Ms 22

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ASSIGNMENT REFERENCE MATERIAL

Course Code : MS - 22
Course Title : Human Resource Development
1. What is the usefulness of Competency Mapping in overall organizational functioning? What are the basic steps
followed in
conducting Competency Mapping of an organization. Explain with an organizational example known to we or we are
familiar
with. Describe the basic relevant details of the organization we are referring to.
BENEFITS OF USING COMPETENCY MAPPING
There are some useful benefits of using competency model for the company, managers, and employees as well.
FOR THE COMPANY
• Reinforce corporate strategy, culture, and vision.
• Establish expectations for performance excellence, resulting in a systematic approach to professional
development, improved
job satisfaction, and better employee retention.
• Increase the effectiveness of training and professional development programs by linking them to the success
criteria (i.e.,
behavioral standards of excellence).
• Provide a common framework and language for discussing how to implement and communicate key strategies.
• Provide a common understanding of the scope and requirements of a specific role.
• Provide common, organization-wide standards for career levels that enable employees to move across business
boundaries.
FOR MANAGERS:
• Identify performance criteria to improve the accuracy and ease of the hiring and selection process.
• Provide more objective performance standards.
• Clarify standards of excellence for easier communication of performance expectations to direct reports.
• Provide a clear foundation for dialogue to occur between the manager and employee about performance,
development, and
career-related issues.
FOR EMPLOYEES:
• Identify the success criteria (i.e., behavioral standards of performance excellence) required to be successful in
their role.
• Support a more specific and objective assessment of their strengths and specify targeted areas for professional
development.
• Provide development tools and methods for enhancing their skills.
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• Provide the basis for a more objective dialogue with their manager or team about performance, development, and
career
related issues.
BASIC STEPS IN COMPETENCY MAPPING PROCESS:
There are about five stages while performing competency mapping. The following are the five stages discussed in
detail.
FIRST STAGE:
The first stage of mapping requires understanding the vision and mission of the organization.
SECOND STAGE:
Second stage requires understanding from the superior performers the behavioural as well as the functional
aspects required to
perform job effectively.
THIRD STAGE:
Third stage involves thorough study of the BEI Reports/ Structured Interview Reports.
• Identification of the competency based on competency frame work.
• Measurement of competency.
• Required levels of competency for each job family.
• Development of dictionary which involves detail description of the competency based on the indicators.
• Care should be taken that the indicators should be measurable and gives objective judgment.
FOURTH STAGE:
a. This stage requires preparation for assessment.
b. Methods of assessment can be either through assessment centers or 360 Degree Feedback
c. If assessment centre is the choice for assessment then tools has to be ready
beforehand
i. Tools should objectively measure the entire competency required.
ii. Determine the type of the tools for measuring competency
ii. Prepare the schedule for assessment
iv. Training to the assessor should indicate their thorough understanding of the competencies and the tools and
also as to how the
behavior has to be documented.
FIFTH STAGE:
This stage involves conducting assessment centre. Usually it is a two day program which would involve giving a
brief feedback to the
participant about the competencies that has been assessed and where they stand to.
SIXTH STAGE:
Sixth stage involves detailed report of the competencies assessed and also the development plan for the
developmental areas.
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TATA Power Company - Competency

The core business of TATA Power Company is to generate, transmit and distribute electricity. The Company
operates in two business segments: Power and Other. The Power segment is engaged in generation, transmission
and distribution of electricity. The other segment includes electronic equipment, broadband services, and project
consultancy and oil exploration.
TPC recognizes the need to have a technologically proficient and business oriented human resource to successfully
address the
challenges and growth opportunities. Every organization needs to have well-trained and experienced people to
perform the activities. Training and development refer to the
importing of specific skills, abilities and knowledge to an employee.
2. What are the generally followed phases in implementing Organization Development programmes in an
organization? Are
there any conditions which play important role in success of Organization Development in an organization? Explain
with
relevant examples from the organizations known/familiar to we. Briefly explain relevant details of the organization
we are
referring to.
Generally followed six phases for implementation of organizational development in the organization 1. Purposes:
The organization member are clear about the organization’s mission and purpose and goal agreements, whether
people support the organization’ purpose.
2. Structure: How do we divide up the work? The question is whether there is an adequate fit between the purpose
and the
internal structure.
3. Relationship: Between individual, between units or department that perform different tasks, and between the
people and
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requirements of their job.

4. Rewards: The consultant should diagnose the similarities between what the organization formally reward or
punished for
doing.
5. Leadership: Is to watch for blips among the other boxes and maintain balance among them
6. Helpful mechanism: Is a helpful organization that must attend to in order to survive which as planning, control,
budgeting,
and other information systems that help organization member accomplish.
Organization development is an ongoing, systematic process to implement effective change in an organization.
Organization
development is known as both a field of applied behavioral science focused on understanding and managing
organizational change
and as a field of scientific study and inquiry. It is interdisciplinary in nature and draws on sociology, psychology, and
theories of
motivation, learning, and personality. Organization development is a growing field that is responsive to many new
approaches
including Positive Adult Development.
Contractual relationship
Although neither the sponsoring organization nor the change agent can be sure at the outset of the exact nature of
the problem or
problems to be dealt with or how long the change agents' help will be needed, it is essential that some tentative
agreement on these
matters be reached. The sponsoring organization needs to know generally what the change agent's preliminary
plan is, what its own
commitments are in relation to personal commitments and responsibility for the program, and what the change
agent's fee will be.
Change agent
A change agent in the sense used here is not a technical expert skilled in such functional areas as accounting,
production, or finance.
He is a behavioral scientist who knows how to get people in an organization involved in solving their own problems.
His main
strength is a comprehensive knowledge of human behavior, supported by a number of intervention techniques. The
change agent can
be either external or internal to the organization.
Sponsoring organization
The initiative for OD programs comes from an organization that has a problem. This means that top management
or someone
authorized by top management is aware that a problem exists and has decided to seek help in solving it.
Applied behavioral science
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One of the outstanding characteristics of OD that distinguishes it from most other improvement programs is that it
is based on a
"helping relationship." Some believe that the change agent is not a physician to the organization's ills; that s/he
does not examine the
"patient," make a diagnosis, and write a prescription. Nor does s/he try to teach organizational members a new
inventory of knowledge
which they then transfer to the job situation.
Organizational performance
The objective of OD is to improve the organization's capacity to handle its internal and external functioning and
relationships. This
would include such things as improved interpersonal and group processes, more effective communication,
enhanced ability to cope
with organizational problems of all kinds, more effective decision processes, more appropriate leadership style,
improved skill in
dealing with destructive conflict, and higher levels of trust and cooperation among organizational members.
Organizational self-renewal
The ultimate aim of OD practitioners is to "work themselves out of a job" by leaving the client organization with a
set of tools,
behaviors, attitudes, and an action plan with which to monitor its own state of health and to take corrective steps
toward its own
renewal and development. This is consistent with the systems concept of feedback as a regulatory and corrective
mechanism
Organization Development in reliance industries limited

RIL's talent base, as on March 31, 2010, stands at 23,365 with the average employee age of 41 years. The aim is to
lower the average employee age and invigorate the weth to take the organisation forward over the next few
decades as indeed the current leaders have done over the last 30 years by starting early in their 20s and 30s. The
entrepreneurial spirit has been a hallmark of the organisation. The Company continues to nurture this as it grows
exponentially.
Business Transformation - HR Transformation: To quote RIL CMD, Shri Mukesh D. Ambani, "The Business
Transformation
initiative that we have embarked upon is singularly going to be the most significant project that Reliance would
have ever undertaken in its organizational history". While this strategy cuts across Manufacturing, Businesses and
Services, most of the transformation agenda is around and strongly interlinked with people practices and
processes. The mandate is to build a world class HR organization with benchmark processes and systems around
Performance Management, Rewards and Recognition, Competency and Capability
Building, Succession Planning, etc. amongst others.
As an ongoing exercise, RIL has continued to look at, identify, create and execute seamlessly, initiatives which
enhance productivity
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and efficiency. Towards this end, the Company has put into place a central shared services organisation for HR,
wherein Global Best Practices for HR Shared Services are integrated. The objective of this centre, apart from
leveraging on the economies of scale, is to provide a world class experience to our people on all the matters that
they have to deal with on a day-to-day basis including all
transactions. RIL continues to invest in people through various Learning & Development initiatives, which has seen
3,092,403 man hours of Learning & Development activities at manufacturing divisions. E-learning as a medium is
much sought after by the employees for upgrading skills and competencies since people can learn when needed at
their own convenience and from where they may be. The Company has continued to invest in this area through
newer and state-of-the-art modules both in the Technical and Management domains.
In FY 2009-10, 105 Six Sigma projects were completed leading to financial benefits (annualised) amounting to Rs.
55 crore.
Presently, 439 Black Belts and Green Belts are associated in Six Sigma projects at different sites. For the success of
the projects, 1,896 team members and supervisory personnel are providing active support. To further embed Six
Sigma and develop a cadre of Reliance
Certified Black Belts (RCBB) across locations, RCBB development plan was launched at each site. Reliance Certified
Black Belt will
have the knowledge and skills to do complex projects and also guide, coach and train others in executing Green
Belt (GB) projects
3. How do we distinguish between Information and Knowledge? Explain through the roles of a Knowledge Manager
as to how
do they help leveraging professional expertise in an organizational setup. Explain with relevant organizational
examples we
are familiar with. Describe the organization we are referring to.
Knowledge vs. Information
The human mind’s content is based on the kinds of things that one interacts with on a daily basis. Many a time
people perceive
things based on either what they have seen, experienced, heard, read, learned or inferred after some
experimentation. These
perceptions are then categorized in the mind as data, information, knowledge, understanding or wisdom. Unlike
wisdom,
information and knowledge perceptions are as a result of what the brain has recorded in the past. That said, we
need to know how
knowledge differs from information (if it does) and if one can exist without the other.
Information refers to data that has been given some meaning by way of relational connection. In computing terms
it is data that
has been processed. The ‘meaning’ applied to the data may not necessarily be useful. For instance, data stored in a
database can
be processed by a procedure or a program to give information about something, for example a banking application
can determine
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how a particular account balance increased by returning the record of the credit that occurred to that account
using data stored in a
database somewhere, so ‘information’ would have been retrieved about that transaction. It is important to know
that without
information, we will not have knowledge.
Knowledge is the concise and appropriate collection of information in a way that makes it useful. Knowledge refers
to a deterministic process where patterns within a given set of information are ascertained. We can also positively
say that when a
person memorizes some information about something, then they have knowledge about it. That knowledge will
have some useful
and even applicable use to them but even if that’s the case, that knowledge doesn’t in itself provide for integration
such as would
infer further knowledge. Take the example of elementary school kids who memorize knowledge of the
multiplication table (times
table), for instance like the result of 3 times 3 is 9(3*3=9), because they have amassed knowledge of the table.
However, the kids
will not be able to respond positively when asked the result of 2300*150 as that entry isn’t in the table. It takes
true analytical
ability and the ability to reduce it to empirical factual knowledge, not just some memorized set of knowledge
Role of Knowledge manager
Knowledge manager is a role and designation that has gained popularity over the past decade. The role has
evolved drastically
from that of one involving the creation and maintenance of knowledge repositories to one that involves influencing
the culture of
an organization toward improved knowledge sharing, reuse, learning, collaboration and innovation. Knowledge
management
functions are associated with different departments in different organizations. It may be combined with Quality,
Sales, HR,
Innovation, Operations etc. and is likely to be determined by the KM motivation of that particular organization.
Knowledge
managers have varied backgrounds ranging from Information Sciences to Business Management. An effective
knowledge
manager is likely to be someone who has a versatile skills portfolio and is comfortable with the concepts of
organizational
behavior/culture, processes, branding & marketing and collaborative technology.
KM TECHNIQUES FOR VIRTUAL TEAMS IN INFOSYS
KM practices are used in an organization to capture the learning and best practices from past work experiences and
disseminate the
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same among employees for future work. Knowledge artifacts can also be in the form of reusable components and
tools that can be reapplied
to improve productivity. Some important KM techniques for virtual team organizations are discussed below. Some
important
KM techniques for virtual team organizations are discussed below.
Knowledge Contribution: All of us ‘learn’ everyday through our day-to-day work. But we rarely document our
experiences.
Documenting experiences is very important for a virtual team where one cannot share one’s experience through a
face-to-face
communication with other team members.
Organizations should encourage employees to contribute to the central knowledge repository. Knowledge creation
should be part of an
employee’s work process and not be considered an extra burden. Knowledge should be created at all levels. While
submission of
white papers may be a time consuming process, daily tips or creation of tools used in day-to-day activities can
always increase the
knowledge contribution.
Knowledge contributions from employees should finally be reviewed by some subject matter experts.
Knowledge Storage: It is very important to maintain a central knowledge repository for all the contributions. For a
virtual team, easy
access to the knowledge repository is the key factor for the success of KM. This can be implemented with a shared
LAN folder or a
web hosted forum or a web hosted application.
Knowledge Sharing: The knowledge collected becomes useful for the organizations only when it is effectively
shared with the people.
There are various ways to implement this for a virtual team. Some popular ways are mentioned below.
Mailing Groups: This group consists of a set of individuals with common interests. It can be something as small as a
project group or
it can be a large group with a business vertical. This group can share daily mailers, daily newsletters and day-to-
day work in the form
of 'tip of the day.'
Online Tools: Many organizations use online tools to disseminate knowledge across the members of virtual teams.
Technology-based
knowledge sharing and e-learning modules help the team members share knowledge without any face-to-face
communication.
Seminars arranged on video conferencing mode, to simulate co-presence, also helps the team members meet and
interact with each
other more effectively. An online quiz after the session creates healthy competition among the employees and also
ensures that the
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knowledge shared is being understood and used by the employees.

Various communication methods that can be used towards effective knowledge sharing based on the classification
of the virtual team.
Wikis/Blogs: Wikis are web pages that a group of people can update together. Wikis are used to share information
with a wide group
of people. Blog is a knowledge information publishing tool that can be used to share knowledge with the world.
With the help of wikis
and blogs, convenient knowledge sharing can be done with a wide group of people irrespective of their physical
location. These
methods of knowledge sharing are becoming increasingly popular due to the ease in the accessing internet.
Knowledge Evaluation: This is more of an ongoing monitoring activity from higher management. Organizations
need to make sure
that all the knowledge that is being collected and shared, finally lead to enhancing the quality or productivity of the
organization. Also,
recognition from higher management like appreciating knowledge champions of a team always encourages active
participation from
the employees.
4. What are the objectives, psychological bases, and important consideration in designing reward system of an
organization?
Critically evaluate these with an organizational example of reward system we are familiar with or known to we.
Give brief
and relevant details of the organization we are referring to.
REWARDING PERFORMANCE
Provide ample rewards to people who achieve objectives and Deny rewards to those not achieving objectives!
OBJECTIVES FOR THE PERFORMANCE-REWARD
• Reward structure is management’s most powerful implementation tool
• Kinds of incentives offered signal desired behavior & performance
• Rewards induce people to go all out to
o Execute strategy effectively
o Achieve objectives in strategic plan
POSITIVE OR NEGATIVE REWARDS
• Elements of both are necessary
• But, positive reinforcement should outweigh negative reinforcement to promote healthy work environment
REWARDING PERFORMANCE
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• “Doing a good job” means achieving agreed-upon performance targets

• “No excuses” standard must prevail
• Cannot reward “trying hard”
REWARDING PRACTICES
• Tupperware & Mary Kay Cosmetics Hold inspirational get-togethers for sales force organizations
• Procter & Gamble Encourages competition among brand managers; system breeds people who love to compete
and excel
Mars, Inc Every employee, including the president gets a weekly 10% bonus by coming to work on time each day
that week
Japanese Companies Employees meet regularly to hear inspirational speeches, sing company songs, & chant the
corporate litany
DESIGNING AN EFFECTIVE REWARD SYSTEM
• Performance payoff must be a major, not minor, piece of total compensation package
• Incentive plan should extend to all managers & employees
• System must be administered with scrupulous care & fairness
• Incentives must be linked tightly to achieving only performance targets in strategic plan
• Performance targets each person is expected to achieve must involve outcomes person can personally affect
AN PSCHOLOGICAL BASE FOR EFFECTIVE REWARD STRUCTURE INVOLVES
• CREATIVELY using full range of reward-punishment mechanisms
o Salary raises
o Bonuses, stock options, & “perks”
o Promotions
o Praise & recognition
o Constructive criticism
o Peer pressure
o More (or less) responsibility
o Opportunity for personal satisfaction
MAKING PERFORMANCE-DRIVEN COMPENSATION WORK
• Keys to implementing pay-for-performance
o Make performance targets basis for designing incentive system
o Ensure performance targets are clearly defined & every person/group is accountable for achieving them
o Be fair & impartial in comparing actual performance against targets
o Avoid skirting system to reward non-performers
REWARD SYSTEM IN HCL GLOBAL SYSTEMS
Meet the People Who Make Things Happen
What's it like to work for HCL Global Systems? One way to find out is to attend a HCL Global Systems recruiting
event, where we'll
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have an opportunity to talk with a HCL Global Systems recruiter — to get to know our company and our employees
up-close and
personal, to learn about new technologies on the horizon, and to explore career opportunities. At HCL Global
Systems, we're excited
to be part of a technology industry that is fundamental to the way people live, work, and play. We're also dedicated
to supporting the
industry, the partners and developers that comprise it, and creating opportunities for our customers.
All kinds of people; all kinds of potential
At HCL Global Systems when we talk about recruiting the best and the brightest, we're talking about people who
thrive on the
excitement of collaboration and the discovery of new opportunities. They like setting their own goals and working
hard to achieve
them in their own style. They apply their talents in myriad positions, from sales and marketing to technical design
and programming,
to product support and consulting. Why are they here? To create something that matters – to themselves, and to
millions of people
around the world.
We value diverse ideas
HCL Global Systems has established a number of initiatives to promote and integrate diversity at every level within
our organization,
and to demonstrate this commitment locally, nationally, and globally.
Diversity Education Programs.
These programs reinforce our commitment to diversity and ensure that our employees have the tools and
resources they need to grow
professionally. The emphasis is on understanding and valuing differences, and leveraging them in order to compete
effectively in an
ever-changing marketplace. Career choices with HCL Global Systems; the HCL Global Systems experience is about
choice. When we
join our team, we have the choice of Full time employment with on-site and off-shore project works. At HCL Global
Systems, the best
talent agents in the industry assure HCL Global Systems employees the right fit, on the right assignment the first
time. Access to these
great assignments helps HCL Global Systems employees achieve their career goals and gain valuable experience.
Top talent deserves top treatment.
New perks for HCL Global Systems employees always being added. Wer HCL Global Systems talent agent has all
the details. “Cool
Perks” for hot talent. With the HCL Global Systems experience we also gain access to a wide range of “Cool
Perks”— the stuff that
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turns a decent job into a decidedly desirable opportunity. “Cool Perks” help we develop wer skills, protect wer
health, and ensure wer
future growth.
Payroll and direct deposit.
HCL Global Systems employees are paid monthly. We take care of all payroll deductions required by state and
federal laws; we match
social security contributions and provide worker’s compensation insurance.
Health benefits.
System Soft HCL Global Systems employees are eligible to enroll in medical, dental, and insurance programs
through HCL Global
Systems preferred health-care vendors. Wer benefits are more comprehensive and are paid on a salaried basis
earning paid-time off (PTO), holiday pay and we can participate in a flexible spending program. Enrollment
materials are included in were personal new hire package. To become eligible for HCL Global Systems employee
status, we must:
• Be a W-2 hourly consultant;
• Meet 'exempt' classification status;
Every star needs an agent.
What's it like to work for HCL Global Systems? One way to find out is to attend a HCL Global Systems recruiting
event, where we'll
have an opportunity to talk with a System Soft recruiter — to get to know our company and our employees up-close
and personal, to
learn about new technologies on the horizon, and to explore career opportunities. At HCL Global Systems, we're
excited to be part of a technology industry that is fundamental to the way people live, work, and play. We're also
dedicated to supporting the industry and the partners and developers that comprise it, and to creating
opportunities for our customers.
Employee referral policy.
Any active employee can refer a candidate towards an open position at the company. If the candidate is hired and
remains on our
payroll for a minimum of six month, from the date of hire, the referring employee shall be paid a sum of $250.00 as
a referral bonus.
There is no limit on the number of referrals an employee can make, nor is there a limit on the amount of number of
referral bonuses
that can be collected, so long as the criteria laid out by the employee referral policy are met.
401(k) plan.
HCL Global Systems 401(k) plan allows employees to invest in multiple funds towards retirement. We can access
wer account via the
Internet or by phone, and transfer account balances as we choose. We are eligible to participate after the initial
qualification period.
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All HCL Global Systems employees are eligible to participate in membership card and discount programs, along
with access to web
seminars, technical trade publications and discounts, on technical training and other career enhancing perks.
Stock options
As a reward for completing strategic assignments or long-term assignments, we offer stock options. Ask wer HR
representative how
we can take part! Become part of the HCL Global Systems Team!

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ASSIGNMENT REFERENCE MATERIAL

TATA Power Company - Competency

requirements of their job.

Organization Development in reliance industries limited

knowledge shared is being understood and used by the employees.

• “Doing a good job” means achieving agreed-upon performance targets

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