1944765-SHRM Module Workbook

Performance Management
1
Copyright © Protouchpro Services Private Limited. All Rights Reserved
Performance management cycle
1.
Set clear, measurable
performance
goals and make
developmental plans
2.
5.
Monitor goal progress,
Annual appraisal
Undertake development.
6. 4. 3.
Administration decision: monitor goal progress, continuous coaching by
Promotion undertake development. supervisors
Transfer
Pay raise.
Notes:
2
Role of HR in PMS
• The first and the foremost responsibility of HR team is

to design the entire appraisal process.
• The criterion of performance appraisal needs to be very
clear and transparent.
• The HR team also needs to sit with the reviewing
authorities to ensure appraisals are done on time and
only the deserving employees get the benefits
Notes:
3
Flow of Self Appraisal
Employees
intimation- Mails
Receives appraisal
forms
Online / hard copy
Employee fill the

forms Administrative
HR
head
Send it to reporting
head
Rate the employee/

Discussion Difference in
scoring
Employee and
reporting heads
signature
Final score- HR
4
SMART Goal
Specific
Measurable
Attainable
Reliable
Time Bound
Notes:
5
Performance is about
• KRA – Key Result Area- Key result areas or KRAs refer to

the parameters which the organisation has fixed for a
specific role
• KPA – Key performance Area- Key activities employees

will do to achieve KRA
• KPI- Key performance indicator - a quantifiable measure

used to evaluate the success of an organization,
employee, etc. in meeting objectives for performance.
Notes:
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Definition of performance
Performance is what is expected to be

delivered by an individual or a set of individuals
within a time frame. What is expected to be
delivered could stated in terms of results or
effort, tasks and quality, with specification of
conditions under which it is to be delivered.
Notes:
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Activity
KRA- WHAT KPA - HOW KPI – HOW MUCH
Notes:
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Activity
KRA- WHAT KPI – HOW MUCH KPA - HOW
Notes:
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Score your self on the scale of 1- 5
5 being the highest and1 being lowest
SR STATEMENT MY SCORE SUPERVISO

NO. R SCORE
1 I gave my best in today’s session.

2 I was alert through out the session
3 I asked the trainer my doubts

4 I checked my network , camera audio and background before the
session.
5 I checked the schedule and prepare for the session
6 I am making notes like cases discussed, new terminologies etc.
7 I made the notes what I need to read after the session
8 If I could give myself a score between 1 to 5 for active

participation in the session then I will give
Notes:
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What I need to do more to learn effectively in this course?
Notes:
11
Characteristics of a Good
Appraisal Form
➢ Transparency: A transparent appraisal process promotes self-appraisal and a discussion to reach a
common ground for the rating.
➢ Simplicity of the form: Appraisal systems are known to be complex and not relevant. They defeat the
purpose. Keep it simple.
➢ Objective: Objectivity makes the process uniform across board. More importantly it helps in giving a
mathematically calculated rating.
➢ Not Lengthy: Lengthy forms become time consuming to fill. As a result of this, appraisers tend to get
careless with the evaluation and the ratings can go wrong or are just inserted in a hurry with no thought
applied to it. And then, nobody reads them!!! It has been the endeavor to keep the form short while
managing to cover all the essential competencies for evaluation.
➢ Capture Performance & Potential: The Appraisal captures the
❑ Performance: How has the individual performed during the past year and
❑ Potential: Is this individual ready to be promoted to the next designation.
➢ Calculation for Increment Amount/ Percentage: The scores calculated from these ratings will be used
to determine the percentage increase that the individual receives.
Notes:
12
Graphic rating Scale:
✓ This is the most commonly used method of performance appraisal .

✓ Under it a printed forms, one for each person to be rated.
✓ Offers a list of areas related to job performance.
✓ A manager rates each employee on the listed areas according to a
numerical order.
✓ Its is very simple and quick.
✓ But question- validity and reliability
In this method, an employee’s quality is assessed in a graphic scale indicating

different degrees of a particular trait. The factors taken into consideration
include both the personal characteristics and characteristics related to the
on the job performance of the employees. For example a trait like Job
Knowledge may be judged on the range of average, above average,
outstanding or unsatisfactory.
Notes:
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Competence 4 Actual Expected
Notes:
14
5
Expected
4
Factor 1 Factor 2 Factor 3 Factor 4
Notes:
15
FORCED DISTRIBUTION/ normal distribution
curve / Bell curve
To eliminate the element of bias from the rater’s ratings, the

evaluator is asked to distribute the employees in some fixed
categories of ratings like on a normal distribution curve. The
rater chooses the appropriate fit for the categories on his own
discretion.
Notes:
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Organizations divided the entire work force into predetermined
percentage.
Grade Rate Criteria
A Excellent/ outstanding Top rankers- Excellent, Exceed

expectation
B Good rank- Good
C Above average Satisfactory performance-

Achieved expectation
D Average Needs improvement, have
the potential to do better
E Below Average Poor performance,
continuously missing targets
Notes:
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 Company will have the basis that only the following
percentage of the employee can be in the respective rating:
 A rating - only 7%
B rating - only 25%
C rating - only 63%
D rating - only 5%
 for example out of 1000 employee only 70 employees can
be in A rating.
 if there are excess then they will be force fit in another
rating. it again depends on the company increment policy(
Normalization process)
Notes:
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Bell Curve
Notes:
19
Progress work
HR Generalist Responsibilities:
Assist with all internal and external HR-related matters.
Participate in developing organizational guidelines and procedures.
Recommend strategies to motivate employees.
Assist with the recruitment process by identifying candidates, conducting
reference checks and issuing employment contracts.
Investigate complaints brought forward by employees.
Coordinate employee development plans and performance management.
Perform orientations and update records of new staff.
Manage the organizations employee database and prepare reports.
Produce and submit reports on general HR activity.
Assist with budget monitoring and payroll.
Keep up-to-date with the latest HR trends and best practices.
End to end recruitment process - Source, screen, interview, and evaluate candidates.
Searching resumes in various portals like Naukri, Monster and LinkedIn etc.
Foster long-term relationships with candidates.
Review and understand technical and non-technical job requirements.
Review applicants to verify if position requirements are met.
Ensuring candidate is available and ready to take up the position.
Create detailed job descriptions.
Notes:
20
Use the following template:
KRA +KPI KPA Weightage
Notes:
21
Progress work- Case Study
First India BPO was started in the year 2000 by Chandran first generation entrepreneur and
the Chief Executive Officer of the company initially the company provided non voice based
services to its clients in Australia. However the real breakthrough came when the company
appointed 300 FTE (full time equivalent) employees for call support for an Australian
Healthcare business solution provider.
The employees were supposed to answer incoming calls and address the customer queries
on insurance coverage, claim status and also sale the insurance products in case the
customer evinced interest to take an enhanced coverage.
The company was able to manage the performance in the non voice based business as the
employees were only required to fill in customer insurance application forms on the system
based on the scanned filled in forms received. However the company found tracking and
appraising the performance of employees in the voice based business a different ball game
altogether.
Chandran called HR manager and advised him to develop an appraisal framework to
manage and review the performance of the employees. HR manager arrived at the
following framework of performance appraisal after conducting job analysis and holding a
series of discussions with the operations manager.
Notes:
22
Employees would record the daily performance on the following matrix:
Average hold time for the customer
Revenue per hour
Number of calls per hour
Average handle time
Customer satisfaction rating
Employees would capture aforementioned details on the daily basis. The team leaders
would randomly audit fees details to check the authenticity. Managers would appraise the
employees on the monthly basis through one- on- one meeting.
Managers evaluate the employees on the above parameters.
The company could coach and counsel employees on career development aspects
The company would rate employees on the performance scale of 1 to 5 as follows:
Rating 1 excellent
Rating 2 very good
Rating 3 good
Rating 4 satisfactory
Rating 5 needs improvement
Notes:
23
The company would place the employees with rating of 4 and 5 on performance
improvement plan of 1 month to mentor them for better performance. At the end of the
month if the performance improved on all parameters the company would pull out
employees from performance improvement plan. If employees performance does not
improve at the end of the month the company would extend the performance
improvement plan for one more month.
If the performance improved by end of extended month then the company would put out
employees from performance improvement plan, if there is no improvement they put on
disciplinary action process. At the end of enquiry process if, it is established that in spite
of all required support there is no improvement the company would give the employees
the notice of termination and it would terminate them.
Questions
Briefly analyze the performance appraisal process of First India BPO
Do you think the performance appraisal process is employee friendly? Comment
Suggest an improvement in the cited process? Giving your reasons.
Notes:
24
TALENT
MANAGEMENT
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What is the 9 box model?
McKinsey developed the 9 Box Matrix in the 1970s
to help GE prioritize investments across its 150
business units
The 9-box grid is an individual assessment tool that
evaluates an employee's current and potential level of
contribution to the organization. ... The 9-box grid is
most commonly used in succession planning as a
method of evaluating an organization's current talent
and identifying potential leaders.
Notes:
26
What is the 9 box model?
Potential vs Readiness-
individual’s skills, competencies, experiences,
knowledge and motivation meet the
requirements for a specific job
Potential
an individual’s ability and willingness to
learn from experience and successfully
apply the knowledge and skills gained
from experience to new, higher level situations.
Performance Actual Performance
Notes:
27
Team Orientation: Candidates who can think and talk in terms of group good, cooperation, and shared
goals to the strength of the team, and will be more cooperative from a management perspective.
Energy: As a manager those people who can’t or won’t go the extra mile will not be engaged and
enthused working towards something. You need people who will always expend that extra effort in the
little things as well as more important matters.
Motivation: Demonstrated enthusiasm, a desire to make a difference, an eagerness to learn, and a

willingness to take the rough with the smooth, show that a candidate is engaged in a meaningful way
with his or her work.
Confidence: Confidence comes when a candidate has been actively engaged in his or her work, building
a wide frame of reference for the work and its challenges. Candidates, who exude confidence in their
skills, and confidence in their ability to learn new skills, are desired because they will always be engaged
in the quest for constant improvement.
Integrity: A thorough professional makes decisions in the best interest of the company, and never based
on personality, or on a whim or personal preference. Those who demonstrate honesty and integrity in
their professional lives are people who know what to do, because they understand that it is the “right”
thing to do professionally.
Analytical Skills: Organizations look for candidates who weigh the pros and cons of a given situation
rather than jumping at the first or easiest solution to a problem, and who are able to weigh the potential
negatives, as well as the positives, of a proposed course of action. The presence of analytical skills is
seen when someone talks about the day-to-day problems that are faced in a particular job, and how a
candidate analyzes and solves them.
Goal Orientation: Employees basically come in two flavors: the task oriented, who let each job expand
to fill the time allotted, and the goal oriented, who are galvanized by a challenge and eager to bring it to
a successful conclusion.
Notes:
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Notes:
29
Case
• Aaryan was young boy joined LAMCO after his
engineering in Business Development department.
He had interest in digital media management. He
used to take highest interest in digital marketing.
• He used to do much digital marketing of LAMCO
that his business development work started
suffering.
• It went down to such level that he scored zero for
three months.
• Decide the position of Aaryan in 9 box and also
suggest the required actions to be taken.
Notes:
30
Case
• Aruna worked in administration department for 8
years, she showed loyalty and hard work. But at
the time of promotion for the post of admin head
her boss Sachin gave preference to Monica who
worked with the company for 5 years.
• Hr Head Ankita called Sachin and asked the reason
of his decision.
• Sachin said, “ No doubt Aruna is superb employee.
She is hard working. Loyal disciplined. But lack
decision making and leadership skill. On senior
level she is not fit.
• Think you are Ankita and explain the 9 box model
to Sachin and suggest appropriate action.
Notes:
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Plac ement in the Box Corresponding Rating
Needs
Rising Star Star C B A
Coac hing
Potential
Potential
Contribut Emerging
Q. Fit D C B
or Star
Marginal Spec ialist Expert E D C
Performanc e Performanc e
Notes:
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Notes:
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C
D B
E A
Notes:
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Notes:
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Case
• Chetana was working with FMC as Sales head. She
was an amazing performer. But over a period of
time she started feeling that she is the only one
who can get the business.
• She was in conflict with Shirish her boss. Shirish
always used to appreciate her but used to give
credit to her team than Chetena.
• Chetana never used to like this. In one of the
argument she said , Shrish if only my team works
then let team work in this quarter and I will not
contribute anything”
• And in the quarterly review it was clear that team
outperformed.
• How will you manage Chetana?
Notes:
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Case
• Sanju was working in Excel software as a software
programmer. He was from one of the reputed
institute.
• Sanju had an habit of saying to every new comer, “
Why have you joined here?” and many new joiners
used to get scared. One HR Head herself over
heard and called Sanju to discuss. Sanju said it was
a prank.
• How will you manage the situation in following
situation:
• Sanju was a performer
• Sanju was an average and consistent performer
Notes:
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HRBP
38
Human Resource Business Partner
The HR Business Partner (HRBP) position is responsible for
aligning business objectives with employees and management in
designated business units. The position formulates partnerships
across the HR function to deliver value-added service to
management and employees that reflects the business objectives
of the organization. The HRBP maintains an effective level of
business literacy about the business unit's financial position, its
midrange plans, its culture and its competition .
Notes:
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How is HRBP different from HR?
HR managers oversee the entire HR department.
The human resources business partner serves as the link between HR and the business by aligning people
management activities with organizational strategy. In essence, the HR business partner serves as a strategic
consultant. It’s critical that individuals in this senior-level role understand the organization’s short- and long-
term goals so they can help achieve desired outcomes through human resources initiatives
Notes:
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Case Study 1
Harsha and Franklin both of them are postgraduates in management under different streams from the same B-
School. Both of them are close to each other from the college days itself and the same friendship is continuing in
the organization too as they are placed in the same company, Hy-tech technology solutions. Harsha placed in the
HR department as employee counsellor and Franklin in the finance department as a key finance executive. As per
the grade is concerned both are at the same level but when responsibility is concerned Franklin is holding more
responsibility being in core finance.
By nature, Harsha is friendly in nature and ready to help the needy. Franklin is silent in nature ready to help if
approached personally and always a bit egoistic in nature.
Harsha felt that now a day’s Franklin is not like as he uses to be in the past. She noticed some behavioral changes
with him. During general conversations, she feels that Franklin is taunting her that she is famous among the
employees in the organization, on the other hand, he is not even recognized by fellow employees. Harsha shares
this with the HRBP
Mr. Mehta (HRBP) took Franklin to Canteen to make him comfortable and after some general discussion he starts
on the issue. Franklin, after some hesitation, opened his thinking in front of Mr. Mehta.
• when he comes alone to canteen the people from others don’t even recognize him but if he accompanied by
Harsha he gets well treated by others.
• one day Both of them entered the company together the security in the gate wished them but the next day
when he came alone the same security did not do so.
• Even in meetings held in the office, the points raised by Harsha will get more value so many times he keeps
silent in the meeting.
If you are the HRBP (Mr. Mehta), what would you have done after listening to franklin.
Notes:
41
Case Study 2
A non-performing employee in sales in a large Insurance Company, was issued termination with 2 months
notice pay, per process in the company. Given Covid-19 situation, employee requested HR to convert his
termination into a resignation but with immediate effect. Being a company with a human face, the company
process allowed for the same but certain documentation has to be maintained for this summary resignation.
A fortnight later, the employee raised a complain with the Employee Relations(ER) team that he was not paid 2
months notice period. The ER team told him the FFS was processed correctly as no notice was due for this
resignation, the ex-employee confirmed that he had no such communication from anyone. When the ER team
started investigation, and enquired the HRBP about the case and asked for the email records from the
employee on his request and the email documentation from HR to convert the termination to a summary
resignation, the HRBP could not provide the same as he did not document anything, nor was their any
information with Line Manager or Zonal Head- Sales about this HR action or employee request. HRBP had got
the separation records at backend changed by HR Ops team owing to his relations with them.
Assuming you are the HR Head, what immediate steps will you take to settle the case?
• What went well in the above case?
• What did not go well ?
• What needs improvement?
•
Notes:
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Notes:
43
Employee
Engagement
Copyright © Protouchpro Services Private Limited. All Rights Reserved 44

Notes:
45
Employee Engagement vs Job
Satisfaction?
Employee Engagement Job Satisfaction
Notes:
46
Employee
Engagement vs Job
Satisfaction
Notes:
47
Case
Vinay called Sheena for the visibility of work for the next month. Sheena
mentioned. Due to Covid there is a challenge in the market. People are
not investing and holding money. Team is also demotivated. They are in
fear of loosing job. Sheena suggest that Vinay should address team and
make team feel safe. Share with team the future plans of the company.
Which category Sheena falls in ? Why? - Engaged, Not engaged, Actively

disengaged- Mention the answer in the chat box.
What strategies you will use to manage Sheena
Notes:
48
Case
Aarav is working with Jetx company since 3 years as software engineer. He is working
on one project since he joined. He has a dream of completing MBA from premium
institute. Aarav is also extremely intelligent. Many of his team members approach
him for advice. Aarav also spend lot of time outside office hours with the team. His
manager Rashmi always praised his work.
After months Rashmi realized many of her team members started leaving. Most of
them gave the reason for learning further or taking break too figure out what he/she
wants to pursue further.
Rashmi was worried. One day Rashmi received a call from Raj one of the team
members. Raj said he did a mistake by leaving Jetx. Rashmi said, “Why do you think
so?” Raj said Aarav was good friend of him at work. He kept on counselling that he
should leave and find out his calling and he left. After that Aarav did not call him once
and the best part is he is still working. He used to mention that he had a plan to
leave.
Which category Aarav falls in ? Why? - Engaged, Not engaged, Actively disengaged
Mention the answer in the chat box.
What strategies you will use to manage Aarav?
Notes:
49
Activity
Take the picture of this slide

Keep one note keeper in the group
Note keeper will maintain the notes in the word in bullet points
Once we come back note keeper will copy paste the points in the chat box
Break out room discussion 8 mins.
Your company ask you to work on employee engagement. What are the
factors you will work?
Notes:
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Notes:
51
Activity
Take the picture of this slide

Keep one note keeper in the group
Note keeper will maintain the notes in the word in bullet points
Once we come back note keeper will copy paste the points in the chat box
Break out room discussion 10 mins.
Your company ask you to conduct survey on employee engagement. What
survey questions you will have?
Notes:
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Example
Notes:
53
Categories in employee engagement
Engaged-
•The employee works in passion
•Highly motivated and ready to go extra mile
•Focused and keen to take up challenges
•Problem-solving attitude
Not engaged-
•They usually step walking through the day
•Zero energy and passion in the given work
•Putting in hours instead of energy
•Actively undermine coworkers and sabotage projects
Actively disengaged-
•Always complaint about the given tasks
•Try to demoralize colleagues also
•Lack of enthusiasm
•Failure to take responsibility
Notes:
54
Top 10 benefits of Employee
Engagement
1)
2)
3)
4)
5)
6)
7)
8)
9)
10)
Notes:
55
Basic terms
• Employee engagement is a property of the relationship between an organization and its
employees. An "engaged employee" is defined as one who is fully absorbed by and
enthusiastic about their work and so takes positive action to further the organization's
reputation and interests.
Notes:
56
Policy & Procedures
57
Why do we need policies?
Notes:
58
What is the difference
between Policy and
Procedure?
Notes:
59
Notes:
60
ACCEPTABLE &
EXPECTED BEHAVIOUR
WHAT DOES IT MEAN?
Notes:
61
WHY?
• TO BRING HONESTY MISCONDUCTS

• GOOD PERFORMANCE AT
WORKPLACE
• OBEDIENCE MINOR
• ATTENDENCE &
PUNCTUALITY MAJOR
• RESPECT & DIGNITY
• TRANSPRENCY
Notes:
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Notes:
63
Notes:
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Activity
• One of the HR Executive lies about background

verification of an employee with the fear of getting
into PIP / losing job.
• One employee left the organisation without
handling over the asset of the company.
• One applicant submit false salary slips.
• One employee submits false medical reports and
avails insurance claim
• One employee uses another employee employee`s
mobile and sends email to all the employees.
• One employee sexually harasses another
employee.
• One Procurement Dept. head ask for commission
from the vendor.
• One employee works with another employer
without informing commercial interest to existing
employer.
65
Contents of policy
• The Policy Template includes space for the following

information:
• Reason for Policy → Why the policy exists
• Policy Statement → The policy’s intent, when the policy
applies, and any mandated actions or constraints
• Scope → Who is affected by the policy
• Definitions → Terms specific to the policy
• Procedures → Processes to be used for compliance with
the policy
• Forms → Forms associated with procedures
• Frequently Asked Questions → Common questions
about policy and procedures
• Responsibilities → Who is responsible for implementing
policy and procedures
• Enforcement → Potential repercussions for violating the
policy
• Related Information → Related policies, websites, and
documents that provide supplemental information to
the policy
• Policy History → Brief description of any revisions to the
policy
66
Compensation and Benefits
67
Case
• You are working with SET Pvt. Ltd a start up where 30
employees are working. Mainly the sales profiles. SET Pvt.
Ltd faces the huge attrition and want to hire new sales
people.
• Few competitors had to close down their business due to
post pandemic changes. So their workforce is available but
the competition was funded and used to pay high.
Applicants are not ready come at less salary.
• Competition used to give fixed salary more and less
incentives. However SET gives fixed less and incentives
more.
• You are working as HR with SET what are the factors you
will consider to attract the candidates?
Notes:
68
Do you think there is a change in
compensation management?
OLD NEW
Notes:
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What are the top 5 reasons employees join the
company?
•1
•2
•3
•4
•5
Notes:
70
What are the top 5 reasons employees leave the
company?
•1
•2
•3
•4
•5
Notes:
71
What do you mean by
compensation?
1
2
3
Notes:
72
Compensation is much wider
concept than salary and perks
Fullfillment compensation
Notes:
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Different kinds of rewards
Intrinsic rewards include • An extrinsic reward is a
things like a sense of tangible and
pride, personal visible reward given to
fulfillment from an individual or an
completion of an activity, employee for achieving
gaining a new skill and something.
feeling like an important
part of a team.
Notes:
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Different kinds of rewards
• Intrinsic Rewards- • Extrinsic Rewards- Outside
Notes:
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Notes:
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Salary Benefits
_______ ___________ A
_______ ___________
_________
B
___________
__________________, ___________
________ ___________ C
__________________, ___________
________ D
___________
__________________, ___________
E
___________
________
__________________, ___________
Experience
Age
Grades
Or Broad band
Notes:
77
Activity
• Akriti is a small HR consultancy firm with only 20

employees. There are very few senior positions
and most of the jobs are of Assistant level. There is
one CEO and five senior research members, one
marketing head and one person is in customer.
Others are in support. Develop the structure
careand decide the salaries.
Notes:
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ERP/ SAP/ ZIMYO
79
SAP
SAP is one of the world’s leading producers of software for
the management of business processes, developing
solutions that facilitate effective data processing and
information flow across organizations.
By centralizing data management, SAP software provides
multiple business functions with a single view of the truth.
This helps companies better manage complex business
processes by giving employees of different departments
easy access to real-time insights across the enterprise.
Notes:
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What is SAP software used for?
• Traditional business models often decentralize data management, with each business
function storing its own operational data in a separate database. This makes it difficult for
employees from different business functions to access each other’s information.
Furthermore, duplication of data across multiple departments increases IT storage costs
and the risk of data errors.
• By centralizing data management, SAP software provides multiple business functions with
a single view of the truth. This helps companies better manage complex business
processes by giving employees of different departments easy access to real-time insights
across the enterprise. As a result, businesses can accelerate workflows, improve
operational efficiency, raise productivity, enhance customer experiences – and ultimately
increase profits.
Notes:
81
What is difference between SAP and
ERP?
ERP is basically a software suite of various
applications involving business process management.
SAP is a software development corporation that

provides ERP software solutions in the market. The
ERP is a tool used for the management of business
processes across various industries.
Notes:
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What SAP solutions are available?
SAP offers solutions across a wide range of areas:
• ERP and Finance

• CRM and Customer Experience
• Network and Spend Management
• Digital Supply Chain
• HR and People Engagement
• Experience Management
• Business Technology Platform
• Digital Transformation
• Small and Midsize Enterprises
• Industry Solutions
Notes:
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HR and People Engagement
• Employee experience management (Redefine the employee experience by better understanding
their needs and wants and giving them a voice to feel connected, supported, and empowered)
• Core HR and payroll (Support your employees wherever they work with global solutions for core
HR, cloud payroll, time tracking, benefits administration, and HR service delivery)
• Talent management(Build the skills and agility needed for the future with solutions for recruiting,
onboarding, performance, compensation, learning, succession, and development.)
• HR analytics and workforce planning (Get data-driven insights into your workforce, investigate
trends with people analytics, and use powerful analysis to improve strategic workforce planning)
Notes:
84
YOUNG TRAINER’S
PROGRAM
85
CASE
Drug Cure All (DCA) is a pharmaceutical company

headquartered on the East coast of the United States. DCA
researches, develops, manufactures and sells
pharmacological remedies and treatments for individuals
with diabetes, epilepsy, cancer, arthritis and AIDS. Operating
globally, DCA reported $1 billion in net income last year and
employs 20,000 workers. To be socially responsible in the
industry, DCA makes a concerted effort to ensure its drugs
are available to those in low income categories. DCA hosts a
research and development (R&D) unit at corporate
headquarters, as well as departmental personnel in
marketing, sales, finance, information systems, legal, risk
management, accounting, public relations and human
resources.
DCA also has a manufacturing facility. DCA’s business strategy
is a differentiation strategy based on quality and customer
responsiveness. In other words, DCA tries to distinguish itself
from other competitors in the pharmaceutical industry by
accepting no less than top quality output from every
employee in making and selling its products and by making
its products as readily available in the marketplace as
possible. While the company’s R&D costs are notably
excessive, which in turn affects
DCA tries to be sensitive to elderly, sick and low-income

patients who need assistance purchasing the company’s
products. The Situation and Key Issues Consistent with its
business strategy, DCA recruits the brightest students from
top schools across the United States to fill its positions.
86
CASE
DCA expects high performance and rewards employees slightly ahead

of the market. DCA chooses to develop professional-level employees
with frequent job rotations throughout the corporate staff to ensure
that high-potential employees are well-rounded and understand all
parts of the business en route to management positions. In
particular, for its finance and accounting positions, DCA hires top
graduates from business and liberal arts programs across the country.
DCA believes that bright people achieve results regardless of their
training, and they value diverse perspectives in decision making. As a
result, a new hire in accounting may have been a psychology major at
an Ivy League school or a finance major from a top Midwest business
school. DCA has seen both types of individuals contribute, exhibit
high performance and achieve promotions in the organization.
Recently, some managers in the accounting department at corporate
headquarters have complained to HR and the training staff about
new accounting hires who appear to take longer than usual to get up
to speed in their jobs.
The managers say that most of the new accounting hires are lost
when it comes to the organizational hierarchy: who is affected by
their work; who should be copied on their reports and memos; and
how all the separate areas relate to each other. Moreover, managers
claim that while some new hires are mathematically sharp, others
struggle with quantitative accounting problems.
In addition, some new hires have great computer skills while others
take longer to get familiarized with the basics (e.g., in Excel, the real-
time general ledger system). Managers do report that almost all of
the new accounting hires are very good presenters, articulate and
possess sufficient writing and business etiquette skills. In the most
recent corporate staff meeting, the accounting director, Jill Styles,
turned to the HR director, Pedro Warren, asking: “Please identify the
training need.“ .
87
CASE- YOUR OBSERVATIONS
Notes:
88
UNDERSTANDING THE DEMAND
IN THE MARKET
Notes:
89
TRAINING AND DEVELOPMENT
Training is concerned with teaching specific job related skills and behaviour.
Development is future oriented training, focusing on the personal growth of
the employee.
Learning Dimension Training Development

Meant for Operatives Executives
Focus Current job Current and future jobs
Scope Individual employee Work group or organisation
Goal Fix current skill deficit Prepare for future work demands
Initiated by Management The Individual
Content Specific job related information General Knowledge
Time-frame Immediate Long term
Notes:
90
TRAINING PHILOSOPHY
Types of programs L& D department need to implement
Notes:
91
PHASES OF TRAINING
PHASE 1
(Needs Assessment)
•Organization analysis
•Task analysis
•Person analysis PHASE 2
(DESIGN)
PHASE 3
•Instructional objectives (IMPLEMENTATION)
•Trainee readiness
•Learning principles •On-the-job methods
PHASE 4
•Off-the-job methods
(EVALUATION)
•Management
development
•Reactions
•Learning
•Behavior (transfer)
•Results
Notes:
92
Notes:
93
• You are working DCA. They have 250 young employees.
• For the year March 2023 they decide to have 16 hours to be given from training.
• You need to complete in 6 months
• They decide to have following programs:
• 1
• 2
• 3
• Prepare a training calendar for DCA.
• Team gets 12 mins to work on this.
Notes:
94
LEARNING OBJECTIVES
By the end of the session,

participants will be able to :
Learning Objectives
Notes:
95
SAMPLE OUTLINE
Notes:
96
HR Analytics
97
What Is Our WORTH?
Notes:
98
How do we Solve Problems?
Notes:
99
What Is Analytical?
Drawing
Collecting Processing
Insights from
Data Data
the Data
Notes:
100
For Analytics To Be
Effective
Knowledge
Domain Step by Step
of Analytical
Knowledge Approach
Tools
Notes:
101
Analytical Maturity
Models
Descriptive Analytics
Inferential Analytics
Predictive Analytics
Prescriptive Analytics
Notes:
102
Understanding Business Problem
Understanding the problem from a business perspective
Defining the problem
Converting into Statistical Equation
Identifying Variables
Notes:
103
Understanding Business Problem
Universal Business Equation
Notes:
104
Convert Into Statistical Problem
Annual Employee Turnover Cost
Notes:
105
Convert Into Statistical Problem
Annual Employee Turnover Cost
Revenue: INR 2000 Cr per annum

Number of Employees: 200
Average days of open positions: 30 days
Hiring: Rs. 40000
Onboarding: Rs. 20000
Development: Rs. 20000
Annual Employee Turnover: 15%
Notes:
106
Defining Business Problem – Identifying Variables
Reasons for Employee Turnover
Notes:
107

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Performance Management

• The first and the foremost responsibility of HR team is

Employee fill the

Rate the employee/

• KRA – Key Result Area- Key result areas or KRAs refer to

• KPA – Key performance Area- Key activities employees

• KPI- Key performance indicator - a quantifiable measure

Performance is what is expected to be

KRA- WHAT KPA - HOW KPI – HOW MUCH

KRA- WHAT KPI – HOW MUCH KPA - HOW

SR STATEMENT MY SCORE SUPERVISO

1 I gave my best in today’s session.

3 I asked the trainer my doubts

7 I made the notes what I need to read after the session

8 If I could give myself a score between 1 to 5 for active

✓ This is the most commonly used method of performance appraisal .

In this method, an employee’s quality is assessed in a graphic scale indicating

Factor 1 Factor 2 Factor 3 Factor 4

To eliminate the element of bias from the rater’s ratings, the

Grade Rate Criteria

A Excellent/ outstanding Top rankers- Excellent, Exceed

C Above average Satisfactory performance-

KRA +KPI KPA Weightage

Performance Actual Performance

Motivation: Demonstrated enthusiasm, a desire to make a difference, an eagerness to learn, and a

Marginal Spec ialist Expert E D C

Copyright © Protouchpro Services Private Limited. All Rights Reserved 44

Which category Sheena falls in ? Why? - Engaged, Not engaged, Actively

Take the picture of this slide

Take the picture of this slide

• TO BRING HONESTY MISCONDUCTS

• One of the HR Executive lies about background

• The Policy Template includes space for the following

• Akriti is a small HR consultancy firm with only 20

SAP is a software development corporation that

• ERP and Finance

Drug Cure All (DCA) is a pharmaceutical company

DCA tries to be sensitive to elderly, sick and low-income

DCA expects high performance and rewards employees slightly ahead

Learning Dimension Training Development

Types of programs L& D department need to implement

• Prepare a training calendar for DCA.

• Team gets 12 mins to work on this.

By the end of the session,

Understanding the problem from a business perspective

Defining the problem

Converting into Statistical Equation

Universal Business Equation

Annual Employee Turnover Cost

Annual Employee Turnover Cost

Revenue: INR 2000 Cr per annum

Reasons for Employee Turnover

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