Internal Assessments

Program – MBA Program

Subject - Global Human Resource

Management Semester - 4

Assessment Type – (Subjective Assignment)

Total Marks - 100

Guidelines:

 The response sheet should be in word format which should be uploaded in

the learning management system
 A plagiarism check should be done by student through plagiarism tool
provided in the learning management system
 Permissible plagiarized limit is 10%. Response sheet found with plagiarized
content above 10% would not be evaluated for the said assessment.
 The said assignment is for 100 marks with 5 questions each. (20 marks per
questions)
 Passing criteria is 50% for every assignment.

Questions:

1. Discuss the concept and importance of employee selection.

Ans: By selecting best candidate for the required job, the organization will get quality
performance of employees. Moreover, organization will face less of absenteeism and
employee turnover problems. By selecting right candidate for the required job,
organization will also save time and money.

The Concept of selection: The Selection is the process of choosing the most suitable
candidate for the vacant position in the organization. In other words, selection
means weeding out unsuitable applicants and selecting those individuals with
prerequisite qualifications and capabilities to fill the jobs in the organization.

Importance of Selection

Selection is an important process because hiring good resources can help increase
the overall performance of the organization. In contrast, if there is bad hire with a
bad selection process, then the work will be affected and the cost incurred for
replacing that bad resource will be high. The purpose of selection process is to pick
up the most suitable candidate who would meet the requirements of the job in an
organization best, to find out which job applicant will be successful, if hired.
1. Good Talent

Proper selection system enables the organization to appoint talented persons for
various activities and thereby leading to improved productivity and profitability of
the organization.

2. Better Efficiency

Selection of right person to the right job is sure to produce better quality of work
and may facilitate faster achievement of objectives. This will help in greater measure
to tone up the overall efficiency of organization.

3. Reduced Cost of Training and Development

Better selection of candidates definitely reduces the cost of training because

qualified personnel have better grasping power. If they select suitable candidates for
suitable job, they can easily understand the techniques of the work better in quick
time. Besides, the organization can develop different training programmed for
different persons on the basis of their individual differences, thus reducing the time
and cost of training considerably.

4. Reduced Turnover

Proper selection of candidates contributes to low labour turnover. This will intern
help the organization to minimize recruitment cost.

5. Job Motivation

If the right person is selected for the right job, it tends to motivate the person to
work more effectively and efficiently. They feel that their skills are properly used and
they tend to contribute more attention to the job.

6. Other Benefits

Proper selection of candidates reduces absenteeism. They would pay better

attention to their jobs and take safety precautions on their own accord would
minimize the occurrence of work place accidents.

2. Explain the challenges of global placements in the recent time of shortage in

talent.

Ans: In today’s competitive job market, finding and retaining top

talent is more critical than ever. According to the iCIMS 2022
Workforce Report, more than 90% of business leaders said their
organization would not meet goals without the right talent. Leaders
cited hiring or retaining talent as the biggest HR challenge in 2022.
The reason for this is simple- candidates hold all of the cards in
today’s job market. They can easily find a job that meets their needs,
and they are often unwilling to take a job if they don’t see a clear
path for advancement. Employers need to rethink their approach to
talent acquisition, retention, engagement, and mobility to keep their
workforce competitive.
With that in mind, let’s look at the top recruiting challenges for 2022
and how to overcome them. You’ll be able to develop an effective
recruiting approach that will help your company grow in the future if
you’re proactive now and prepare for these issues.

1. Labor/Talent Shortage

The first recruiting challenge of 2022 is the talent shortage. A survey

by PWC said: The struggle to find enough people to hire has risen to
the forefront as the top concern. Almost half (48%) of the
respondents say that’s the most significant risk to their business
achieving its growth targets. In May, the unemployment rate
was 3.6%, suggesting that the US is close to “full employment.”
There aren’t enough individuals remaining to fill all of the open
positions.
To solve this problem, employers must be creative with recruiting
strategies. They can’t rely on traditional methods like job postings
and employee referrals anymore. Instead, they need to focus on
candidate experience and ensure their application process is simple
and streamlined.

2. More Passive Candidates

The second recruiting challenge is that more candidates are passive.

According to LinkedIn, 70% of the global workforce comprises
passive candidates, meaning they are not actively looking for a job
but would consider a new opportunity if it were presented to them.
The same study found that 87% of active and passive candidates are
open to new opportunities.
To attract passive candidates, employers need to focus on their
employer brand. They need to ensure they are promoting their
company as a great workplace and highlighting their employees’
stories. They can also use recruiting marketing techniques like
content marketing and social media to reach out to candidates
directly.
3. Increased Competition

The third recruiting challenge is increased competition. With the

talent shortage, employers compete for a smaller pool of candidates.
This means they need to stand out from the competition and ensure
their company is the one candidates want to work for.
There are a few ways to do this. Candidates today want to work for
companies that value them and their experience. They want to know
that their voice will be heard, and they will have the opportunity to
grow and develop in their role.
To improve candidate experience, employers must focus on creating
an efficient recruiting process. They also need to ensure their
employees are trained to communicate with candidates properly.
Finally, they should focus on creating a positive company culture that
values employee input and feedback.

4. Inefficient recruitment processes

The fourth recruiting challenge is inefficient recruitment processes.

With the talent shortage, employers can’t afford to waste time on
candidates who are not a good fit for the role. Unfortunately, many
recruiting processes are still manual and time-consuming. This means
that employers spend more time than ever on recruiting, but they do
not see the results they want.
To fix this problem, employers need to invest in recruiting
technology. Many great applicant tracking systems (ATS) on the
market can help employers automate their recruiting process. ATSs
can help employers post jobs to multiple job boards with one click,
track applicants through the hiring funnel, and even schedule
interviews.

5. Lack of employer brand

The fifth recruiting challenge is a lack of employer brand. In today’s

job market, candidates have more choices than ever before. They
can easily research companies and compare different employers.
This means that employers need to make sure their company is the
one that stands out.
To improve their employer brand, employers must focus on their
online presence. They need to make sure their website is up-to-date
and that they are active on social media. They should also create
content that highlights their company culture and values. Finally,
they should ensure their employees are happy and engaged in their
 work.

6. Talent Pools

The sixth and final recruiting challenge is a lack of talent pools. In

today’s job market, it’s not enough to post a job and hope that the
right candidates apply. Employers must be proactive in recruiting
efforts and build talent pipelines full of qualified candidates.
There are a few ways to do this. First, employers can create targeted
campaigns that focus on specific candidate personas. They can also
use employee referrals and social media to reach out to passive
candidates. Finally, they should consider using staffing agencies to
help them find the best talent for their open roles.
While these are six of the biggest recruiting challenges, employers
face in 2022 and beyond. With the ever-changing job market,
employers need to be prepared for anything. The best way to do this
is to stay up to date on the latest recruiting trends and best
practices. By doing this, they will be able to adapt quickly and
overcome any challenge that comes their way

3. What is the process of employee integration in MNCs?

Ans: Process of Employee Integration

The first few months on the job are most influential for new employees. This is an
ideal opportunity to the new employees to confirm that they made the right decision
of becoming part of the Organization. Integration also helps the company to
strengthen its culture and reinforce the same.

I. Understanding and navigating your company culture

Edgar Schein defines, ‘organization culture’ as a “pattern of shared basic

assumption that the group learned as its problems, external adaptation and
internal integration, that has worked well enough to be considered valid, and
therefore, to be taught to new members as the way to perceive, think, and feel
in relation to those problems.” The learned shared and tacit assumptions are
what drives and reinforces the culture on which people base their behaviour.

There are three levels of culture. These are:

Level 1: Artefacts: Artefacts are generally visible and readily identifiable.

Artefacts in your company might include the structures, work processes, and the
awards you see on the walls.

Level 2: Values: The espoused values a company has such as its stated goals,
 strategies, and philosophies.

Level 3: Underlying Assumptions: The basic underlying assumption a company

has such as its beliefs. A company’s underlying assumptions are often taken
granted or unconscious.

Cultural Reinforcement: Culture is a collage and culmination of thins including

implicit and explicit perceptions, standards, work environments, and
expectations. Despite the complexities and multiple threads that create the
fabric of culture, what reinforces culture is behaviour. Pro-behaviour reinforce
culture.

Cultural shift: During the life cycle of a company is not uncommon. Companies
effect a cultural shift from outdated values such as life time employment,
entitlement and complacency (i.e., “that’s the way we do things here is fine”), to
a desired culture of accountability, collaboration, and innovation.

New employees are the ideal population who can be trained from the start, to
embrace the new culture and exhibit behaviors that are in alignment with the
new values. They have no reason to resist this culture shift as long as the
appropriate reward mechanism are in place. They are the perfect change agents.

II. Build a Network of Relationships

People need to be act together. When people work as teams, Peter Senge,
‘Strategist of the Century (20th)’ as per the Journal of Business Strategy, says, not can
be good there be good results for the organization, but also members will grow more
rapidly than could have occurred otherwise. There happens team learning. The
discipline of team learning starts with ‘dialogue’, the capacity of members of a team
to suspend assumptions and enter a genuine ‘thinking together’.

III. Develop Own Professional Skills

Organization learn and become skilled organizations only through individuals who
learn newer skills quit continually. Individual learning does not guarantee
organizational learning. But without it no organizational learning occurs, says Senge.
Employees must acquire personal mastery in their professional skills.

IV. Connect with Every Relevant Resource

New employee must get connected to resources of the organization. Resources are
diverse. IPR, Information, Finance, Capable People, Market Space Work Space,
Operating Facilities, Suppliers, Customers, Clients, Logistics, Time, Energy, Power
Positions, etc. are resources. Appropriate connection to resources is needed for
effective integration.

4. Explain different types of Equalization Benefits.

Ans: Equalization Benefits: These benefits are intended to keep expatriates in the
same financial condition they were in before accepting an overseas assignment and
to reduce any negative aspects of living in a foreign country. A limited selection of
the benefits available includes the following:

Types of Equalization Benefit

Communication allowance – Emergency leave

Educational allowance for children – Home leave
Foreign service premium – Domestic staff
Assignment completion bonus – Club membership
Annual Paid trips to family – Language training
Spousal Employment – Cultural training for family

This list only scratches the surface of the equalization benefits that can be
offered in terms of financial allowance, social adjustment assistance, and transitional
support for the expatriate’s family.

Incentives: Expatriates may receive a variety of incentives ranging from cash

bonuses of various kinds, to stock options, and performance-related payments.
Crafting an effective international compensation plan requires a careful
consideration of the various types of compensation as well as the specifics of the
assignment and employee involved.

The Company's obligations under this Plan shall not be funded and Equalization
Benefits under this Plan shall be payable only out of the general funds of the Company.

Special Equalization Benefits provided to Eligible Employees who are not subject to such
disclosure rules shall be set forth in a separate confidential schedule to the Plan that is
administered by the HR Director-Executive Personnel Office.

superannuation benefits means pensions, gratuities and other allowances payable on

resignation, retirement or death;

Retirement Benefits means benefits paid by reference to reaching, or the expectation of

reaching, retirement or, where they are supplementary to those benefits and provided on an
ancillary basis, in the form of payments on death, disability, or cessation of employment or
in the form of support payments or services in case of sickness, indigence or death. In order
to facilitate financial security in retirement, these benefits may take the form of payments
for life, payments made for a temporary period, a lump sum, or any combination thereof;

superannuation benefit means any payment, other than a refund of contributions, made to
a dentist by virtue of the application of the (a) National Health Service Pension Scheme
Regulations 1995; or (b) the National Health Service Superannuation Scheme (Scotland)
Regulations 1995 or (c) the corresponding provisions of the law in force in Northern Ireland;
as a result of his providing general dental services;

Termination Benefits means (i) a lump sum cash payment equal to 100% of the sum of (A)
Executive’s annual base salary at the rate in effect under paragraph 3.1 on the date of
termination of Executive’s employment and (B) the highest annual incentive compensation
payment paid to Executive by Company (pursuant to paragraph 3.2 or otherwise) during the
three years prior to the date of termination of Executive’s employment, and (ii) all of the
outstanding stock options, restricted stock or unit awards and other equity based awards
granted by Company to Executive shall become fully vested and immediately exercisable in
full on the date of termination of Executive’s employment; provided, however, that if a
Change in Control occurs prior to the earlier of the consummation of an Initial Public
Offering and June 30, 2007 and the Executive’s employment is terminated prior to the
consummation of such Change in Control, then the percentage used in clause (i) of this
definition shall be zero.

Health Benefits means health maintenance organization, insured or self-funded medical,

dental, vision, prescription drug and behavioral health benefits.

Additional Benefits means those benefits in addition to the rights and remedies available
under the Australian Consumer Law.

Change in Control Benefits means the following benefits:

Change in Control Benefits means the following benefits:

Severance Benefits means the payment of severance compensation as provided in Section

3.3 herein.

Termination Benefit means the benefit set forth in Article 7.

Pension Benefit means a pension, annuity, gratuity or similar allowance which is payable—

Medical Benefits means the monthly fair market value of benefits provided to the Employee
and the Employee’s dependents under the major medical, dental and vision benefit plans
sponsored and maintained by the Partnership, at the level of coverage in effect for such
persons immediately prior to the Employee’s termination of employment date. The
“monthly fair market value” of such benefits shall be equal to the monthly cost (including
any applicable administrative fee) to the Employee as if the Employee elected COBRA
continuation coverage at the level of coverage in effect at such time for the Employee and
the Employee’s dependents at their own expense.

Severance Pay means any amount that is payable in cash and is identified by a Participating
Company as severance pay, or any amount which is payable on account of periods beginning
after the last date on which an employee (or former employee) is required to report for
work for a Participating Company.

Accrued Benefits means the following amounts, payable as described herein: (i) all base
salary for the time period ending with the Termination Date; (ii) reimbursement for any and
all monies advanced in connection with the Executive’s employment for reasonable and
necessary expenses incurred by the Executive on behalf of the Company for the time period
ending with the Termination Date; (iii) any and all other cash earned through the
Termination Date and deferred at the election of the Executive or pursuant to any deferred
compensation plan then in effect; and (iv) all other payments and benefits to which the
Executive (or in the event of the Executive’s death, the Executive’s surviving spouse or other
beneficiary), including those provided pursuant to Exhibit A, is entitled on the Termination
Date under the terms of any benefit plan of the Company, excluding severance payments
under any Company severance policy, practice or agreement in effect on the Termination
Date. Payment of Accrued Benefits shall be made promptly in accordance with the
Company’s prevailing practice with respect to clauses (i) and (ii) or, with respect to clauses
(iii) and (iv), pursuant to the terms of the benefit plan or practice establishing such benefits.

Additional gap medical benefits means the benefits (if any) payable in respect of medical
expenses that are more than the schedule fee and which otherwise meet the requirements
of the fund’s no or known gap policy, provided always that the medical expenses relate to a
professional service that: Plan Benefit means the benefit payable to a Participant as
calculated in Article V

5. Explain the Areas and Types of Training for supervisors.

Ans: Training for Supervisors

Supervisors are low level managers who, ‘lead and direct’ employees in work towards the
organization’s objectives. Supervisors stand in between the employees on the one hand and
the top managers on the other hand. They are thus both managers and the managed and
that they often feel that they are ‘caught in the middle’. The supervisors duties and
responsibilities are divergent, since he is accountable to higher management as well as to
the employees and labour unions. The job of supervisors is such that they could not have a
sigh of relief at any time. In most cases, the employees from one side charge the supervisors
for poor working conditions, facilities, pay, etc. and the top management from the other side
accuse them for labour turnover, absenteeism, unrest and poor production. Thus to work as
a supervisor one needs many skills, leadership, technical and human relation skills are the
various requisites. He must be a knowledgeable person in company policies, practices,
programs and plans, and also in work and methods of work, quality control, shop
maintenance, industrial relations and all that. To sum the work of a supervisor is pretty
complex.

Hence the need for training, through which one could be made an effective
supervisor. In the following section the training needs of a supervisor are discussed.

a) Need for training for supervisors

i. With the growth of the organization, more and effective supervisors are needed.
ii. Trained supervisors are potential executives.
iii. Smooth and effective functioning of the organization depends on the calibre and
characters of supervisors.
iv. Trained supervisors would be able to solve problems effectively.
v. Peaceful industrial relations could be made feasible through effective training for
supervisors.

b) Ascertaining training needs of supervisors

Training needs of supervisors should be first ascertained and the methods used to
ascertain them are:

a. Survey of employee attitudes would through some light on the need for and
 specific needs of supervisor training;
b. Survey of supervisors themselves would bring in a vast mine of data relating to
training needs of supervisors. Suggestions as to training needs could be
welcomed from supervisors them-selves,
c. Top management, by itself could identify the training needs of supervisors
d. Training department of the organization and
e. Outside consultants may be deputed to find the training needs of supervisors.

c) Individual or group training for supervisors

Training program to be effective must be individualized. But such programs would be

costly but there is no escape. In the case of workers group training would be all right.
But in the case of supervisors it might not be. In fact as one climbs up the organizational
hierarchy, from large group to small group, individual based training programs become
necessary. The starting point for individual based tailor-made training is the supervisory
level.

d) Selection personnel for supervisory training

There is a peculiar problem as to selection of persons for supervisor training. That is,
whether an organization first select supervisors and after that they be trained or give
training to prospective supervisors and then choose from among them, the needed number
of supervisors based on aptitude during the training process. The practice depends on the
management policy. In certain cases shop stewards are upgraded a supervisors and
necessary training is given to them.

e) Specific training needs of supervisors

The specific training needs of supervisors can be ascertained through, job analysis,
organization structure promotion charts, etc. asking the supervisors themselves as to what
are their needs is one of the methods. But this method has certain drawbacks, since most
persons may not be knowing what their needs are; even if they are aware of their needs,
they not reveal the true picture. However, the supervisor- trainees must be interviewed,
tested and encouraged so that they are having the needed aptitude interest, ability and
personality to benefit from supervisor training programs.

Training areas for supervisor

i. Training in general management field. Supervisors are low-level line managers.

They get works done through their subordinates. As managerial personnel, they
need to know the basic management process, namely, planning organization,
direction, supervision, coordination, control and budgeting. So, management-
principles and practices must be taught to them.
ii. Orientation in company policies, plans, programs, activities, nature, future,
opportunities, duties and responsibilities enjoined upon and expected on the part of
supervisors by the company, their authority and decision-making range, etc.
iii. Job methods training needs to be given supervisors. It includes: the break of work
into details-steps and procedures, involved at each stage including material
handling, flow of work, hand and machine works; the purpose, the person, place and
period aspects of each work materials; and components, machines and tools, plant
and equipment, design and layout; safety and storage aspects of each work; the
 work modification scheme involving development of new method, elimination of
unwanted elements, business process re-engineering, 6 Sigma quality, proper layout
and flow patter, simplification of tasks and events, trial; of new method, etc., the
application of new and improved, job methods with the willing co-operation of
workers.
iv. Job relations training is another training that supervisors need. Job relations
include- relation between jobs and departments; sequential, and time and event,
relationship between different jobs, human relations at work; industrial relations in
the plant. Of these the first two are mechanical and routine. But the last two are
dynamic ones.
v. Job Instruction training courses come next. The supervisors must be trained in
importing instructions properly. Apart from instructions as to work methods and job
relations, instructions as to job safety are to be very effectively imparted to workers.
All these require a system of training for the supervisors.
vi. Job training to carry out their works (all referred to above) effectively, supervisors
need training. In a nutshell the training course contents for supervisors include
general management areas, people-management aspects and production-
management requisites.