ASSIGNMENT

NAME ANU ANAND

REGISTER NUMBER 2214510749
SESSION AUG-SEP’23
PROGRAM MASTER OF BUSINESS ADMINISTRATION (MBA)
SEMESTER III
COURSE CODE & NAME DHRM304 (HR Audit)

Assignment Set – 1 Questions

1. Explain the importance of human resource planning in an organization

Human Resource Planning plays an important role in the success of any organization.
It involves the integration of employees with the goals and objectives of the organizati
on to ensure that competent people can fulfill the responsibilities of the time. In this ar
ticle, we will explore the importance of human resources planning and how it contribu
tes to the success of the organization.

1. Expect change and change:

In today's evolving business environment, organizations face constant change. Human
resource planning enables organizations to anticipate and adapt to these changes. By f
orecasting future workforce needs and identifying current skill sets, organizations can
address skills gaps, technological advances, job trends, and policy changes. This allo
ws them to stand out in the market and remain competitive.

2. Strategic Workforce Alignment:

Human Resource Planning to ensure the organization's workforce aligns with its goals
. It helps HR professionals understand the skills and abilities needed to support succes
s in a variety of roles. Business planning that aligns employees with the organization's
strategy leads to better allocation of resources, improved decision-
making processes, and improved overall performance.

3. Effective talent acquisition:

Effective human resources planning facilitates the acquisition of quality talent. Organi
zations can improve their hiring processes by identifying future employee needs and s
kill requirements. They can attract and hire candidates with qualifications, experience
and leadership. This not only saves time and resources, but also increases the ability t
o recruit the best talent that will help the organization succeed.

4. Optimum use of resources:

Human resource planning allows organizations to improve resource utilization. By an
alyzing the current workforce, HR professionals can identify areas where skills and ab
ilities are over- or under-
resourced. This will help make decisions regarding staff adjustments, relocations or tr
 aining and development. Thus, organizations can make the best use of their human res
ources, reduce costs and maximize profits.

5. Succession Planning and Leadership Development:

An important aspect of human resources planning is succession planning. By defining
core organizational functions and establishing a pipeline of capabilities, organizations
can provide flexibility when leadership or responsibilities become overwhelmed. Suc
cessful planning will help develop future leaders and preserve knowledge in the schoo
l by promoting continuous and sustainable integration.

6. Employee Engagement and Retention:

Human resource planning helps improve employee engagement and retention. Emplo
yees will be more engaged and motivated when they see a clear path to growth and de
velopment in the organization. Career planning helps create a positive workplace that
increases employee engagement and reduces attrition by identifying training, career d
evelopment and advancement opportunities.

7. Cost Savings:
Good human resource planning can save the organization's costs. By anticipating futu
re workforce needs and skills needs, organizations can avoid late-
stage hiring or outsourcing, which can be expensive and time-
consuming. Additionally, by identifying employee posting areas, organizations can sh
ift employees internally rather than hiring externally, thus reducing the hiring process,
work, and startup costs.

2. Explain various human resource development systems.

Human Resource Development (HRD) is an essential part of any organization and inv
olves the process of developing and improving the skills, knowledge and abilities of e
mployees to improve their performance, quality and production.

Training and development: Classroom training, elearning, job training, etc. It involves
providing employees with knowledge and skills through various methods.

Career development: Including promotions, rotations and other career planning.

Performance Management: It involves setting goals and objectives for employees and
providing regular feedback to help them improve their performance.

Succession Planning: It involves identifying and developing the future leaders of the o
rganization.

3. Explain various issues faced during HR Audit.

1. Inadequate record keeping: HR records are important for many reasons, including
legal compliance, monitoring employee performance and development, and tracking
HR decisions. However, many organizations do not keep information accurate and
up-to-date, which can lead to legal and operational problems.
 2. Unfair Employment Practices:Inappropriate hiring practices can lead to
discrimination and lead to a lack of diversity and inclusion in the workforce.
Common problems include inadequate job descriptions, biased interview questions,
and lack of background checks.

3. Performance Management is not enough:Performance management is important in

terms of increasing employees and productivity, but many organizations do not
provide suggestions and support to their employees.

4.Failure to Comply with Labor Laws:Failure to comply with labor laws may result in
liability, fines, and damage to the reputation of the organization. Common problems
include not properly training employees, not paying overtime, and not providing
requested benefits.

5.Lack of training and development:Training and development is crucial to support

the growth and development of employees, but many organizations lack training and
adequate development.

Assignment Set – 2 Questions

4.What do you understand by human resource scorecard? Explain the reasons for
implementing the human resource scorecard

HR Scorecard is a tool that helps measure, manage and improve the role of HR in an organiza
tion. HR metrics and KPIs or HR outcomes are measured using HR scores. This information i
s also used to estimate the growth potential of the organization.

Creating an HR scorecard requires five steps:

1.Define the HR strategy

2.Identify HR deliverables.
3.Establish HR processes, best practices and HR policies
4.Develop HR systems for strategy
5.Effectiveness analysis benefits of HR Scorecards

The biggest benefit of the HR Scorecard is that it makes it easier to achieve HR goals and stra
tegies help the entire organization includes strategies or strategies. When HR goals and corpo
rate objectives are followed, business and HR functions can work together to achieve these g
oals.

1. Provide structure for strategy

Scorecards help set goals, track progress using specific parameters, and follow steps to track
actions.

2. Enhanced Reporting
HR Scorecard makes it easy to create performance reports and dashboards to identify the imp
ortance of key issues and help HR departments track the implementation of their plans.

3. Streamline communication
Having a scorecard takes the guesswork out of trying to understand the role of everyone on y
our team and keeping the entire department connected within a structure. This also provides g
reater transparency into HR activities and plans.

4. Connect Each HR Employee to a Strategic Goal

The HR Scorecard allows HR employees to individually set their goals within departments an
d organizations. When all employees see that there is a greater purpose behind the goals and
objectives they want to achieve; gets them more involved in the work.

Disadvantages of HR Balanced Scorecard

While there are many benefits of using HR scores, you should be aware of some problems:

◼ Although there are many HR cards available, you can use Templates, but the framewo
rk must be customized to meet your business needs. This can be time consuming and t
edious, especially for first-time users.

◼ Although there are many research articles and resources to read, the HR Scorecard ca
n be very difficult to understand.HR scores often require managers to share informatio
n; This may cause some resistance or even delays.

2. What do you understand by competency mapping? Explain any four core

competencies for professionals.
A competency map identifies an employee's core competencies, skills, and behaviors. The per
formance of employees is evaluated by the organization. This analysis compares a person's st
rengths, weaknesses, leadership, innovation, intelligence, decision-
making and interpersonal communication skills.These inspections are expensive; It is a long a
nd tiring process. Art can increase a company's efficiency and reduce turnaround time. Additi
onally, these analyzes are divided into four types of competition: practical ability, social abilit
y, emotional ability and intelligence. This analysis is also used to create a hiring process.

The steps and processes can be done as follows:

Job analysis; All employees will be given a survey. The survey collects information about per
sonal skills, responsibilities, attitudes and behaviors.
Again, interviews are being held to measure the reactions of the employees.
HR departments use the database to create job descriptions. If the role changes, the employee
and the company sign a new contract by agreement.
Some companies share competency assessment results with their employees. Giving back hel
ps employees understand how they stand among their colleagues.
Prepare a detailed report on capabilities. The report also highlights areas where staff can impr
ove. The report also presents staff development and training strategies.
Finally, senior management decides which strategy will be used and how it will be used.

1 – Intelligence
Some employees have analytical skills and critical thinking ability. This can help solve proble
ms, but the role must provide space for employees to develop these skills.

Others may have communication or language skills. Some people are good at planning, organ
izing and managing. Employees may vary across industries and departments.

#2 – Motivation Ability
Some people respond better to external motivation or motivation. Some people are more asser
tive. However, it is worth noting that ambitious employees may be disappointed if they feel t
hat their business is shutting down. On the other hand, employees are equally willing to put in
extra effort.

Analysts evaluate motivation based on time achievement, goal achievement and time manage
ment.

#3 – Skills
In most companies, employees need to have good relationships. That's why communication is
so important. Analysts evaluate relationships based on teamwork, team building, relationship
s and communication skills.

#4 – Emotional Ability
This element determines the emotional ability of the employee. High intelligence allows peop
le to cope with stress, work longer, concentrate and stay calm.

Emotional IQ is emotional control. Such employees are professionals. They demonstrate a he

althy work-life balance. They are better at keeping their work and personal lives separate.

The 4 general competencies are:

Patient care
Clinical knowledge
Professionalism
Systems-based practice

1. Patient care that treats health problems and promotes health in a compassionate, appropriat
e and effective manner;
2. Clinical knowledge of the development and adaptation of biomedical, medical, and cognat
e (e.g., epidemiological and sociobehavioral) sciences and the application of this knowledge t
o patient care;
3. Practicebased learning and development, including discovery and evaluation of individual
patient care, evaluation and integration of research evidence, and improvement of care patient
s;
4. Interpersonal and communication skills to effectively share information and collaborate wit
h patients, families, and other healthcare professionals;

6.Explain the two approaches employed for valuation of human resources. Explain
Morse model used for valuation of human resources?
Soft HRM and Hard HRM are two different approaches to HRM. Human Resource Managem
ent (HRM) is an effective way to recruit, hire, train, attract and retain people
Soft HRM focuses on the people aspect of human resources. This approach is important for p
eople's needs to realize their potential and find meaning in their work. Software Human Reso
urces Management includes the following applications:

Two-way communication
Business transparency
Higher salary
investment in employee health
Training and career development
Democratic management style
Conversely, it is difficult for HR management to focus on the business rather than the people.
It denies the individual's need for individuality. Therefore, it usually includes:

One-on-one communication between management and professionals

Performance evaluations without incentives or quality of feedback
Minimum salary
High turnover
Hierarchical Leadership System< br>
Marketing, business goals and company values
determine how the organization will meet the needs of people management. HR leaders can b
enefit from both soft and hard HRM by incorporating these practices:

Setting Direction. Human resource management strategies can be the foundation of business t
ransformation. Aligning HR management strategies with business strategies can help HR man
agers decide which HR management systems are hard or soft to implement. Additionally, the
checklist can help HR managers decide which direction to take HR.
Always consider your budget. Whatever HR leaders buy should be based on budget. Finally,
for a company to make its HR management choice appropriate, it must have a high return on i
nvestment (ROI).
Think about your business. Every job is different. For example, when HR sales management
spread like wildfire in the high-
tech industry, people couldn't keep up quickly in manufacturing. HR managers can look at co
mpetitive markets and current trends and ask: What do applicants and professionals want fro
m their workplaces and jobs? Overall, the combination of soft and hard HRM can attract new
employees, improve retention rates, and help achieve business goals.

Soft HR management and hard HR management represent two different aspects. It may not b
e practical to use only one of these methods. People want their employers to treat them like h
umans, not robots, but companies need to focus on business success. But a reform that combi
nes the benefits of soft and hard HRM can help companies create a culture that values
the success of people as well as successful companies.