CHRMP (CERTIFIED HUMAN RESOURCE

MANAGEMENT PROFESSIONAL)
Domain Excellence Business Acumen

Courseware Handbook
Human Resource Management, over the years, has
evolved as a strategic function in organisations There
is an expressed need for trained HRM professionals
having the required competencies to deliver results that
impact business.
Technology Efficacy Workplace Proficiency

CHRMP (Certified Human Resource Management Professional) uses a proprietary

competency framework to prepare HR professionals in four key competency areas:
- Domain Excellence
- Business Acumen
- Workplace Proficiency
- Technology Efficacy

CHRMP courseware from the series ‘Domain Excellence in HR’ follows a practical and
industry- oriented approach aimed at helping HR professionals create greater success at their
workplace. Within this certification handbook, you will find:
- Practical templates and frameworks ready to execute
- Illustrative examples to help you understand the concepts better
- Pragmatic planning suggestions
- Application based content to augment your learning

Visit www.chrmp.com

Launched in 2010, CHRMP certification has helped thousands of HR professionals add

tremendous value to organisations while also maximizing their potential for career growth.
CHRMP offers different certifications for varied experience levels within HR as well as
specializations for various HR domains. Our certified professionals now hold distinguished
positions in stellar organisations across the globe in more than 40 countries.

Become a Certified Human Resource Management Professional

Employee Engagement
Enhancing employee experience for continuous growth

Ripples Learning

Become a Certified Human Resource Management Professional

I

Employee Engagement
Enhancing employee experience for continuous growth

Published By

Become a Certified Human Resource Management Professional

 II

Copyright © 2021 by Ripples Learning Services

All rights reserved. This book or parts thereof may not be reproduced in any form, stored in any retrieval system,
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Edition 2021

ISBN

Become a Certified Human Resource Management Professional

III

About CHRMP

The Certified Human Resource Management Professional (CHRMP)

programme is a premiere certification programme available world-
wide to professionals and aspirants alike in the field of Human Re-
source Management.

It is a globally recognized, competency-based HR certification which

ensures domain excellence and validation through its
practical, industry-oriented approach.

The CHRMP learning system comprises self-paced, instructor led

and blended options. The pedagogy focuses on real skills, which are
immediately transferrable to the workplace.

The credibility of the CHRMP certification is validated by best-in-

class testing standards and delivered in partnership with Pearson
VUE. The exams are computer-based, which you can take either from
the comfort of your home or from the nearest Pearson VUE test cen-
tre in more than 190 countries.

The CHRMP Continuing Professional Development(CPD)Member-

ship develops critical competencies of workplace proficiency, tech-
nology efficaciousness and business acumen having immediately
applicability at your workplace.

Become a Certified Human Resource Management Professional

IV

Learning Objectives
As a student, you’ll get a few significant benefits from this courseware. You’ll learn to:

Create questionnaires for employ-

ee engagement surveys.
01

Design a robust exit interview

02 questionnaire.

Calculate absenteeism and

attrition rates and devise
measures to control them.
03
Explore options for improving
04 performance or changing behaviour
before recommending terminations.

Collect and analyse data on

retention and employment
experience of employees.
05

Formulate ER initiatives, keeping in

06 mind Maslow’s Hierarchy of Needs.

Become a Certified Human Resource Management Professional

 V

1. Introducing Employee Engagement.........................................................................................................01-04

Evolution of Employee Relations to Employee Engagement...............................................................1
Understanding Employee Engagement..................................................................................................2
Factors affecting employee engagement..............................................................................................2
Objectives of employee engagement.....................................................................................................3
Relating ER to Performance...................................................................................................................4
2. Theories of Employee Engagement..................................................................................................05-08
Abraham Maslow’s “Hierarchy of Needs Theory” 3.............................................................................5
Understanding Job Satisfaction.............................................................................................................6
3. Understanding Absenteeism and Attrition............................................................................................09-19
Absenteeism...........................................................................................................................................9
Attrition/Employee Turnover.................................................................................................................10
How do you diagnose the problem?....................................................................................................11
Exit Interviews........................................................................................................................................12
Sample Exit Interviews form............................................................................................................14
Employee Grievances.......................................................................................................................19
4. Employee Branding....................................................................................................................................20-21
Employee Engagement & other functions in HR................................................................................20
 Ch. 1
01
Introducing Employee Engagement

Evolution of Employee Relations to Employee Engagement

'Employee Engagement' is a concept getting more traction in recent times. However, it has
been there in different forms for decades. The birth of Employee Engagement can be traced
back to William Kahn's article published in the 90s in a management journal.

Kahn's article discussed the different factors that affected engagement and disengagement.
He saw these factors as individual & contextual sources of meaningfulness, safety &
involvement. After William Kahn's study, employee engagement was looked at as an area
of study which understood what made people stay with organisations longer.

Things changed with the advent of the Information Age. Previously, employees stayed
in organisations because it provided them with money & security. Nobody gave too much
consideration to interest in jobs or excitement or delight. Nor were there many options
available. The Information Age brought many choices for the customers & employees
simultaneously. There was no lack of alternatives or opportunities, and people moved
out when they found something better. They weren't merely interested in security but
wanted to work in jobs and industries they were passionate about.

Thus, they began to get jobs that made them feel good, which provided them excitement
& learning opportunities, allowing them to continue the life they had been continuing for a
considerably long period. So, people left organisations to pursue passion, happiness,
and satisfaction. Other parallel studies showed us that the longer employees stay in an
organisation, the better they perform. So, it also became imperative to curb attrition and
hence, the studies to understand the various factors that affect the engagement or
disengagement of employees in organisations.

Employee satisfaction, employee commitment, engagement, and finally achieving ‘sustained

engagement' were the different phases before employee engagement came into the picture.

Become a Certified Human Resource Management Professional

 02

Understanding Employee Engagement

Employee Relation creates a system wherein employees' needs are met and prioritised to
solve absenteeism and attrition. Employee Engagement is "when an organisation takes the
initiative to engage or involve their employee to use Employee Relations.

The word engagement means interaction, exchange, or a connection between two or more
people. The area of HR concerned with how involved employees feel with their work, their
leaders, and from the perspective of the organisational goals and values can be referred to
as employee engagement.

In the words of David Macleod,

“This is about how we create conditions where employees offer more of their
capability and potential."

It is a workplace approach where every employee is committed to their

organisation's goals and values and contributes to organisational success. While doing so,
they have an enhanced sense of well-being. It is also about creating the right conditions for
employees to give their best daily. It is based on mutual trust, integrity, loyalty, two-way
commitment, and communication between an organisation and its employees.

Contribution

Equal Personal
Treatment Recognition

Factors affecting
Growth Employee Engagement Interpersonal
Prospects Relations

Hygiene Communication
Factors

Transparency

Become a Certified Human Resource Management Professional

Objectives of Employee Engagement
✔ To achieve organisational goals through effective communication.
✔ To create healthy, cordial, and balanced relationships within and among the employer
and employees.
✔ To develop more coordination and better communication to avoid conflicts and disagreements.
✔ To treat all the employees fairly without any discrimination and favouritism.
✔ To encourage employee participation in decision making, seminars, learning and other
cultural programs.
✔ To foster a work culture that is challenging and dynamic.
✔ To help employees bring out their inner potentials, creativity, innovative ideas and opinions.
✔ To boost morale and confidence and encourage employees to give their 100%.
✔ To make employees more focused and responsible for their tasks.
✔ To help employees realise their importance and contribution to the organisation.
✔ To make employees more productive, efficient, skilled & proficient in their work.
✔ To help employees be more flexible, so they are ready to take extra additional
responsibilities when the need arises.
✔ To maintain a stress-free work culture, with better infrastructure and other facilities
like gym, food courts, music, etc., where employees feel that the workplace is their
second home.
✔ To maintain employees' health by providing accessible medical facilities and health
check-ups regularly, so they think that special attention and care is given to them.

Traditional concepts of employee relations

• Management and employee expectations were not communicated
• Relationship between employer and employee was strained
• Unions acted as mediators in problems of employee discipline and employee grievance
• Lower productivity and strained relations

Become a Certified Human Resource Management Professional

 04

Relating Employee Relations to Performance

“Happy and satisfied employees are the most productive employees.”

It's already known that a happy and satisfied employee contributes more to the organisa-
tion's success and business. Hence, taking care of an organisation's human resources and
concerns is imperative because it is directly related to performance.

The formula for calculating performance:

Performance = Ability x Effort x Support

Let’s understand it like this:

An employee is able enough to do specific tasks. He might be putting their 100%, but it will
hamper his target achievements or overall performance if he does not get support from the
organisation.

Thus, creating a support structure is the employee relation's primary responsibility.

It's essential to understand every employee's needs and requirements individually to create
a support base.

Let’s understand the needs of every human first by referring to:

Become a Certified Human Resource Management Professional

 Ch. 2
02 Abraham Maslow’s
“Hierarchy of Needs Theory”
Abraham Maslow’s “Hierarchy of Needs Theory”
`
Abraham Harold Maslow (April 1, 1908 -June 8, 1970) w as a psychologist who studied
positive human qualities and exemplary people’s lives. In 1954, he created the “Hierarchy of
Human Needs” and expressed his theories in the book, Motivation & Personality.

➳ Self-actualisation needs

➳ Esteem Needs

➳ Love/Belongings or Social Needs

➳ Safety & Security Needs

➳ Physiological or Basic Needs

As per Maslow, every human need forms a hierarchy:

1. Physiological- Breathing, food, shelter, clothing, sleep, water, etc.

2. Safety & Security- Physical safety.
3. Love/Belongingness- Friendships, group memberships, social connections, family, etc.
4. Esteem- Approval, recognition, self-confidence, self-esteem, achievement, respect by
others, and respect for others.
5. Self-Actualisation- Accomplishment, pride, mental growth, creativity, spontaneity,
problem-solving, prejudice, acceptance of facts, morality, etc.

Become a Certified Human Resource Management Professional

 06

An organisation’s effective employee relations can provide or create the support

structure for their employees by understanding their needs/requirements and developing
ER Initiatives.

Relating Maslow’s needs theory to organisational structure eases the whole process.

Senior
Management
Employees

Middle Management Employees

Junior Management Employees

Entry-Level Management Employees

An organisation’s ER Department can develop ER Initiatives for its employees as per the
needs and requirements related to specific levels.

Examples:
ER Initiatives for physiological needs; food/shelter/clothing:
1. Provision of canteen facilities inside office premises
2. Discount coupons for buying clothes at the time of festivals
3. Providing guest houses and other accommodation facilities to employees
4. Tie-ups with real estate/property consultants to search for houses for new
(relocating) employees

Understanding Job Satisfaction

Job satisfaction is “a positive emotional state resulting from evaluating one’s job
experience.” It leads to organisational commitment.

Become a Certified Human Resource Management Professional

Frederick Herzberg’s “Hygiene-Motivation Theory”:

To better understand employee attitudes and motivation, Frederick Herzberg studied which
factors in an employee’s work environment caused satisfaction or dissatisfaction. He found
that the factors driving job satisfaction (and presumably motivation) differed from those
causing job dissatisfaction. His findings were published in The Motivation to Work, 1959.

He developed a 2-factor theory, named motivation-hygiene theory, to explain the results of

his studies.

Herzberg’s
Job Dissatisfaction Job Satisfaction
Two factor Theory

Influenced by Hygiene factors Improving the Influenced by Satisfier factors

Satisfier factors
improves
Working condition Job Satisfaction Achievement
Interpersonal relations Improving the Recognition
Policies Hygiene factors Responsibility
decreases
Supervisors Work
Job Dissatisfaction
Salary Advancement
Personal Growth

The primary conclusion of Herzberg’s theory is that Job Satisfaction and

Job Dissatisfaction are not opposites.

1. The opposite of Satisfaction is No Satisfaction.

2. The opposite of Dissatisfaction is No Dissatisfaction.

As per Herzberg, factors leading to Job Satisfaction are “separate & distinct from those
leading to Job Dissatisfaction.”

It merely means that:

-Eliminating or taking care of dissatisfying job factors might create peace but not
necessarily enhance performance.
-At the same time, adding job satisfaction factors will not eliminate job dissatisfaction.

Become a Certified Human Resource Management Professional

 08

Every organisation needs to adopt a two-stage process to motivate people:

1. Eliminating Job Dissatisfaction

✔ Fixing inadequate & outdated company policies
✔ Providing adequate and supportive supervision
✔ Creating & supporting a culture of respect & dignity for all employees
✔ Ensuring competitive wages/salaries

2. Creating conditions for Job Satisfaction

☛ Providing opportunities/arenas for achievement
☛ Recognising people’s efforts & contributions
☛ Developing work profile matching skills/abilities of people
☛ Creating an equally rewarding work profile

☛ Providing advancements/growth opportunities through promotions etc.

Become a Certified Human Resource Management Professional

 Ch. 3
03 Understanding Absenteeism
and Attrition
Lack of job satisfaction or organisational commitment leads to issues like:

• Absenteeism
• Attrition or Employee Turnover

Absenteeism:
Absenteeism is one of the significant workplace problems faced by employers today. It
merely means an employee’s intentional or habitual absence from work. It decreases
productivity and can impact its finances (costs incurred), morale, and other factors.

The formula for measuring Absenteeism:

[Total no. of person-days lost by being absent / (Average no. of employees x No. of
workdays)] x 100

Example: The number of employees is ten and the number of absent days is 10 in an
organisation. At the beginning of the month, there are ten employees, and eight
employees at the end of the month. The company has 22 workdays in a month.

• Therefore, Absenteeism = [10/ (9 × 22)] × 100 = 5%

Reasons for Absenteeism:

• Disengagement
• Personal illness
• Family issues
• Personal needs
• Entitlement mentality
• Stress/Low morale
• Job hunting
• Harassment at the workplace

Become a Certified Human Resource Management Professional

 10

Controlling Absenteeism: major approaches

Disciplinary approach
Positive reinforcements
- Recognition
- Cash rewards
- Time offs
Combination Approach (Carrot & Stick Approach)
- Reward employees with good performance, and
- Take disciplinary action against habitual offenders

Attrition/Employee Turnover:
Employee Turnover is when employees leave the organisation and have to be replaced.

It is also called attrition.

Types of Employee Turnover:

⯮ Involuntary: Termination due to poor performance & rule violations

⯮ Voluntary: Employees leaving by choice
⯮ Functional/Non-Regrettable: Low-performing employees are leaving the
organisation or due to downsizing etc.
⯮ Dysfunctional/Regrettable: Key individuals and high performers leaving at critical times
⯮ Uncontrollable: The reasons are outside the organisation.
⯮ Controllable: Factors that the employer could influence

The formula for measuring turnover:

[Number of employees separating during a month / Average no. of employees] x 100

Attrition calculation - Example

Let us say the total number of employees = 100
During the month, let’s say 10 employees left the company.
So, average number of employees during the month = (100 + 90) / 2 = 95
Attrition = Employees left / Average number of employees * 100
Hence, attrition = [10 / 95] * 100 = 10.52%

Become a Certified Human Resource Management Professional

Costs of Attrition:

• Salary/Benefits
• Hiring Cost
• Training Cost
• Productivity Cost
• Separation Cost

Reasons for Attrition:

• Career opportunities
• Better compensation
• Poor management
• Relocating spouse
• Returning to school
• Retirement
• Job security fears
• Poor relationship with workers
• Child care issues
• Health-related reasons

How do you diagnose the problem?

1. Employee Surveys

There are various methods through which organisations gather employee-related data—for
example, In-depth interviews, surveys, etc. Employee Surveys aim to measure, assess & un-
derstand employees’ morale & motivation, attitude, feedback, satisfaction, commitment,
a sense of purpose & passion concerning their work & organisation. Most organisations
ensure that these surveys are strictly confidential so that employees feel comfortable
enough to express their opinions without fearing repercussions. These surveys
(engagement or satisfaction) can be conducted periodically (for example, annual surveys)
or to meet the organisation’s needs and requirements.

Points to consider while creating an employee engagement survey:

-Aim for around 15-16 questions (maximum 20).

-Use a Likert Scale (it makes the results easy to read)
-Include some open-ended questions (there must be a way to analyse them later)
-Do not have too many descriptive answers to questions.

Once these employee surveys are conducted, the next step is to create an implementation
plan for improvement areas. This would take definite periods, ranging from a year to even
five years, to address the issues & areas identified through the survey results.

Become a Certified Human Resource Management Professional

 12

While it covers various grounds, the employee engagement surveys also help us obtain
one of the essential metrics, ‘ Employee NPS – Net Promoter Score.’ It aims at asking a
very pertinent question, ‘how likely are you to recommend this organisation to your friends
& family? bringing all the employee experiences into a straightforward answer.

Employee engagement surveys are designed to assess the engagement levels of the
employees. While no two organisations can have the same surveys, a general
understanding of these areas is helpful. Also, grouping them will help your employees get
clear, area-specific input and give you a more nuanced understanding of which areas
need improvement.

A few of the possible areas are:

• Demographics
• Planning of objectives
• Leadership
• Role
• Reporting manager
• Team
• Work-life balance
• Workplace culture
• Resource availability
• Rewards and recognition
• Training opportunities
• Belongingness to the organisation
• Diversity

The form must be designed with objective and open-ended questions where employees
share their additional views as much as possible.

While conducting these surveys is important, it is also necessary to act according to the
input from these surveys.

2. Exit Interviews

Exit interviews are conducted when an employee leaves the organisation and is considered
helpful in understanding the problems from an employee’s perspective. These offer
in-depth insight into employee morale and satisfaction, everyday processes and systems,
workplace values & culture, and the provided management solutions. The purpose of
conducting an Exit Interview is to analyse an employee’s overall experience during their
stay in an organisation while identifying strategies & opportunities to improve employee
retention and engagement. These Exit Interviews are used by organisations to address
various HR challenges like employee absenteeism and turnover and to increase overall
productivity & engagement.

Become a Certified Human Resource Management Professional

Most Exit Interviews are considered an integral part of the separation stage, but different
organisations have their ways of scheduling them & addressing their Exit Interview findings.
Understanding an organisation’s hierarchy & culture also helps in determining the exit
interview schedule.

While conducting exit interviews – avoid asking negative questions.

For example:
• Why are you leaving?
• What is the other organisation offering you?
• What did we do wrong? (Such questions often evoke venting episodes and
leave a bad taste for both the employee separating & the organisation).

Instead, include intelligent questions.

For example:
• What were some things you enjoyed during your tenure in the organisation?
• What do you think we can do to improve the experience for the employees
who join this organisation?
(Questions relating to positive experiences often lead to valuable suggestions).

Importance of Exit Interviews

It provides employees:

• An opportunity to give constructive feedback

• To leave on a positive note
• It provides organisations
• To identify & review the factors leading to an employee’s separation
• Feedback to the organisation on areas of improvement
• Aids in developing strategies for employee retention & engagement
• An evaluation of organisations’ culture & environment

Become a Certified Human Resource Management Professional

 14

SAMPLE EXIT INTERVIEW FORM

Name of the Employee: Present position & Grade:

Education: Department:

Date of joining: Location:

Grade on Joining: Experience:

Date of Resignation: Date of Release:

Rating for the last three years:

Category: Highly Regretted/ Regretted/ Not Regretted:

(To be filled by supervisor/ HOD)

EXIT INTERVIEW CONDUCTED BY:

Name(s) Designation(s)

Date of Interview: Place:

Become a Certified Human Resource Management Professional

 SUMMARY OF CAREER IN ORGANISATION:

1) REASON FOR SEPARATION

Which of the following factors lead to your resignation? Please rank the first three reasons for the various
factors mentioned here and assign a weight to their importance such that the sum comes to 100.

S No. Reason for leaving RANK POINTS

1. Going for higher studies (mention
name of the course and institute)
2. Job abroad (mention name of country)

3. Better job in India

4. Starting own business

5. Health problems

6. Lack of job challenge/ satisfaction

7. Uncongenial work environment

8. Unattractive remuneration

9. Excessive stress on the job

10. Lack of choice posting

11. Lack of growth opportunities

12. Any other, please specify

Become a Certified Human Resource Management Professional

 16

2) PERCEPTION OF THE EMPLOYEE REGARDING THE JOB AND THE ORGANISATION:

2a) Details related to the working atmosphere with regards to:

Your
Viewed as an comments/
S. Work Atmosphere Viewed as Meets
area of suggestions/
No. Related Parameter strength requirement
improvement details of
experience.
1. Work Culture
2. Freedom of operation
3. Recognition
4. Communication
5. Work Relationships
6. People
7. Value Systems
8. Respect for Individual
9. Any other

2b) Details relating to the job with regards to:

Your
Viewed as an comments/
S. Viewed as Meets
Job-Related Parameter area of suggestions/
No. strength requirement
improvement details of
experience.
1. Level of Challenge
2. Learning on Job
Growth (vertical &
3.
Lateral)
Support/ mentoring
4.
from supervisor
5. Job-related training
Infrastructure for per-
6.
forming the job
7. Any other

Become a Certified Human Resource Management Professional

2c) Details relating to the HR with regards to:

Your
Viewed as an comments/
S. Viewed as Meets
HR Related Parameter area of suggestions/
No. strength requirement
improvement details of
experience.
Performance Appraisal
1.
System
Training in the area of
2.
personal development
3. Pay/ Salary structure
4. Welfare Activities
5. HR Policies
Induction (Comfort
level on joining the
6.
organisation for new
employees)
Career mapping/
7.
Career Manage
8. Any other

2d) Details on miscellaneous with regards to:

Your
Viewed as an comments/
S. Miscellaneous Viewed as Meets
area of suggestions/
No. Parameter strength requirement
improvement details of
experience.
1. Top Management
2. Policies and plans
3. Decision Making
Work environment/
4.
infrastructure
5. Systems in place
6. Customer Satisfaction

7. Any other

Become a Certified Human Resource Management Professional

 18

Name of the organisation: Department:

Division: Level (SR/ Middle/ JR):
Designation: Gross Monthly Emoluments:
Size of the company:
Manpower:
Sales turnover:

3a) How did they get this offer:

Through an Advertisement
Circulated the CV through a Placement Agency
Contacted by a new organisation
Approached by the Placement Agency
Referred by a Colleague/ professional contact
Any other (Please specify)

3b) What is the offer’s most attractive feature(s)?

4)When did the employee decide to look for a change?

Month: MARCH Year:

Any significant circumstances, reasons, or “ flashpoint “ prompted the employee to change?

NO

Would they be willing to rejoin the organisation later?

Yes No

Would they like to meet someone else in the organisation?

Become a Certified Human Resource Management Professional

Any improvements for the organisation?

COMMENTS OF IMMEDIATE SUPERVISOR, IF ANY (To be filled by the supervisor)?

3. Employee Grievances
While employee surveys & exit interviews provide us with lots of information related to
factors causing engagement or disengagement of employees in an organisation, there are
also other sources of input, such as employee grievances. These also play a vital role in
understanding the factors causing dissatisfaction leading to grievances and the areas
seeking improvement to have the necessary facilities and support to perform efficiently.
Other sources providing such information/data include: absenteeism data & post-project
analysis/lesson learned analysis.

Retention through ER:

• CEOs believe the most significant contribution to organisational success is getting and
retaining the right talent.
• The continuity of employees enhances organisational performance.
• 90% of companies’ survey said it is becoming more difficult to retain talented individuals
than several years before.

Managers would not like to see their best employee suddenly leave the company’s door
‘one fine day.’ It has significant downward implications on other employees’ morale and the
organisation’s productivity if it happens. Thus, employee retention is critical, and it begins
right from when the organisation connects with the employee for the first time. So, inter-
viewing experience, onboarding experience, induction, etc., have a significant role in retain-
ing employees. The pay and compensation of employees are further affected.

A few of the major initiatives are:

♠ Attractive benefits
♠ Ongoing development paths
♠ Identify and hire the right fit
♠ Provide the best onboarding experience

Become a Certified Human Resource Management Professional

 04 Ch. 4
Employee Branding
It refers to creating a brand association of employees with an employer. In other words,
it is about driving organisational values by creating an employee brand which has an
attractive and robust personality.

Internal branding is creating an association of the existing employees with the organisation.
How the current employees feel about being a part of the organisation by sharing
common values, goals, and culture is defined as internal branding. Organisations drive
internal branding by recognising their top performer of the week/month, associating with a
common name that identifies its employees, etc.

External branding is about creating an association for future or prospective employees

with the organisation. The main aim is to attract the best talent by showcasing the external
world’s values and culture.

Employee Engagement & other functions in HR:

Many motivation theories offer a set of guidelines to drive engagement in organisations.
Not one strategy works all the time, and HR must be very attentive in observing the people
and figuring out what would make them stick.

When the employees feel motivated, they give their ‘all’ into what they do. HR is the first
person from the organisation’s side who contacts the candidate for recruitment and stays
in continuous touch until they leave.

Employee engagement helps enable your organisation to gain a competitive advantage.

As we move in time, employee engagement is also getting converted into employee
experience, be it Recruitment, Training, Appraisal, Grievance Handling, or others; certain
practices and processes improve engagement. Then the employee stays with the
organisation for more extended periods while delivering their optimal performance.

Become a Certified Human Resource Management Professional

 Attracting
⮫
Selecting

⮫
⮫
Retaining
⮫ Developing
⮕ Engaged
Employees
⮕ Employee
Performance
⮕ Organization’s
Performance
⮫

Rewarding ⮫ Placing

Become a Certified Human Resource Management Professional

 What CHRMP Alumni say about us

“If you want to ace it in HR, both as an entrant to the role or as a seasoned professional who is looking at enhancing their
competence, then CHRMP is for you.

I highly recommend it because it helps provide clarity for the role that HR and HR personnel play in a VUCA world. It gives you
access to a rich alumni network of HR professionals who now hold critical and leading HR roles in Comp & Ben, L&D, Talent
Management, and HR Business
Partnering roles.

It is designed for the modern HR professional who is now a key go-to strategy enabler for the CEO of the business. The content
too is customized and allows you the experience of either gain competence in all areas of HR or specific areas that matter
most to you based on your role and tenure.

So, it’s a highly customer- as well as business-centric Certification that truly sets you apart when you’re in the job market!”

— Mukund Ganapathy
Sr. L&D Business Partner, Amazon India

“I wanted to get international certification that will be an added value for my HR career.While going through the certifica-
tion process, I found the learning process to be smooth and easy. The videos are clear, the topics are well chosen.I liked
the clarity of the modules, the examples given by the trainers. The training course was easy because I felt same as in
the classroom, so this is an added value. I specially liked the L&D module. I would surely recommend CHRMP to others
looking for a certification in HR. I would like to thank CHRMP team for the support and for being efficient in answering
any query.”

— Joanna Elias
HR Assistant, United Nations

“I have 5+yrs of experience in HR domain !! CHRMP has an wonderful learning sessions with self development career!!!
It’s useful for HRs for ugrade of Knowledge and implementation!!! For Non HRs it will be new and easy to Know about the
HR field and they can easily implement the process in their new career!!!! So I will b giving 200% Go+ for Chrmp classes
and get full benefits of HR domain!!! Tk u ripples for opportunity!!!”

— Zunaith K
Sr. HR Admin, Titanium Motors, Mercedes Benz, India

Become a Certified Human Resource Management Professional

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Become a Certified Human Resource Management Professional