Hr hats, case studies , application based questions

Q1 How do you think training and development will benefit an organization. Explain
with an example.
Improved Employee Performance: Training programs enhance employees' skills, knowledge,
and abilities, leading to improved performance. Example: Providing customer service
training to frontline employees to enhance their communication and problem-solving skills,
resulting in better customer satisfaction ratings.

Increased Employee Engagement: Training and development opportunities demonstrate a

commitment to employee growth, increasing engagement and motivation. Example:
Offering leadership development programs that empower employees to take on new
challenges and responsibilities, fostering a sense of ownership and engagement.

Enhanced Organizational Productivity: Well-trained employees work more efficiently, leading

to increased productivity and operational effectiveness. Example: Implementing process
improvement training to streamline workflows and reduce inefficiencies, resulting in higher
productivity levels.

Improved Quality and Customer Satisfaction: Training can emphasize quality standards and
customer-centric approaches, resulting in improved product or service quality and customer
satisfaction. Example: Training manufacturing staff on quality control measures to reduce
defects and enhance customer satisfaction.

Enhanced Employee Retention: Organizations that invest in training and development tend
to retain employees who value growth opportunities. Example: Providing career
development programs that offer employees a clear path for advancement, reducing
turnover rates.

Adaptability to Change: Training equips employees with the skills needed to adapt to
changing market dynamics and technologies, ensuring organizational agility. Example:
Offering digital literacy training to employees to navigate technological advancements and
leverage digital tools effectively.
Innovation and Creativity: Training programs that encourage creative thinking and problem-
solving contribute to organizational innovation. Example: Providing innovation workshops or
design thinking training to stimulate new ideas and promote a culture of innovation.

Effective Leadership Development: Leadership training programs cultivate strong leaders

who can drive organizational success and inspire teams. Example: Implementing leadership
development initiatives to equip managers with the skills needed to motivate and lead their
teams effectively.

Succession Planning: Training and development aid in identifying and preparing future
leaders within the organization. Example: Implementing a mentorship program that pairs
high-potential employees with senior leaders to groom them for leadership positions.

Organizational Reputation and Employer Branding: Offering robust training and development
opportunities enhances an organization's reputation as an employer of choice. Example:
Showcasing a comprehensive professional development program on the company's website
and social media platforms to attract top talent.
Q2) Clients are facing a lot of problems sales are going down how as a HR will you help?

1. Analyze the situation: Start by gathering data and conducting an analysis to

understand the root causes of the declining sales. Look into factors such as
market trends, competitive landscape, customer feedback, product/service
quality, and sales team performance. This will provide valuable insights for
developing effective solutions.
2. Collaborate with sales leaders: Work closely with sales managers and leaders
to understand their perspectives on the issue. Identify any specific challenges
or gaps in the sales team's capabilities, resources, or strategies. This
collaboration will help you gain a comprehensive understanding of the sales
function and allow you to provide targeted support.
3. Training and development: Identify any skill gaps within the sales team and
design training programs to enhance their sales techniques, product
knowledge, negotiation skills, or customer service. Provide coaching or
mentoring opportunities for sales representatives to improve their
performance. Additionally, consider offering training on market research and
analysis to enable the sales team to better understand customer needs and
preferences.
4. Performance management: Review the performance management system and
ensure that it effectively measures and rewards sales performance. Set clear
sales targets, provide regular feedback, and offer incentives or rewards for
 achieving or exceeding targets. Implement a supportive and motivating
performance culture that encourages continuous improvement.
5. Sales compensation and incentives: Evaluate the sales compensation structure
and incentives to ensure they are aligned with business goals and provide
motivation for the sales team. Consider revising the commission structure,
introducing bonus programs, or offering incentives for meeting specific sales
objectives.
6. Recruitment and selection: Assess whether the sales team has the right skill
set and experience to address the current challenges. Collaborate with hiring
managers to identify the key competencies required for successful sales
performance. Develop effective recruitment strategies to attract and select top
talent who can contribute to turning the sales situation around.
7. Employee engagement and morale: Recognize the impact of declining sales
on employee morale and take steps to boost engagement. Foster open
communication channels, provide opportunities for feedback and suggestions,
and acknowledge and appreciate the efforts of the sales team. Encourage
teamwork and collaboration to create a supportive and positive work
environment.
8. Collaboration with other departments: Engage with other departments such as
marketing, operations, and finance to ensure alignment and collaboration in
addressing the sales challenges. Work together to develop integrated
strategies and initiatives that support overall business growth.

1. Classical Conditioning: Classical conditioning is a learning process in which an

individual forms an association between two stimuli. It involves learning through the
association of a neutral stimulus with a naturally occurring stimulus to elicit a
response. For example, in the famous Pavlov's dog experiment, a bell (neutral
stimulus) was repeatedly paired with the presentation of food (naturally occurring
stimulus), causing the dogs to eventually salivate (response) when they heard the
bell alone.
2. Operant Conditioning: Operant conditioning is a learning process that focuses on the
relationship between behavior and its consequences. It involves learning through
reinforcement or punishment. Behaviors that are reinforced (rewarded) are more
likely to be repeated, while behaviors that are punished or receive no reinforcement
are less likely to be repeated. For example, if an employee receives positive feedback
and a bonus for meeting their sales target, they are more likely to continue working
hard to achieve future targets.
3. Cognitive Learning: Cognitive learning refers to the process of acquiring knowledge,
understanding, and problem-solving abilities through mental processes such as
 perception, memory, reasoning, and attention. It involves making connections,
forming concepts, and developing problem-solving strategies. For example, a student
learns and understands a mathematical concept by actively engaging in mental
processes such as reasoning and problem-solving.
4. Social Learning: Social learning theory emphasizes the importance of observing and
imitating others' behaviors. It suggests that individuals learn through observation,
modeling, and imitation of others' actions, attitudes, and outcomes. Social learning
occurs through various social interactions, such as observing role models, peers, or
media influences. For example, a child learns how to tie their shoelaces by observing
and imitating their parent or older sibling.

Error of Central Tendency: This error happens when the rater tends to rate all employees as
average or close to the middle of the rating scale, regardless of their actual performance. It
results in a lack of differentiation between high and low performers.
 Leniency or Strictness Errors: Leniency error occurs when a rater consistently rates
employees higher than they deserve, inflating their performance ratings. Strictness error, on
the other hand, occurs when a rater consistently rates employees lower than they deserve,
deflating their performance ratings. Both errors lead to biased and inaccurate assessments.
 Similar-to-Me Errors: This error occurs when a rater gives higher ratings to employees who
are similar to them in terms of personality, background, or interests, while being more
critical of those who are different. It stems from unconscious biases and can result in unfair
evaluations.
 Recency Errors: Recency error occurs when a rater's evaluation is heavily influenced by the
most recent performance or behavior of an employee. This error ignores the overall
performance and focuses only on recent events, leading to an inaccurate assessment.
 Contrast and Halo Errors: Contrast error happens when a rater compares an employee's
performance to that of others instead of evaluating them based on their own merits. It leads
to distorted ratings based on relative comparisons rather than objective assessment. Halo
error occurs when a rater's overall positive or negative impression of an employee influences
their ratings on specific dimensions or criteria, leading to biased evaluations.
HRM CASE
Opening Case It was September 2010 and Suresh Sharma, the newly appointed Director - HR
of Speedo, an integrated telecom services company, stood looking out of his window, trying
to decide what actions he needed to take to strengthen the role of the Human Resource
Function in supporting the company's strategies. In the summer of that year, Rajat Singh, the
CEO of the company, had offered him the position and informed him that the senior
management wanted to strengthen the strategic business orientation of the department. He
had also confided that the senior management envisioned the human resource function as
assisting businesses in developing their organizations and their people, and ensuring that
the human resource considerations would be integral part of the company's overall strategy.
'Easier said than done!' mumbled Suresh to himself as he walked towards his desk to decide
his first few steps. Suresh had had a long stint in various businesses inside and outside
Speedo. A law graduate and an MBA from one of the premier business schools in India,
joining Speedo was like homecoming for him. He had earlier worked for the company for five
years (2002 - 07) before he left to pursue a business role in an HR outsourcing BPO (Business
Process Outsourcing) firm, where he proved to be as good a business leader as a functional
specialist. In his earlier stint, he had joined as a senior manager in corporate HR department.
In 2004, the company had found itself involved in diverse businesses and therefore
reorganized these along three Strategic Business Units (SBUs) - Enterprise Telecom,
Infrastructure Telecom and IT Services. Rajat Singh, President of new most dynamic
business, IT Services, asked Suresh to head the Human Resource Function of his division.
Suresh had shown maturity in building an able team and had also shown fair appreciation of
the business. This was evident from number of times he was at loggerheads with the
corporate HR department especially for the permission to deviate and redefine the policies
(Common across all the SBUs) for his division which were more responsive to the business.
To prepare himself for his new job, Suresh interviewed 30 corporate officers, division
presidents and human resources professionals throughout the company. While he was the
division HR head, he had many problems with the corporate HR function; after meeting his
staff and conducting his interviews, he came to realize that his task was no more formidable
than he had originally imagined. Line functions were frustrated - 'we want to have more self
- management of work teams, but there is no way that the present organizational
framework can allow us to do that,' one of them said. Speedo started in the 1980s as the
first bulk importer of fax machines in India and ran this business successfully and profitability
until the early 1990s. But realizing the potential threat to business by email services, it was
quick to spot the impending trouble and diversified into Enterprise telecom it became the
Indian arm for installation and commissioning of one of the most popular Electronic Private
Automatic Branch Exchange (EPBAX). This is a mini exchange in which one can input 2/3/4
and more telephone lines and it could yield multiple outputs. Close on the heels of the
success that it achieved in its business, it became ambitious and soon diversified in to
several related and unrelated businesses. It structurally redefined itself into an SBU structure
with three divisions. Corporate HR was designed to service the business at the group level
and its role was envisaged as the designer of systems and division HR as implementers. The
corporate HR function was organized around the following sub-functions: 1. Training: An
extensive set of education and training programmes was developed for line management.
Trainings were organized all across the country as per a pre - decided training calendar and
the divisions could nominate their employees to attend any programme at any location. 2.
Recruitment and Selection: There was a defined recruitment process, and corporate HR
through its internal audit programme ensured that the divisions adhered to the set
standards. 3. Compensation and Benefits: The corporate HR conducted detailed survey to
ascertain the market compensation as well as the benefits. These inputs went into deciding
the compensation strategy of the company. Recently, the company had shifted to a flexible
benefits package for its employees. 4. Performance appraisals: Performance appraisals were
done once a year and the process also insisted on the supervisors also making a
development plan for all its reporting employees. 5. Succession Planning: Though it followed
a laid out process, succession planning still was more of a function of loyalty than a potential
and performance. 6. HRIS: Oracle HRMS had been acquired and was being used for
generating reports as per the requirement of the senior management. 7. Talent
Management: A talent pool was identified based on the nomination of the division heads.
The talent management system was designed by one of India's top consulting firms and used
a competency framework to develop people in their careers. By 2009, the competition in the
Industry had escalated and Speedo experienced hardships to sustain business. The board
removed the then CEO and also asked Rajat to take over as a CEO. The first initiative he
launched was Back on Track (BOT). One part of his effort focused on headcount reductions.
He also divested business that were not profitable and streamlined the businesses into only
two divisions. The training calendar was scrapped and the trainings only -onneed basis were
designed and delivered. Succession planning was eliminated and internal transfers and
promotions happened through an internal job posting process. In spite of all these
measures, the reputation of the HR function kept on rapidly declining. In fact, when Rajat
sought to appoint a Vice President for HR strategy, the interviews that he did with all internal
HR resources left him wondering how he could expect the HR to ever align itself to
businesses. It was then that he got prompted to call Suresh. 'With his having the experience
of managing a profit canter under his belt, he would be the bet for 'Speedo.' Questions: 1.
What major issues does the corporate HR function face inhibiting it from becoming a
strategic partner to business?
2. What are some biggest obstacles you foresee Suresh facing in his job? As the function
head, what would Suresh need to do to drive transformation in his team?
1. Major issues faced by the corporate HR function inhibiting it from becoming a
strategic partner to the business include:
 Lack of alignment with business objectives: The HR function is not closely integrated
with the strategic goals of the organization. There is a disconnect between HR
policies and practices and the overall business strategy.
 Ineffective communication and collaboration: There is a lack of effective
communication and collaboration between HR and other departments. HR is not
involved in decision-making processes and is seen as a separate support function
rather than a strategic partner.
 Limited influence and decision-making power: HR does not have the necessary
authority and influence within the organization to drive strategic initiatives. It lacks
the decision-making power to shape HR policies and practices in line with business
needs.
 Outdated systems and processes: The HR function may be using outdated systems
and processes that do not support strategic HR management. This can hinder the
ability to gather and analyze HR data, make informed decisions, and drive
organizational effectiveness.
  Resistance to change: There may be resistance to change within the HR function
itself, with a focus on maintaining traditional HR practices rather than embracing new
approaches that align with the changing business environment.
2. The biggest obstacles Suresh may face in his job as the Director - HR include:
 Resistance to change from the HR team: Suresh may face resistance from HR team
members who are accustomed to traditional HR practices and may be resistant to
adopting a more strategic approach.
 Lack of support from senior management: If senior management does not fully
understand or appreciate the value of HR as a strategic partner, it may be challenging
for Suresh to drive the necessary transformation and gain the support and resources
needed.
 Limited resources and budget: Suresh may face constraints in terms of resources and
budget to implement the changes required to transform the HR function into a
strategic partner.
 Overcoming existing negative perceptions: Suresh may need to address the negative
perceptions and reputation of the HR function within the organization, which could
require building credibility and trust with stakeholders.
To drive transformation in his team, Suresh would need to:
 Develop a clear HR strategy aligned with the business goals and objectives.
 Build relationships and collaborate with senior management and other departments
to demonstrate the value of HR in driving business success.
 Establish a culture of continuous improvement and innovation within the HR team.
 Invest in developing the skills and capabilities of HR team members to effectively
fulfill their roles as strategic partners.
 Implement modern HR systems and processes that enable data-driven decision-
making and support strategic HR management.
 Communicate and engage with employees to ensure their understanding and buy-in
for the changes being implemented.
 Measure and track the impact of HR initiatives on business performance to
demonstrate the value HR brings to the organization.

Q) Working in groups, develop a list showing trends such as workforce diversity,

technology trends, globalization, changes in the nature of work, and so on that have
 affected the college or university you are now attending or the organization for which
you work.
• How have they affected or influenced your college?
• What is the result or outcome of the change?

1. Workforce Diversity:

 Increased representation of diverse backgrounds, cultures, and perspectives

among students and staff.

 Emphasis on inclusivity and creating an environment that respects and

celebrates diversity.

 Enhanced collaboration and learning opportunities through exposure to

different perspectives and experiences.

2. Technology Trends:

 Adoption of online learning platforms and digital tools for educational

delivery.

 Integration of educational technologies like virtual reality, artificial intelligence,

and learning management systems.

 Access to remote learning and flexible learning options, expanding

educational opportunities beyond physical classrooms.

3. Globalization:

 Growing international student population, bringing cultural diversity and

global perspectives to the college.

 Collaboration and exchange programs with international universities, fostering

cross-cultural understanding and global networking.

 Integration of global issues and perspectives into the curriculum to prepare

students for a globalized workforce.

4. Changes in the Nature of Work:

 Shift towards skills-based education and training to meet evolving industry

needs.

 Emphasis on interdisciplinary learning and problem-solving skills.

 Increased focus on entrepreneurship and innovation to foster creativity and

adaptability.

5. Changing Student Expectations:

  Higher demand for personalized and experiential learning opportunities.

 Integration of technology and multimedia in teaching methods.

 Increased emphasis on career-oriented education and job placement support.

The impact and outcome of these changes on your college or organization will
depend on how they are embraced and implemented. Potential outcomes may
include:

 Improved learning experiences and outcomes for students through innovative

teaching methods and technology integration.

 Increased opportunities for global collaborations, research partnerships, and

exchange programs.

 Greater workforce diversity leading to enhanced cultural competence and a

broader perspective on social issues.

 Improved employability of graduates through alignment of education with

industry needs and the development of relevant skills.

 Enhanced reputation and competitiveness of the college or organization in

attracting students, faculty, and funding.
Q)In a large manufacturing organization, the chairman and managing director has
mandated that the entire HR function, which was organized functionally, should get
reorganized into HRBP, shared services, and CoEs.
 Discuss what would be the challenges for such reorganization?
 How will you successfully overcome the challenges and implement this transition?
Change Management: Implementing a new organizational structure requires managing
change effectively. Employees may resist the changes and feel uncertain about their roles
and responsibilities. It is important to communicate the reasons for the reorganization,
involve employees in the process, and provide support and training to facilitate the
transition.

Role Definition and Clarity: Clearly defining the roles and responsibilities of HRBPs, shared
services, and CoEs is crucial for effective functioning. This includes establishing clear job
descriptions, expectations, and accountability. Develop guidelines and communication
channels to ensure collaboration and coordination among different HR units.

Skill and Competency Development: The new structure may require HR professionals to
develop new skills and competencies to excel in their respective roles. Identify training
needs and provide learning opportunities to enhance their capabilities in areas such as
business partnering, data analytics, process management, and specialized HR functions.

Integration and Collaboration: Ensuring seamless integration and collaboration among

HRBPs, shared services, and CoEs is vital for delivering HR services effectively. Establish
mechanisms for effective communication, knowledge sharing, and coordination across
different units. Encourage cross-functional teamwork and provide platforms for
collaboration.

Technology and Systems: Reorganizing the HR function may involve implementing new HR
systems, technology platforms, and data management processes. Ensure that the necessary
infrastructure and technology are in place to support the reorganized structure. Provide
training and support to employees to adapt to new systems and tools.

Stakeholder Engagement: Engaging and aligning key stakeholders, including senior

management, line managers, and employees, is essential for the success of the
reorganization. Communicate the benefits of the new structure, address concerns, and
involve stakeholders in the decision-making process. Foster strong relationships with
business leaders to ensure HR's strategic alignment with organizational goals.

Measuring and Evaluating Success: Establish clear metrics and benchmarks to measure the
effectiveness and impact of the reorganized HR function. Regularly review and assess the
progress, gather feedback, and make necessary adjustments to improve performance.

Q)UNILEVER example

Unilever, a global consumer goods company, implemented an artificial intelligence (AI)

screening process to hire entry-level employees. The company partnered with digital HR
service providers Pymetrics and HireVue to transform its talent recruitment process. Here
are the key points and outcomes of the reorganization:
1. Digitalizing the Process: Unilever replaced traditional methods of campus
recruitment with a fully digitalized process. Candidates learn about job openings
online and submit their LinkedIn profiles instead of resumes.
2. Neuroscience-based Games: Candidates undergo a 20-minute session playing 12
neuroscience-based games on the Pymetrics platform. These games assess traits
such as focus, memory, risk orientation, and the ability to interpret emotional cues.
Unilever used exceptional employees' results as benchmarks for comparison.
 3. AI-Driven Interviews: Candidates who match the required profiles for specific
positions proceed to an interview through HireVue. Using AI, HireVue analyzes the
recorded interviews, including keywords, body language, and tone. Hiring managers
receive detailed candidate evaluations based on this analysis.
4. In-Person Assessment: Successful candidates from the AI screening process are
invited to a Unilever office for a day-in-the-life scenario, where managers evaluate
their fit for the job.
Outcomes of the Hiring Overhaul:
 Increased Applications: Within the first 90 days, the number of applications doubled
from 15,000 to 30,000, indicating improved candidate attraction.
 Enhanced Diversity: Unilever hired its most diverse class to date, with a 10% increase
in non-white hires and representation from 840 to 2,600 universities. Socioeconomic
class balancing was achieved, and gender balance remained relatively unchanged
year-on-year.
 Time and Cost Efficiency: The average time for a candidate to be hired reduced from
four months to four weeks, saving 50,000 hours of candidates' time. Recruiters spent
75% less time on applications.
 Improved Offer Rates and Acceptance: The rate of offers to candidates who reached
the final round increased from 63% to 80%. Moreover, the acceptance rate for these
offers rose from 64% to 82%.
 High Completion and Satisfaction: The completion rate of the 12 Pymetrics games
was 98%. Applicants who took a survey rated the overall process with an average
score of 4.1 out of 5.0.
Unilever plans to continue using the AI-based screening process indefinitely and is exploring
ways to refine and expand its implementation for mid-career hires and internal changes. The
company sees this digitization initiative as part of its overall efforts to reinvent itself and
embrace technological advancements in HR processes

Q)You are the recruiter for JIT Industries. Your company is one of the leading and most
innovative organizations in the retail consumer goods industry. The Vice of Marketing (the
hiring manager)of the organization just received notice that her Director of Marketing for a
glove accessories product line will be leaving at the end of July, 2019.As the recruiter, it will
be your responsibility to work with the hiring manager to identify a diverse candidate pool
and find a great Marketing Director. You will need to act fast because it will be critical to
replace the position before the beginning of the current incumbent leaves. To start your
recruitment project, you will need to develop a recruiting strategy, as well as a selection
strategyt hat will facilitate a smooth and successful process. In your process, you will need to
develop strong selection tools to evaluate all potential candidates. This would include,but
would not be limited to,interviews, reference checks and/or tests. Once you have established
a process,you will need to executeyour recruiting strategy.It will be very important to find
someone who has solid experience within retail consumer goods or other consumer product
industries. Your HR head has scheduled you to meet with the hiring manager to discuss your
recruitment and selection plan to fill the open board positions. For that meeting ,you need to
come prepared to communicate and discuss the hiring process and timeline. The Director of
Product Development and product development team are relying on you to find them a new
leader who will have an impact on the organization! Questions to discuss:▪Create a Job
description and job specification for the position. ▪Develop a recruiting strategy that will
outline your recruiting method and the recruitment sources used to identify and recruit
prospective candidates. Think about targeted companies, agencies, professional associations,
Internet, etc.

Job Summary: We are seeking a dynamic and experienced Marketing Director to lead our
glove accessories product line at JIT Industries. The Marketing Director will be responsible
for developing and executing strategic marketing initiatives to drive brand awareness,
increase market share, and achieve sales targets. This role requires a strong background in
retail consumer goods or related industries and a proven track record of successful product
marketing. The ideal candidate will possess exceptional leadership skills, strategic thinking,
and a passion for driving innovation in the consumer goods industry.
Responsibilities:
1. Develop and implement comprehensive marketing strategies and plans for the glove
accessories product line.
2. Conduct market research to identify customer needs, market trends, and competitive
landscape.
3. Collaborate with cross-functional teams to define product positioning, target
markets, and pricing strategies.
4. Oversee the development of compelling marketing campaigns, promotions, and
product launches.
5. Monitor and analyze marketing performance metrics to optimize campaigns and
drive continuous improvement.
6. Manage marketing budgets and ensure effective allocation of resources.
7. Build and maintain strong relationships with key stakeholders, including internal
teams, external partners, and customers.
8. Stay updated with industry developments, emerging trends, and innovative
marketing practices.
Requirements:
 1. Bachelor's degree in Marketing, Business Administration, or a related field. MBA
preferred.
2. Minimum of 8 years of progressive marketing experience, with at least 3 years in a
leadership role.
3. Strong knowledge of the retail consumer goods industry or other consumer product
industries.
4. Proven success in developing and executing marketing strategies that deliver
measurable results.
5. Exceptional leadership and team management skills.
6. Excellent communication and interpersonal skills.
7. Analytical mindset with the ability to make data-driven decisions.
8. Creative thinking and problem-solving abilities.
9. Ability to thrive in a fast-paced and dynamic environment.
Recruiting Strategy:
1. Internal Talent Pool: Evaluate internal candidates within JIT Industries who possess
relevant skills and experience. Consider potential promotions or lateral moves for
suitable candidates.
2. Targeted Companies: Identify and approach key competitors or companies within the
retail consumer goods industry. Seek out marketing professionals who have
experience in glove accessories or similar product lines.
3. Professional Associations: Engage with industry-specific professional associations and
networks to connect with qualified candidates. Attend industry conferences or
events to build relationships and identify potential candidates.
4. Internet Job Boards and Platforms: Advertise the position on reputable job boards
and professional networking sites. Utilize social media platforms to reach a wider
audience and attract potential candidates.
5. Recruitment Agencies: Collaborate with specialized recruitment agencies that have
expertise in the consumer goods industry. Leverage their networks and resources to
identify qualified candidates.
6. Employee Referrals: Encourage current employees to refer potential candidates
through an employee referral program. Provide incentives for successful referrals.
7. Industry Networks: Leverage personal and professional networks to seek
recommendations and referrals from trusted industry contacts.
Selection Strategy:
 1. Initial Screening: Review resumes and applications to shortlist candidates based on
qualifications, experience, and alignment with job requirements.
2. Interviews: Conduct structured interviews to assess candidates' skills, experience,
cultural fit, and alignment with company values. Consider panel interviews involving
the hiring manager, HR representative, and key stakeholders.
3. Reference Checks: Contact provided references to gather insights on the candidate's
performance, work ethic, and interpersonal skills.
4. Assessments and Tests: Administer relevant assessments or tests, such as marketing
case studies or strategic thinking exercises, to evaluate candidates' abilities and
problem-solving skills.
5. Final Interviews: Conduct final interviews with top candidates to assess their fit with
the organization's culture, leadership potential, and long-term career goals.
6. Decision and Offer: Collaborate with the hiring manager to evaluate each candidate's
qualifications

Q)Do you think working hours will get longer or shorter in the future? Why? Would you be
willing to trade off scheduling flexibility and balance for slightly reduced compensation?
What factors would be important to you in such arrangement?

1. Technological Advancements: Automation and advancements in technology have the

potential to increase productivity and efficiency, which could potentially lead to
shorter working hours. With the help of automation, tasks that currently require
significant time and effort may be completed more quickly, allowing employees to
accomplish their work within a shorter timeframe.
2. Work-Life Balance and Well-being: There is a growing recognition of the importance
of work-life balance and employee well-being. Organizations are increasingly
prioritizing the mental and physical health of their employees, which may lead to
shorter working hours to promote better work-life integration and reduce burnout.
3. Flexibility and Remote Work: The COVID-19 pandemic has accelerated the adoption
of remote work and flexible working arrangements. As organizations and employees
experience the benefits of flexible schedules, it may lead to a shift towards shorter
working hours. This flexibility allows individuals to manage their time more efficiently
and allocate time for personal pursuits.
4. Globalization and Competition: On the other hand, global competition and the
interconnected nature of business may lead to longer working hours. Organizations
may feel pressured to extend working hours to keep up with international
counterparts or meet demanding customer needs.
Regarding the trade-off between scheduling flexibility and reduced compensation, it
ultimately depends on individual preferences and circumstances. Some individuals may
value scheduling flexibility and work-life balance more than higher compensation, while
others may prioritize financial stability.
Factors that may be important in such an arrangement include:
1. Financial Considerations: While the compensation may be slightly reduced, it is
important to ensure that the offered compensation is still fair and sufficient to meet
one's financial needs and obligations.
2. Flexibility and Autonomy: The level of flexibility in scheduling should align with the
individual's personal and professional requirements. Having control over one's
schedule and the ability to adapt it as needed can be highly valued.
3. Workload Management: It is essential to ensure that reduced working hours do not
result in an overwhelming workload. Clear expectations, realistic goals, and
appropriate resources should be provided to maintain a healthy work-life balance.
4. Career Development Opportunities: Employees should have opportunities for
growth, learning, and advancement within the organization, even with reduced
working hours. This can contribute to job satisfaction and professional development.
5. Supportive Work Culture: A supportive work environment that values work-life
balance and respects employees' personal lives is crucial. Managers and colleagues
should understand and support the arrangement, fostering a positive and inclusive
work culture.

Q)Most managers try to follow a policy of filling job vacancies above the entry-level
position through promotions and transfers. By filling vacancies in this way, an
organization can capitalize on the investment it has made in recruiting, selecting,
training, and developing its current employees, who might look for jobs elsewhere if
they lack promotion opportunities.
 • What are your views on this?

• Retaining Talent: Promoting employees from within demonstrates that the

organization values and recognizes the skills and contributions of its current
workforce. This can boost employee morale, engagement, and loyalty,
reducing the risk of talented employees seeking opportunities elsewhere.
• Knowledge and Familiarity: Internal candidates already possess knowledge of
the organization's culture, processes, and goals. They are familiar with the
company's values and have established relationships with colleagues, which
can contribute to a smoother transition into the new role. Additionally,
internal candidates may have a deeper understanding of the organization's
unique challenges and opportunities.
• Cost and Time Savings: Hiring externally often involves substantial costs,
including advertising, recruitment agencies, and onboarding expenses. By
promoting internally, organizations can save on these costs and reduce the
time required to bring new employees up to speed. Internal candidates are
already familiar with the organization's operations and may require less
training and orientation.
• Motivation and Career Development: Offering promotion opportunities
motivates employees to perform at their best and strive for advancement. It
creates a culture of growth and development, encouraging employees to
enhance their skills and knowledge to be eligible for future promotions. This
can lead to a more engaged and motivated workforce.
• Succession Planning: By promoting from within, organizations can proactively
plan for future leadership positions. Identifying and grooming internal talent
for higher-level roles ensures a smooth transition and continuity of leadership.
It allows the organization to develop a pipeline of skilled professionals who
are prepared to take on greater responsibilities.

Despite the benefits, there may be situations where external hiring is necessary or
advantageous, such as when seeking specialized expertise or fresh perspectives. It's
important for organizations to strike a balance between internal promotions and
external hiring based on their specific needs and goals.

1. Discuss how TCS aligns HRP to business strategy 2 How is the HRP different from
the Tata Steel?

ChatGPT
TCS aligns Human Resource Planning (HRP) to its business strategy by focusing on
several key aspects:
a) Manpower Planning: TCS engages in long-term manpower planning, projecting its
workforce needs at least three years in advance. This allows them to anticipate the
demand for skilled professionals in the industry and align their recruitment efforts
accordingly.

b) Campus Recruitment: TCS actively visits and engages with numerous colleges and
universities to recruit fresh graduates. By hiring from campuses, TCS can control
employee costs while also ensuring a pool of talented individuals who can be trained
according to the company's specific requirements.

c) Attrition Management: TCS recognizes the high employee turnover in the IT sector
and aims to keep attrition rates as low as possible. Despite having a comparatively
low attrition rate, TCS still needs to hire and train a significant number of additional
employees each year. This focus on attrition management helps them maintain a
stable workforce.

d) Employee Development and Training: TCS organizes training programs and

facilitates employee movement across departments and geographies. This approach
helps develop a versatile and adaptable workforce, capable of meeting the changing
needs of the industry.

e) Employee Engagement and Feedback: TCS utilizes technology to foster employee

engagement and gather feedback. The creation of an internal online social network,
Knome, allows employees to connect, share ideas, and provide feedback. TCS also
conducts an annual employee survey, the Pabe Sarvey, to gather confidential
feedback on various aspects that matter to the employees.

The HRP approach in TCS may differ from Tata Steel in several ways:
a) Scale and Workforce Composition: TCS has a significantly larger workforce
compared to Tata Steel. TCS employs over 300,000 people globally, representing
diverse nationalities and working in 50 countries. In contrast, Tata Steel's workforce
may be smaller and more concentrated in specific regions or countries.

b) Recruitment Strategy: TCS relies on extensive campus recruitment to hire fresh

graduates, emphasizing cost control and talent development. Tata Steel, as a
 manufacturing company, may have a different recruitment strategy, focusing on
specific skill sets and experience relevant to the steel industry.

c) Industry-specific Challenges: While both TCS and Tata Steel face HR challenges,
such as attrition and employee development, the nature of these challenges may
differ due to the distinct characteristics of the IT and steel sectors. TCS may face
higher attrition rates compared to Tata Steel, which could impact the recruitment
and training efforts differently.

d) Employee Engagement Platforms: TCS utilizes its internal social network, Knome,
to engage employees and facilitate communication within the organization. Tata
Steel may have different platforms or approaches for employee engagement,
depending on their organizational culture and specific requirements.

Based on the provided information, the following factors have affected the Human Resource
Planning (HRP) in Tata Steel (TISCO):

Margin Pressure and Steel Demand: Tata Steel is facing margin pressure due to lower steel
demand and prices. This economic factor has led the company to focus on reducing
employee costs as a part of cost-cutting measures.

Voluntary Retirement Scheme (VRS): Tata Steel introduced a voluntary retirement scheme
called "Sambere Bhavishya ki Yegan" to encourage employees to retire early. This scheme
aims to reduce the workforce and lower employee costs. The acceptance of VRS by 780
employees indicates its impact on HRP.

No-Retrenchment Agreement: Tata Steel is bound by a no-retrenchment agreement with the

labor union, which means they cannot lay off employees in India. This constraint influences
their approach to HRP, and the focus shifts towards alternative measures such as voluntary
retirement and optimizing productivity.

Employee Productivity Programs: Tata Steel has implemented various employee productivity
programs to retrain and redeploy current employees based on project requirements. These
programs help maximize productivity with the existing workforce and potentially reduce the
need for new hires.
Hiring Strategy: Tata Steel plans to go slow on hiring blue-collar workers, indicating a more
cautious approach to expanding the workforce. However, they have increased hiring of
management trainees from top technical and business schools.

Market Conditions and Project Delays: The steel industry has been experiencing challenges,
including project delays and external problems, which have impacted hiring decisions across
the sector. Slowdown in projects affects the demand for new employees and
influences HRP strategies.