HRM

ASSIGNMENT

Submitted by: Akshan Sahdeo

Roll No.: 28

Answer 1.
Various practices and procedures in L& D used by organizations-

1. C-suite and HR work together better to align goals.

The biggest mistake I see that keeps an organization’s learning and development efforts from
reaching their full potential is a lack of planning and commitment from the C-suite. Leaders who
don’t plan exactly what they want their training to accomplish are wasting resources. In
a learning culture, management and HR work together to define the values, processes
and practices that employees, departments and the organization can use to increase
their performance and competencies. The knowledge and skills acquired and applied by
employees is shared freely in a learning culture, creating a sustainable and adaptable
organization.

2. Develop competencies for future organizational goals.

To maintain the continued health of your company, management must target employees who
can take over future leadership roles. For current employees, immediately begin training
on leadership development, communication and problem-solving skills. If they aren’t already,
HR can target job candidates with leadership potential in all their talent acquisition
efforts. Management can help develop future leaders and managers as soon as new employees
enter the door by providing mentors and helping them build professional networks. Improving
your leadership development program helps you build teams that are agile and capable of
evolving with the times.

3. Emphasize communication skills.

As organizations become more diverse and broaden their reach, company leaders see the value
in developing their employees’ soft skills, such as emotional intelligence, collaboration
and negotiation. In fact, more than 90% of respondents to a 2016 Deloitte survey rated soft
skills a “critical priority.” They also indicated that soft skills could foster employee retention,
improve leadership and build a meaningful culture.

However, there is widespread concern among recruiters that the soft skills gap is widening with
the technologically savvy but soft-skill-poor Gen Z employees entering the workforce. Learning
and development personnel can overcome this challenge by offering soft skills training to
employees and encouraging them to refine their social skills. An introduction to soft skills
training may include holding brainstorm sessions where employees list the possible uses
for various soft skills or helping them role play to discover different situational outcomes.

4. Increase the gamification of training.

There is a misunderstanding about gamification and training programs in the real world.
Unwitting business owners will scoff at the notion of gamification because they believe it
means turning their training programs into video games. Understandably, they feel that their
critical and potentially life-saving OSHA-compliance training should not be equivalent to Donkey
Kong. What they don’t realize is that gamification is simply a process of building a progressive
reward system into training that imitates modern video games.

Badges, points, leaderboards and community involvement incentivize the online training
experience for even the most jaded learner. Learners who lack the passion and drive to
participate can use these tools as a springboard until their core motivation kicks in.

5. View training as an employee benefit and bait for talent acquisition.

Training can be a key differentiator between companies competing for talent. Employees want
to work for organizations that provide personal and professional development, and they
consider it a deciding factor when looking for new employment or determining if they should
stay with their current employer. Learning and development plays a critical role in engaging —
and retaining — employees. Leverage your training as an employee incentive and add it to your
existing benefits package alongside retirement and health and wellness options.

6. Weigh learner-centric against content-oriented training.

Training in the past that focused solely on content was “one size fits all,” which made it difficult
to engage with the learner. Today, we must zero in on the learner, including his or her
experience, work environment, performance and technological fluency, to create a
training program. Any effective training program is one developed for the individual and
offers social activities to share their experiences.

As you train, think of your employees as consumers. They are used to getting 500,000 results
per search on Google, YouTube automatically playing related videos based on what they’ve just
watched, and Netflix suggesting content matches based on viewing pattern algorithms. For the
learning consumer, training clips on your YouTube channel, a classroom training session,
a MOOC (massive online open course) or a post shared on Facebook Workplace are
elements that can be turned into learning content.
7. Digital and mobile content and delivery are more critical than ever.

According to a 2018 study by LinkedIn, the biggest challenge for talent development is getting
employees to make time for learning. Employees would agree that they don’t have the time to
take away from their primary jobs to get the training. Delivering your training on
multiple platforms, such as classroom, mobile and on-demand, can help eliminate the time
crunch for busy employees.

Answer 2.

Recruitment is a process of finding out the prospective applicants and stimulating them
to apply for the vacancy. It is a long process which involves a series of activities that starts with
analyzing the job requirements and ends on the appointment of the employee. The activities
involved in the recruitment of employees are as under:

• Analyzing job requirement

• Advertising the vacancy
• Attracting candidates to apply for the job
• Managing response
• Scrutiny of applications
• Shortlisting candidates

The recruitment is done by the Human Resource managers either internally or externally. The
sources of internal recruitment are promotion, transfers, retrenched employees, contact
or references, ex-employees, retired employees, etc. On the other hand, sources of
external recruitment are recruitment through advertisement, campus recruitment,
recruitment by employment exchanges, recruitment by third parties (recruitment
agencies), internet recruiting, unsolicited applicants, etc.

Selection is an activity in which the organization selects a fixed number of candidates from a
large number of applicants. It involves the actual appointment of the employee for filling up the
vacancies of the enterprise. The term selection means the placement of the right man at the
right job. We all know that a lot of people apply for a single job at the time of recruitment, in
which the recruiters have to decide which candidate fits the best for the job.

The selection also involves a set of activities which are given as under:

• Screening
• Eliminating unsuitable candidates
 • Conducting the examination like aptitude test, intelligence test, performance test,
personality test, etc.
• Interview
• Checking References
• Medical Test

The process of selection is a time-consuming one because the HR managers have to identify the
eligibility of every candidate for the post. Besides this, the educational qualification,
background, age, etc. are also some of the most important factors in which they have to pay
more attention. After this, the written examination and interview is also a very tough task.

Key Differences Between Recruitment and Selection

The following points are substantial so far as the difference between recruitment and selection
is concerned:

1. Recruitment is the process of finding candidates for the vacant position and stimulating
them to apply for it. The selection means picking up the best candidate from the list of
applicants and offering them the job.
2. Recruitment is a positive process as it attracts more and more job seekers to apply for
the post. Conversely, Selection is a negative process as it rejects all the unfit candidates.
3. Recruitment aims at inviting more and more candidates to apply for the vacant position.
On the contrary, selection aims at rejecting unsuitable candidates and appointing
the right candidates at the job.
4. The activity of recruitment is quite simple because in this the recruiter does not have to
pay more attention to scrutinizing the candidate, whereas selection is a complex activity
because in this the employer wants to know every minute detail about each candidate
so that he can choose the perfect match for the job which requires
thorough investigation.
5. Recruitment consumes less time as it only involves identifying the needs of the job and
stimulating candidates to apply for the same. Conversely, selection involves a wide
range of activities, right from shortlisting the candidates to appointing them.
6. In recruitment, the firm notifies the candidates regarding vacancy through different
sources such as the internet, newspaper, magazines, etc. and distributes the form to the
candidates so that they can easily apply. As against this, in the process of selection, the
firm makes sure that candidate passes through various stages such as form submission,
written exam, interview, medical exam, etc.
7. In recruitment, no contractual relation is created between the employer and employee.
Unlike selection, where both employer and employee are bound by the contract
of employment.
 8. Recruitment is an economical process while the selection is an expensive process.

Answer 3.
From operating in closed conference rooms to holding a chief seat at the senior leadership
table, HR surely has come a long way. Today, the role of HR in planning and driving
strategic growth is as important as technology or business leadership.
In recent years, HR has undergone dynamic shifts in its roles, functions and overall impact
in shaping organizations. The need for a digital transformation from operating in a
traditional cocoon is no longer an option. The sooner the shift happens, the higher the
chances of survival. Forward looking and confident HR leaders are
harnessing the resources and insights to redefine obsolete models, and implement
technologies such as analytics, digital labor and AI. However, most of the HR leaders
remain confused and overwhelmed by so many new additions, thus facing a risk of extinction.
They are either struggling to adapt to this digital era or ignoring change altogether. Without a
doubt, a large cloud of uncertainty does prevail in the minds of HR leaders across the globe in
the backdrop of an inevitable and relentless change. These changes are also bringing about a
huge transformation in the role of HR.

The ever-expanding role of the CHRO

The role of a CHRO is one of the most important in any company. The scope of this role is not
only expanding, but also getting its due recognition and appreciation from the rest of the
C- suite. Today, CHROs must assist businesses in paving the way for strategic growth
across decisions relating to recruitment, compensation, talent management,
performance management, training, employee experience and more. They also need to
constantly develop themselves and use their knowledge to keep their organizations in the
game.
CHROs today cannot just focus on day-to-day activities of HR. They are required to offer their
inputs on high level business guidance and leadership on defining the very future of
work. Helping organizations make a move from traditional, rigid systems to new agile
organizational structures, CHROs can help steer this much needed engine of change. These
strategies will help companies effectively address the ever-expanding need to crack talent
needs and adjust to variety of employment arrangements to achieve business goals.
CHROs will also be able to put culture and diversity at the center. They must serve as custodians
of culture, lead through example and align culture with core business goals. This would involve
designing specific programs and strategies to ensure an engaged workplace, happy employees,
reward strategies that retain talent and ensuring there is diversity and inclusion in every sense.
It is the CHRO that can bridge the gap between the digital and the human and suggest
strategies to help achieve a balance for the future of work. They are the HR leaders who need to
initiate and sustain the right conversations with other business leaders to carve out an
intelligent path for a promising future.