Q1.

A)

A) Company Tresquis IT India Pvt Ltd Employs Employee ‘A’ as HR Generalist –

Management Trainee role. He reports directly to the ‘HR– Manager’ and has two
trainee HR assistants as his direct reports. Employee ‘A’ has excellent
communication skills and expertise on MS Office

B) I) They focus on a single goal- to invent breakthrough techniques to test Devices

and Technologies ensuring maximum overall satisfaction

II) They focus on streamlining the market strategy for terminal devices for its
extensive customer portfolio

C) They are happy to go out of our way to enable enterprises in maintaining above
par performance and establishing benchmarking standards across the business
geography of the enterprise in Mobile device testing, 5G Testing, Automotive
Testing etc.

D) To hire potential talent and foster long-term relationship with the past applicants
and potential candidates

E) Identify staffing needs and manage end to end Talent Acquisition Process for the
Domestic as well as International Location

Q1. B)

Timescale Performance objective/ Measure:

/ Quarter Individual goals
For each of the 4 points in each block of
Timescale/ Quarter, performance standard is
measured as below:
PERFORMANCE POINTS
STANDARD LEVELS
Unsatisfactory = 0
Minimally successful = 1-3
Fully successful = All 4
Exceeds fully successful 5-7
=
Outstanding 7+
=
 1st Identify staffing needs for
Domestic and
International Locations 1) Coordinating with the hiring manager
could be adopted up to 2) Identify staffing requirements
0.120% increase in this
quarter.
2nd 1) Identify desired qualifications of the
Prepare Job Descriptions candidates from the hiring team up to
communicate it to the 75%
candidates, as per the 2) Prepare JD accurately with the
performance standards set requirements up to 75%
in the beginning of the year 3) Communicate the JD through potential
up to 0.125% increase in platforms to the candidate up to 70%
this quarter.
3rd 1) Source the candidates through online
Sourcing, screening and channels 80% Time planned
interviewing candidates 2) Evaluate the candidate’s qualification and
for various departments up skillset 80% Time planned.
to 0.126% increase in this 3) Check progress up to 80% Time planned.
quarter.
1) Communicate with the past candidates up to
95% QL.
4th 2) Collect feedback by filling up of forms up to
95% QL.
Fostering long term 3) Check for inconsistencies in employee
relationship with the past feedback up to 95% QL
applicants to 0.125% 4) Informing the applicants about the new
increase in this quarter. vacant positions up to 94%.

5th 1) Communicate with the employees up to 90%

QL.
2) Collect feedback by filling up of forms up to
90% QL.
3) Preparing individual goals of the employees
Handling Performance up to 87%
management to 0.120% 4) Mapping individual goals with the
increase in this quarter. performance of the employees up to 85%

Q.1 C) A)

I) The reports under measures will be collected in full by the immediate manager of

employee ‘A’ on a quarterly basis and

II) The feedback reports will be made and given to the HR-Head at Company bi-annually.

B)
1.All the elements are critical.

2.Range of acceptable performance is clearly defined.

3.Standards and expectations are attainable.

4.Standards are challenging and fair.

5.It is easily understandable.

6.Fully successful standard is not surpassable

Q2. A)

A) The performance management system-defined competencies can be improved by

providing relevant training according to the competencies. There are many
certification courses for Financial Reporting & Communication. The employee
from each level will be able to improve their respective competencies by
completing them. Beginners will be able to improve their financial and accounting
metrics & variance analysis skills through an analytics course. Proficient’s will be
helped by reporting courses and certifications. Experts can be helped by data
interpretation certificates and training. The entire strata will have to be trained to
work on some online platform. The business must reinvent itself. Start upgrading
all strata pools' skills to fit the post-pandemic climate. The four areas of digital,
higher cognitive, social and emotional, and adaptation and resilience should be the
main areas of concentration. To fill important skill shortages, personalized
learning paths should be available.

Q2. B)

Q2. C)
I) Technical Competency: Industry-specific knowledge.
If managers get information and a thorough understanding of the sectors they're
working in, finance managers who work for customers or firms in certain areas
like healthcare, travel, business administration, or insurance companies can
contribute much more to the table.
I) Behavioral Competency: Honesty and strong values
Finance managers must adhere to highly severe legal and compliance
requirements in order to make sure that the operations of their clients are ethical
 and legal. A finance manager who is honest and has excellent ethics is highly
respected in an industry that places a lot of focus on openness and integrity in
addition to following these rules.

Q3. A)
The performance management system-defined competencies can be improved by
providing relevant training according to the competencies. There are many
certification courses for Financial Reporting & Communication. The employee
from each

The scenario, task, action, and result (STAR) format is a method interviewers
employ to compile all pertinent data regarding a particular capability that the
position necessitates.

Situation: The interviewer wants you to describe a recent difficult situation you
encountered.
Task: What were you expected to accomplish? The interviewer will check to see
what you were attempting to accomplish in the circumstance. Instead of "Task,"
some performance development methodologies use "Target." Candidates for jobs
that speak about a "Target" they established for themselves rather than a "Task"
that was placed on them externally highlight their own inner incentive to succeed
and to improve their performance. The interviewer then asked why it is necessary
for me to keep coding right before forwarding it to testers.

Actions: What were you doing? The interviewer will ask questions about what
you did, why you did it, and what your options were.

Results: What were the results of your actions? What did your actions accomplish
for you? Have you achieved your goals? What did this experience teach you?
Have you since put this knowledge to use?

During an IT Developer, the interviewer asked me about an error in the code.

After my answering, he enquired regarding my motives to keep codes as accurate
as possible before forwarding the code to testers. Then interviewer wanted to
know the steps I took to rectify the code. The interviewer then wanted to
understand what were the results of my action and what I learned from it.

Q3. B)
Situation: First there will be questions regarding a recent hassle and verbal spat
with a previous customer

Task: Then to understand what the interviewee was trying to resolve and what was
the issue about.

Actions: Then interviewer will ask questions about what you did, why you did it,
and what your options were. What could have been said? How was the tone?
Could verbal spat have been avoided?
 Results: Then what was the learning from the situation? Like was there any
learning regarding the importance of Patience and keeping calm Etc.

Q3. C)
Proactivity
Proactivity is unquestionably something you can learn through time. HR serves as
the intermediary between the employer and the employee as an HR professional.
As a result, being proactive can assist HR in identifying possible issues before
they get larger and escalating them.

Advising
One of the most important HR talents is the ability to serve as a dependable and
trustworthy advisor to employees. HR must be able to offer top managers, line
managers, and employees sound personnel recommendations.

Active hearing
The ability to actively listen is significant since it enhances many other crucial
abilities. In addition to creating a secure environment for others to communicate,
it aids in listening to others without bias or judgement. Without excellent active
listening abilities, dealing with potentially delicate issues will be more difficult,
and it will be more difficult to successfully coach staff members.

Teamwork
It is an absolutely necessary skill. It will help employees to develop also
emotional attachment towards the organization and improve mutual trust and
respect.

Training Skills
As the people of an organization have the skill set, but they don’t know how to
use them properly for the organization proper training will help them to
implement their skills in a better way.

Q.5 A) Remedial actions taken by me to develop ‘time-management’ skills and

competencies:
 Prioritization: Becoming skilled at prioritizing my responsibilities will allow to
complete essential tasks more efficiently
 Planning: Being able to analyze a task or a set of tasks and develop a schedule for
their completion is essential for effective time management
 Stress management: Rewarding yourself, delegating my tasks and taking breaks when
needed allow to stay focused and motivated as we can accomplish each of the daily
 tasks on my schedule. Understanding stress levels will also help in effectively use of
breaks during the day and know when to turn down tasks that will overwhelm us
 Goal-setting: Setting defined goals for myself throughout my work, such as
accomplishing a specific task or a segment of a job, is an essential part of time
management
 Communication: This skill represents your ability to express your goals, plans and
needs in verbal and written forms. Well-developed communication skills allow me to
develop efficient schedules and plans. It will also help in accomplishing my tasks
more effectively through delegation and teamwork

B)
1. "Tell us about a time you had to adjust your communication approach to suit a
particular audience."
2. Give an example of a time when you had to make a difficult decision."
3. "Describe a situation when you assumed the role of leader. Were there any challenges,
and how did you address them?"
4. "Give me an example of a time when you believe you were successful."
5. "Describe a situation in which you were working as part of a team. How did you make
a contribution?"
6. "Would you report on a colleague who you knew was taking money from the
company illegally?"
7. "Describe a situation when you were responsible for the completion of a task."
8. "Describe a period where you enhanced your skills effectively."

C)
The iceberg model contains six competencies: skill, knowledge, social role, self-image, traits
and motives. Skill and knowledge are located on the portion of the iceberg that sits above the
water level, which is easily seen. They are around 20 % of a person's competencies. So they
are relatively easy to determine. Social role, self-image, traits and motives are positioned on
the iceberg below the water level -- hidden from the human eye. These account for around
80% of a person's competencies, but they're much more difficult to assess than skill and
knowledge.
As per the iceberg model, time management skills are behavioral competencies. Time
management skills are not easily seen and they hide below the water level. It is a part of a
person’s traits and motives and not his knowledge and technical skills.