companies today are finding that the key to an effective retention program
is found in a strategy that includes an employee’s personal ambition (i.e. recogni
tion, career development) and the aspirations they possess for their organizatio
ns.
How do we hire the best candidate for the job? Here are a few questions to help
determine if we have found the best candidate for the job:
1. When answering interview questions did they provide work related experience a
nd exhibit skills that were directly applicable to the role?
2. If there were job gaps, do we know why?
3. Why did they leave their previous organizations?
4. Does the candidate fit into were company culture, team and exhibit the same w
ork values?
5. Interview for interpersonal and behavioral skills by asking open ended questi
ons such as: – Tell me about a time when we worked on a team project and what role
we played. – Give us an example of when we worked with a difficult person and wha
t we did to overcome the situation. – Tell us about a time when we found a problem
that wasn’t obvious to the parties involved and how we handled the politics in tr
ying to solve the issue.
About a time when we dealt with a conflict and what we did to resolve it. What w
e should focus on… We focus on seven critical areas of human resource management:
• Management/Leadership Coaching
• Employee Training and Development\
• Performance Management
• Organizational Development
• Recruiting and Retention Programs
• Employee Handbooks and Compensation
• Employee Relations Counsel Organizations that focus on these critical factors wi
ll create a positive and productive environment for their employees’ in turn drivi
ng financial performance and long-term success.
2. Write a note on steps involved in competency mapping.
Ans:
Competency Mapping is a process of identifying key competencies for an organizat
ion and/or a job, and incorporating those competencies throughout the various pr
ocesses (i.e. job evaluation, training, recruitment) of the organization. To ens
ure we are both on the same page, we would define a competency as a behavior (i.
e. communication, leadership) rather than a skill or ability.
The steps involved in competency mapping with an end result of job evaluation in
clude the following:
1) Conduct a job analysis by asking incumbents to complete a position informatio
n questionnaire (PIQ). This can be provided for incumbents to complete, or we ca
n conduct one-on-one interviews using the PIQ as a guide. The primary goal is to
gather from incumbents what they feel are the key behaviors necessary to perfor
m their respective jobs.
2) Using the results of the job analysis, we are ready to develop a competency b
ased job description. A sample of a competency based job description generated f
rom the PIQ was provided to this client. This was developed after carefully anal
yzing the input from the represented group of incumbents and converting it to st
andard competencies.
3) With a competency based job description, we are on were way to begin mapping
the competencies throughout were human resources processes. The competencies of
the respective job description become were factors for assessment on the perform
ance evaluation. Using competencies will help guide we to perform more objective
evaluations based on displayed or not displayed behaviors.
4) Taking the competency mapping one step further, we can use the results of wer
e evaluation to identify in what competencies individuals need additional develo
pment or training. This will help we focus were training needs on the goals of t
he position and company and help were employees develop toward the ultimate succ
ess of the organization.
To help us with the implementation of these steps and attached tools, we would r
ecommend we to consider reading the following materials. In addition, we may wis
h to email one of our clients that just went through this process (contact infor
mation for this client was provided).

3. Write a note on the Performance management audit.

Ans:
The Performance Management Audit: How to manage and continuously improve perform
ance in were organization Performance Management is an HR issue and responsibili
ty, for it lies with the HR department (even if it seems to be the job of indivi
dual line managers, team leaders or a business improvement initiative.
For the first time, this audit brings together all the issues involved in perfor
mance management and sets out a clear system for analyzing, reviewing and improv
ing them.
• If our organization does not already use performance managementformally, we will
find a simple framework for introducing appropriate performance management syst
ems and making team work.
• If it does use performance management techniques, we will find the tools to revi
ew and evaluate existing procedures – and make them work better.
At each step there are suggested questions, draft questionnaires, policy checkli
sts and project planning guidelines to help we review:
• General principles and practices
• The way we define and agree were expectations of teams and individual staff
• Methods of planning performance
• Methods of measuring and reviewing performance (performance reviews and feedback
, performance measures and documentation)
• The way we relate pay to performance (including analysis of the techniques avai
lable)
• Training and development in relation to performance management Run this audit an
d get a clear picture of the strengths and weaknesses of performance management
in were organization. Then identify and implement improvements, and measure the
results.