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Ans. 1) Job description for a HR manager 1. Job title: HR Manager 2. Job Code: ******* 3. Department: Human Resources 4.

CTC Offered: ****** 5. Experience Required: Minimum 5years experience in the same industry Detailed Job Description Following are the roles required out of the HR Manager: 1. Recruitment and Selection Maintain up-to-date recruitment progress report, talent database and all related staffing communication. Process all local recruitment requests in an effective and efficient manner. Managing orientation program for employee to the business and culture. 2. Training and Development Interface with Group HR and external vendors and suppliers for the implementation of corporate training or training programs to meet the business needs where appropriate. Identify key skills, specialty skills and propose training needs accordingly. 3. Compensation and Benefits In charge of payroll administration and to make all necessary co-ordination to make a smooth and efficient operation (variable compensation, overtime, expatriates compensation, special payments). Gather all necessary data to benchmark salaries and benefits. Compile data needed for the annual salary review, and annual performance appraisal analysis. Provide information to Expatriate staffs regarding C&B (Tax; Social Benefits). 4. Employee Relations To detect and handle complaints, disputes and grievances of all staffs and labourers and to report them to the Regional Human Resources Director To foster a conducive working environment through employee relations activities and communication

To conduct exit and grievance interviews with all departments/staffs To assist in handling all local labour tribunal cases 5. Budget, financial management Submit the Personnel Budget for all personnel costs and Headcount to Finance Department on a half monthly basis and submit the yearly tax returns for all staffs on a yearly basis. To submit the Personnel latest estimates for all personnel costs and headcount to Finance Department on a quarterly basis. 6. Human resource information system Maintain smooth running of the Human Resources Information System. Monitor timely update of personnel records (personal details, position, salary, appraisal outcomes, leave records, training and awards). Organize locally and produce Group HR reporting. 7. Retention Management: Study attrition trends Understand employee & market related dynamics Conduct exit interviews, document the same and forward relevant information and papers to HO Institute and implement engagement initiatives of curb attrition 8. Performance Management & Coaching: Development plans for top 20% employees & bottom performers Facilitate identification of development plans Facilitate implementation of training calendar Job specification of HR manager 1. Degree in Human Resources Management, Business Administration. 2. At least 5 years relevant experience. 3. Proficient in HR matter. 4. Able to communicate well with all levels of people. 5. Good writing skills. 6. Meticulous, detailed, well-organized and able to work independently to meet datelines. 7. Expert user of MS Excel and numerically inclined. 8. Excellent communication and interpersonal skills.

9. Ability to start in short notice a strong advantage. 10. Team handling skills. Q2) Is personality an important parameter for selecting employee in industrial organization? Elaborate. Ans.) Nothing is more important in a new hire than his personality. While having the right skill set may seem essential, the fact is, skills can be acquired, Personalities cannot. With the increased challenge of finding the right fit more and more organisations are focussing on personality as an important parameter for selecting its future employees. As a result, employers are more demanding when choosing employees. Some people believe that formal qualifications and experience are necessary whereas others value personality and personal skills. It is often believed that applicants who have an academic degree, language skills and reference letters are more bound to be employed than others who lack formal qualifications because they are considered more competent to cope with the workload. Educated and experienced workers are presumably good at decision making, planning and brainstorming and they can also absorb a great deal of information and be tested on it. However, others claim that formal qualifications are inadequate and that employers should pay more attention to potential employees personal skills. Intelligence, for example, is an inherent skill that is not acquired, like knowledge, and it is a great asset in managerial posts. Moreover, communicative workers are adept at handling customers and manual work requires physical strength. As a result, formal qualifications do not prove capability whereas personal skills do. Also it has been observed that a lot of organisations focus on simulation tests and psychometric tests like MBTI, FIROB etc to determine the personality type of an individual and then conduct further evaluations and interviews to do the final selection. Personality tests help in identifying the behavioural traits of an individual which can be matched with that of the needs of the Job. For example having patience and self driven are key characteristics of an HR whereas innovation and passion could be matched with marketing employees. Similarly, those interested in numbers and having an aptitude in quant would suit well with finance Jobs.

Another point to be noticed is that what kind of person you hire also depends on culture of organization and the kind of job. A great person with all kinds of skills may be good fit for one and poor fit for another simply based on their personality type. You may not want a self centred, narcissist tending to elderly patients in your nursing home, but it might not be a bad idea to hire one to model your new clothing line. Similarly you may not want a person with an aggressive personality as your HR staff but the same person might fir for a sales job. Two individuals may have had similar educational backgrounds, share the same interests and can be working at the same organization, but one of them systematically exhibits a competitive character that may be hostile and aggressive, has developed an obsessive attitude toward the job as a source of success and recognition and he/she is impatient about his/her work in progress, while the other one is a patient person, a methodological professional and an calm and relaxed individual. The first semblance that corresponds to a typical Type A personality could be equivalent to the personality traits of a leader, an aggressive business development manager or an extrovert CEO, while the second typology is characteristic from Type B personalities where is possible finding an Operational Manager, an Accountant or perhaps, a Quality Assurance Auditor. What we also need to understand is that using a personality test for selection decision can have an impact on the quality of employees hired as well as on organizational effectiveness. First, personality assessment helps identify characteristics critical for contextual job performance. Contextual performance is the most critical driver of customer service quality. Employees who engage in contextual activities are not only high performers but collectively, their performance contributes to customer satisfaction, loyalty and economic value creation. Second, personality measures have less adverse impact compared to cognitive ability tests. Combining personality testing with cognitive ability testing (most predictive of task performance) can lead to a fair and legally defensible selection process. By reducing the chance of adverse impact against minorities, organizations reduce the likelihood of being flagged

for legal compliance, particularly if it identifies larger numbers of successful minority candidates. On the employment side, organizations should be careful in the selection of an appropriate instrument. It must be validated and relevant for work settings. Additionally, each organization should conduct a person-oriented job analysis to show job relevance of contextual activities and also conduct an in-house validation study. Such practices can ensure legal defensibility as well as justify the time and expense associated with the selection process From my point of view, employers should consider personality in selecting employees but that should not be the only parameter. During interviews due to constraints like nervousness, tension a person may not be able to display his true personality and this could act as a loss of talent if the focus is just on the personality type of a person for getting selected. Therefore, persons academic background, past achievements, co-curricular activities and other such facets present in the resume should also be evaluated before making the final decision to choose or to select. Reference: