Human Resources/advice



   A blessed day to you sir. Im ella a graduating student here in Philippines and currently taking up bachelor of science in business administration major in human resource development management. I would like to ask you some advice regarding my thesis study. actually i still have no topic or scope of study that's why i want to know if you can give me some scope of study which could be very much applicable here in our country and give me some advice which i could use during my study..
   I am looking forward for your positive response. thank you and more power.

HRD  is   described   as:

an omnivorous discipline, incorporating over the years almost any theory or practice that would serve the goal of learning in the context of work. Like an amoeba, it has ingested and taken nourishment from whatever it deemed expedient in the social and behavioural SCIENCES  , in learning theory and business.

Three assumptions on which it is based:

1.HRD is based on the research and theories drawn from the field of adult education and is different from the learning that occurs in children. Learning is based on creating the arrmpriate circumstances in which adults can learn and thereby change behaviour.

2.   HRD is concerned with improved performance within the work environment. It is not concerned with improving people's health or their personal relations with their family.

3.   HRD utilizes the theories of change and how these relate to the organization. Change affects individuals, groups and the organization and HRD is predominantly concerned with the change of individuals.

definition of HRD:

Human resource development is the study and practice of increasing the learning capacity of individuals, groups, collectives, and organisations through the development and application of learning based interventions for the purpose of optimising human and organisational growth and effectiveness.

HRD is the integrated use of training and development, career development, and organisation development to improve individual and organisational effectiveness.

The  people placed the following subjects under the umbrella HRD : training and development, organizational development, human resource planning, and career planning.

A number of strategic pressures have contributed to the increasing importance and Strategic role of HRD and these module:

*accelerated rate of change;
* focus on quality;

*globalization of business;

*increased flexibility and responsiveness of organizations;

*increased pressure to demonstrate the contribution of human resources;

*new competitive structures;

*new   technology.

Yet, today's business environment requires that HRD not only supports the business strategies or organisations, but that it assumes a pivotal role in the shaping of business strategy. ... As a primary means of sustaining an organisation's competitive edge, HRD serves a strategic role by assuring the competence of employees to meet the organisation's present performance demands. Along with meeting present organisational needs, HRD also serves a vital role in shaping strategy and enabling organisations to take full advantage of emergent business strategies.

Strategic HRD can be viewed as a proactive, system wide intervention, with it linked to strategic planning and cultural change. This contrasts with the traditional view of training and development as consisting of reactive, piecemeal interventions in response to specific problems. HRD can only be strategic if it is incorporated into the overall corporate business strategy. It is in this way that the HRD function attains the status it needs to survive and to have a long term impact on overall business performance and respond to significant competitive and technological pressures.

. Strategic HRD enables:

•   the organization to respond to challenges and opportunities through the identification and delivery of HRD interventions;

•   individuals, supervisors, line managers and top managers to be informed of their roles and participate in HRD delivery;

•   management to have operational guidelines which explain the reasons for investment in HRD;

•   information to be disseminated which explains the training, education, development and learning opportunities available for employees;

•   a policy statement to explicitly describe the relationship between the objectives of the organization and the HRD function;
•   a positive public relations awareness for new and potential employees to know that skills deficiencies will be provided for;

•   the continuous assessment of learning and development opportunities for its employees and thereby enabling them to advance their careers and support organizational growth;

•   clearly specified objectives and targets that enable the HRD function to be evaluated against strategic requirements;

•   policies which relate the HRD function to the other operating functions;

•   training, education, development and learning opportunities to have a coordinated role within a systematic process.

-org. learning
-Training  evaluation
-e learning
-management  development
-career planning
-career development.
-performance management
-personal development
etc etc

The broad scope of HRD, to introduce methods to address the development of individuals and organizations.
1   ASSESSMENT OF NEEDS -the first step. This sounds simple, but we are often in too much of a hurry. We implement a solution, sometimes the correct intervention but not always. But we plan, very carefully and cautiously, before making most other investments in process changes and in capital and operating expenditures. We need to do the same for HRD -- implement the appropriate planning. This needs assessment and planning will lead to several possible ways to improve performance. (Of course, one of these is to do nothing! -- we may decide to focus on other activities with greater impact and greater value.)
2   PROGRAM DESIGN, DEVELOPMENT & EVALUATION. We need to consider the benefits of any HRD intervention before we just go and do it: What learning will be accomplished? What changes in behavior and performance are expected? Will we get them? And of prime importance -- what is the expected economic cost/benefit of any projected solutions?
3   TRAINING & DEVELOPMENT-- acquiring knowledge, developing competencies and skills, and adopting behaviors that improve performance in current jobs, including: adult learning theory and applications, instructional systems design, train-the-trainer programs, and instructional strategies and methods.
4   ORGANIZATION DEVELOPMENT -- the diagnosis and design of systems to assist an organization with planning change. OD activities include: change management, team building, learning organizations, management development, quality of work life, management by objectives, strategic planning, participative management. organizational restructuring, job redesign, job enrichment, centralization vs. decentralization, changes in the organization's reward structure, process consultation, executive development, action research, third party interventions, and more.
5   CAREER DEVELOPMENT  -- activities and processes for mutual career planning and management between employees and organizations. Changes in our organizations (including downsizing, restructuring, and outsourcing) are resulting in more empowerment for employees. The responsibility for our own career development is downloaded to us. (Translation: career ladders are gone; career development is now the responsibility of the individual.)
6   ORGANIZATION RESEARCH & PROGRAM EVALUATION -- an exploration of methods to evaluate, justify, and improve on HRD offerings.
HRD can give you the tools you need to manage and operate your organizations. Everything -- production, management, marketing, sales, research & development, you-name-it -- everything may be more productive IF your people are sufficiently motivated, trained, informed, managed, utilized and empowered.

Key Components of Human Resource Development
There are three fundamental component areas of human resource development (HRD): individual development (personal), career development (professional), and organizational development. The importance of each component will vary from organization to organization according to the complexity of the operation, the criticality of human resources to organizational efficiency, and the organization's commitment to improved human resources. But all three have one focus—individual performance improvement. Since individual performance improvement is the heart of an HRD program, HRD can be described as the "area of congruence" among the three components.
INDIVIDUAL DEVELOPMENT Individual development refers to the development of new knowledge, skills, and/or improved behaviors that result in performance enhancement and improvement related to one's current job (training). Learning may involve formal programs, but is most often accomplished through informal, on-the-job training activities.
CAREER DEVELOPMENT Career development focuses on providing the analysis necessary to identify the individual interests, values, competencies, activities, and assignments needed to develop skills for future jobs (development). Career development includes both individual and organizational activities. Individual activities include career planning, career awareness, and utilizing career resource centers. Organizational activities include job posting systems, mentoring systems, career resource center development and maintenance, using managers as career counselors, providing career development workshops and seminars, human resource planning, performance appraisal, and career pathing programs.
ORGANIZATIONAL DEVELOPMENT Organizational development is directed at developing new and creative organization solutions to performance problems by enhancing congruence among the organization's structure, culture, processes, and strategies within the human resources domain. In other words, the organization should become a more functional unit as a result of a closer working relationship among these elements. The ultimate goal of organizational development is to develop the organization's self-renewing capacity. This refers to the organization's ability to look introspectively and discover its problems and weaknesses and to direct the resources necessary for improvement. As a result, the organization will be able to regenerate itself over and over again as it confronts new and ever-challenging circumstances. This occurs through collaboration of organizational members with a change agent (an HRD practitioner), using behavioral science theory, research, and technology.



1.WHAT  ARE  THE  Factors Influencing Learning in Learning-oriented Organisations which  can  develop  the  HRD  program in  the  organization.
• the reasons for seeking to become learning oriented organisations;
• how practitioners envisioned the role of HRD in stimulating and supporting employee learning;
• the nature of HRD strategies to enact this vision; and
• how practitioners cope with the factors inhibiting and facilitating the realisation of these strategies

A Lack of Motivation Inhibits Learning …
by various organisational, functional and personal factors, such as:
• the lack of time (due to the organisation of work and work pressures);
• the lack of reward for learning (at the organisational and HR functional level);
• the lack of enthusiasm in the concept of the learning organisation or training and development in general; and
• the lack of confidence to learn and/or take responsibility for learning (at a personal level)

4.WHAT  ARE  THE  Factors Influencing Learning in Computer-based Learning
• investigate and compare the quality judgements made by trainers and learners; and
• investigate the relationship between quality judgements and learning outcomes, the hypothesis being that high correlations would enhance the predictive nature of the evaluation tools.
the most important factors influencing learners’ judgements of quality are:
• userfriendly – the extent to which the material is easy to use, with clear instructions
• presentation – clear and accurate, with no mistakes such as spelling errors
• graphics – the number and quality of pictures and diagrams
• interest – whether the material generates interest or is found to be boring
• information – the amount and quality of the content, whether there is too little or overload
• knowledge – the extent to which new knowledge is gained
• understanding – whether the material is easy or difficult to understand
• level – whether the material is considered too basic or too deep for the learner’s current knowledge and skills
• type of learning – for example, whether deep learning or rote learning, memorising facts
• language – whether the language was difficult to read, using jargons or lacking definitions
• text – the amount of text and the balance with graphics
Analysis of overall comments, ranked according to frequency of mention.


-individual  development
-career  development
*Mapping training need of employees
*Succession planning in Senior management
*Retention strategy in a manufacturing set up

-Organization  development
2.Performance Management System
3.Employee Welfare Measure
4.360 degree Appraisal
5.Quality of Wotk life
6.HRD Preactices
7.Factors determinig Job Satisafaction of Employees
8.Stress Management
9.Employee retention Techniques
10.Settlement of Grieveance(Do it in Manufacturing concern)
11.Workers Participation in Management.
12.Effectiveness of Training


competency mapping
balanced scorecard
performance management
quality of worklife
employee attitude survey
HRD climate
training needs analysis
team building etc.

8. HOW the organization to respond to challenges and opportunities through the identification and delivery of HRD interventions;

9.HOW  THE  individuals, supervisors, line managers and top managers to be informed of their roles and participate in HRD delivery;

10.HOW  THE    information to be disseminated which explains the training, education, development and learning opportunities available for employees;
-a policy statement to explicitly describe the relationship between the objectives of the organization and the HRD function;

•   clearly specified objectives and targets that enable the HRD function to be evaluated against strategic requirements;

(To be filled by each respondent)
A number of statements are given below describing various HRD dimensions. Please give your assessment by rating each statement using the 5 – point scale. Give your assessment by deleting the other numbers, leaving the appropriate number.

5 =  Almost always true.          4 =  Usually true.
3 =  Not sure          2 =  Sometimes true.
1 =  Not at all true.

1.   Awareness / Understanding of HRM concept and practices:

(i)   Human resource management function helps an organization to deal effectively with its people during the various phases of the employment cycle.          1   2    3    4    [5 ]
(ii)   In your organization, the responsibility for developing and implementing HRM practices is of HRD department and the line managers both.          1   2    3    4    5
(iii)   Organizations gain competitive advantage when it develops a superior market place position relative to its competition.          1   2    3    4    5
(iv)   Organizations can gain Competitive Advantage over their competitors by effectively managing their human resources.         1   2    3    4    5
(v)   Organizations can gain Competitive Advantage over their competitors by Cost leadership (lowering production cost relative to output) and product differentiation (providing a service or product that is preferred by buyers) also.          1   2    3    4    5
(vi)   Organization’s Competitive advantage gained through HRM practices is less susceptible to imitation hence likely to be more sustainable than that achieved by other means.          1   2    3    4    5
(vii)   HRD concept was introduced in your organization to increase the individuals/ organizational efficiency at work.          1   2    3    4    5

(viii)   The level of commitment of management towards HRD concepts, in your organization, is very high.          1   2    3    4    5
(ix)   Climate in your organization is conducive for all round development of the employees.          1   2    3    4    5
(x)   HRD helps in the overall development of the organization.   1   2    3    4    5
ITEMS  3,4, 5, 6, 7  ARE  NOT   RELATED  TO  HRM
2.   HRM & Planning for Human resources.

A process that helps companies identifies their future HRM (mainly manpower needs) and how those needs can be met.

(i)   HRM planning helps in adequately planning for manpower of the company.          1   2    3    4    5
(ii)   HRM planning helps identify the recruitment needs of the company.          1   2    3    4    5
(iii)   HRM planning helps in getting the adequate number of qualified manpower at right time.          1   2    3    4    5
(iv)   HRM planning helps in coping with the fluctuations in the manpower requirements.          1   2    3    4    5
(v)   HRM planning helps in the planning of job assignments. Are your job duties, specifications and description clear?          1   2    3    4    5
(vi)   HRM planning helps in initiating the steps to change and develop the existing human resources to meet future requirements.      1   2    3    4    5
(vii)   HRM planning helps in placing the adequately qualified persons at adequate managerial positions.          1   2    3    4    5
(viii)   HRM planning helps in conducting periodic cadre reviews.   1   2    3    4    5
(ix)   HRM planning helps by linking HRM practices to the company’s goals to achieve competitive advantage.          1   2    3    4    5

3.   HRM & Human resource Information system:

HRIS a computerized information package that provides management with increasing capacity to record, store, manipulate and communicate information across wide geographic boundaries, with access to many users.

(i)   HRIS provides appropriate and accurate information essential for the Human resource planning.          1   2    3    4    5
(ii)   HRIS plays vital role in recruitment and placement in your company.          1   2    3    4    5
(iii)   HRIS is helpful in determining the Training & development needs of your company.          1   2    3    4    5
(iv)   HRIS helps in making the budget related calculations like pay & compensations, Overtime, pension benefits in your company.          1   2    3    4    5
(v)   HRIS database is used for career planning and promotion decisions in your organization.          1   2    3    4    5
(vi)   HRIS aids in Competitive advantage by increasing the overall efficiency of your company.          1   2    3    4    5

4.   HRM & Task Analysis:

Task analysis processes of identifying the tasks of a particular job in a particular organizational context by analyzing activities, establishing performance criteria, determining required competencies, and analyzing any discrepancies uncovered by this process.

(i)   In your organization, task /job analysis is performed to identify the tasks a worker must perform.          1   2    3    4    5
(ii)   In your organization, each employee is clear about their various activities and tasks their job entrails.          1   2    3    4    5
(iii)   In your organization, to collect the information about the various activities of the jobs, diaries, log books, Interviews of the job incumbents and questionnaires are administrated to the job incumbents and role set members.          1   2    3    4    5
(iv)   In your organization, the effectiveness of the job performed by the employees are assessed by taking the feedbacks from the role set members i.e the people who interacts with the job incumbent e.g customers.      1   2    3    4    5
(v)   In your organization, the performance appraisal forms are based on the tasks as delineated by job analysis.          1   2    3    4    5
(vi)   Job / task analysis is helpful in achieving Competitive Advantage in your organization.          1   2    3    4    5



5.   HRM and Recruitment.

(i)   The employees in your organization are recruited through recommendation of the company’s employees, Advertisements, through employment agencies, campus recruiting, and online recruitment.         1   2    3    4    5
(ii)   Your organization is able to attract highly qualified candidates for its various positions during recruitment.          1   2    3    4    5
(iii)   The Retention rate or the Turnover in your organization is low.          1   2    3    4    5
(iv)   Realistic Job previews* are given to the applicants during recruitment.          1   2    3   4    5
* Realistic job preview is conveying to applicants what company life actually be on the job.          
(v)   Your organization during recruitment gives chance to protected groups like elderly, disabled, females, and minorities.         1   2    3    4    5

6.   HRM and Selection.

(i)   The selection procedure of your organization suits the job profile of the job positions.          1   2    3    4    5
(ii)   Your organization is able to select the right type of candidates for the jobs.          1   2    3    4    5
(iii)   The selection criterion in your organization is legitimate and non discriminatory.          1   2    3    4    5
(iv)   The selection procedure in your organization is quite satisfactory.          1   2    3    4    5

7.   HRM and Training & Development.

(i)   Your organization facilitates you to attend the training programs.          1   2    3    4    5
(ii)   For identifying the training needs in your organization, are you asked to identify your training needs?          1   2    3    4    5
(iii)   Your organization identifies the training needs by period surveys of the employees.          1   2    3    4    5
(iv)   How often your company gives training on the training needs identified.   `          1   2    3    4    5
(v)   In your organization, the training courses curriculum is relevant to the job profile of the employees.          1   2    3    4    5.
(vi)   Various training methods are employed by your organization to impart training Like OJT( On the job), case study etc.          1   2    3    4    5
(vii)   Were the new employees given Induction or Orientation training in your organization?          1   2    3    4    5
(viii)   In your organization does the training help to reduce the turnover of employees.          1   2    3    4    5
(ix)   In your organization the employees are trained very seriously and they learn also from the training.          1   2    3    4    5
(x)   In your organization the employees are given the opportunity to try out what they have learnt through training.          1   2    3    4    5
(xi)   In your organization the employees are able to transfer the training to the job they perform.          1   2    3    4    5
(xii)   In your organization employees suggestions are invited and considered for reviewing training policy / program.          1   2    3    4    5
(xiii)   In your organization, the training programs are evaluated after each training course, by testing the trainees and evaluating their performance on the job.          1   2    3    4    5
(xiv)   In your organization does the training help to increase the workers competence (Knowledge base, attitude and skills).          1   2    3    4    5
(xv)   In your organization, do the employees look for the opportunity to do training provided by the company?          1   2    3    4    5
(xvi)   In your organization does the training programs helps the organization to gain Competitive advantage by having competent job incumbents, reduced turnover of employees and job satisfaction among employees.      1   2    3    4    5

8.   HRM and Performance Appraisal.
Performance appraisal is the process of assessment of employee’s job performance levels.

(i)   In your organization, the Performance appraisal system is objective and unbiased.          1   2    3    4    5
(ii)   In your organization, new methods of appraisal are always used for the Performance appraisal.          1   2    3    4    5
(iii)   In your organization, the Performance appraisal system is development oriented.          1   2    3    4    5
(iv)   In your organization, the adverse Performance appraisal reports are communicated to the employees concerned to get the improvement in their performance.          1   2    3    4    5
(v)   In your organization, the Performance appraisal system is the basis for granting promotions and increments in the remuneration.      1   2    3    4    5
(vi)   In your organization, the Performance appraisal system has minimized the occurrence of job dissatisfaction and employees turnover.    1   2    3    4    5
(vii)   In your organization, every appraise knows what is expected out of him through the Performance appraisal system.          1   2    3    4    5
(viii)   In your organization, through Performance appraisal system the employee’s performance that is “on target” is rewarded or recognized and those employees performing unsatisfactorily are corrected.         1   2    3    4    5
(ix)   In your organization, the Performance appraisal system is used for other developmental decisions like job rotation, job enrichment, and job enlargement.          1   2    3    4    5
(x)   In your organization, the Performance appraisal system helps in gaining Competitive Advantage by being fair & unbiased thereby motivating the employees and increasing there/ organizational efficiency.          1   2    3    4    5


9.   HRM and Potential Appraisal & Review.

The purpose of the potential review are to predict whether an employee is capable of taking on more demanding work and the speed at which he or she is capable of advancing.

(i)   You and your organization are aware about the process of the potential appraisal & review.          1   2    3    4    5          
(ii)   In your organization, the promotions to the higher grade are based on Potential appraisal and not on the basis of Seniority.          1   2    3    4    5
(iii)   In your organization, the employees had being raising Industrial disputes on the systems and procedures of Performance and Potential appraisal.
1   2    3    4    5
(iv)   In your organization, the employees are assessed for Performance and Potential separately.          1   2    3    4    5
(v)   In your organization, potential appraisals of the employees are conducted secretly.          1   2    3    4    5
(vi)   In your organization changes in the job positions of employees are made based on the potential appraisal reports.          1   2    3    4    5
(vii)   To gain Competitive Advantage your organization offers Voluntary Retirement scheme to the employees for whom further promotion opportunities are not envisaged.          1   2    3    4    5

ITEM  7   
This  section  should  include ASSESSMENT   CENTRE

10.   HRM and Compensation.

(i)   In your organization, the compensation structure or pay scale is equitable.          1   2    3    4    5
(ii)   In your organization, the compensation structure follows the various laws relating to the corporate compensation practices.          1   2    3    4    5
(iii)   In your organization, the compensation structure is attractive enough to attract the applicants best in industry.          1   2    3    4    5
(iv)   In your organization, the compensation structure follows the job evaluation practice to decide the pay structure or increments to it and is free from any bias.          1   2    3    4    5
(v)   In your organization, all the employees are generally happy with the compensation structure followed by your organization.          1   2    3    4    5
(vi)   To motivate the employees your organization reward and recognize them for the good work done by them.          1   2    3    4    5
(vii)   To gain Competitive Advantage, your organization has linked its reward and reorganization to its goals.          1   2    3    4    5

11.   HRM and Human Resource accounting and Auditing:

Human Resource Accounting involves accounting for investment in people and their replacement costs, as well as accounting for the economics values of people to an organization.
Human Resource audit is a systematic assessment of the strengths, limitations and developmental needs of its human resources in the context of the organizational performance.

(i)   In your organization, Human recourses are the most important asset.          1   2    3    4    5
(ii)   Human resource accounting is a tool; designed to assist in the effective and efficient use of human resources.          1   2    3    4    5
(iii)   In your organization, HRM helps in converting human resource inputs into human services.          1   2    3    4    5
(iv)   Human resource accounting helps in better human resource planning.          1   2    3    4    5
(v)   You and your organization is aware about the concept of Human Resource Audit.          1   2    3    4    5
(vi)   In your organization, human resource audit is conducted ‘in house’ or by engaging the outside consultants.          1   2    3    4    5

PLEASE    SPLIT----two  separate   questionnaires
HR  AUDIT, which  is  an  audit   of  HR  ACTIVITIES/ POLICIES
HR   ACCOUNTING  , which  is  an evaluation of  investment
In  human capital.

12.   HRM and Industrial Relations and Grievance Handling:

(i)   In your organization, employees are unionized.         1   2    3    4    5
(ii)   The role of unions in safeguarding the interest of the employees is very high.
1   2    3    4    5
(iii)   The collective bargaining by the employees is not always successful in your organization.          1   2    3    4    5
(iv)   Mutual respect for each other among employees exists in your organization.          1   2    3    4    5
(v)   You have good relations with your subordinates as well as management.          1   2    3    4    5
(vi)   Your organization believes in the workers participation in the management.          1   2    3    4    5
(vii)   In your organization, workers participates in various committees like canteen committee, housing committee etc which helps in developing Human recourse.
1   2    3    4    5
(viii)   Your organization is able to achieve Competitive advantage because the workers are not unionized.          1   2    3    4    5
(ix)   Your organization has its own adequate grievance handling procedure.
1   2    3    4    5
(x)   You are satisfied with the prevailing grievance handling procedure and its style of functioning.          1   2    3    4    5
(xi)   The extent of satisfaction with the prevailing grievance handling procedure in your organization is very high.          1   2    3    4    5
THIS    IS    O K
13.   HRM and Organizational Change and Development:

(i)   In your organization, employees resist to the Work Change that occurs in the work environment.          1   2    3    4    5
(ii)   The response of the employees towards change in the work environment depends upon their attitude.          1   2    3    4    5
(iii)   All changes in the work environment are associated with some Costs as well as Benefits.          1   2    3    4    5
(iv)   In your organization, management to gain support of the employees for implementing Work Change uses measures like Participation, Shared rewards, Adequate communication and Employees security.      1   2    3    4    5
(v)   Organizational Development – (a process of bringing about planned changes in the whole organization) general goal is to build more effective organizations.
1   2    3    4    5
(vi)   Your organization emphasis much on Organizational development.
1   2    3    4    5
(vii)   In your organization OD programs are based on humanistic values, which are positive beliefs about the potential and desire for growth among employees.
1   2    3    4    5
(viii)   Organizational development helps in gaining competitive advantage by its benefits, which includes improved motivation, quality of work, job satisfaction, teamwork and resolution of conflicts and also reduces negative factors like absences and turnover.          1   2    3    4    5
(ix)   Organizational change / Organizational Development are important components of HRM.          1   2    3    4    5







14.   HRM and Total Quality Management & Management Systems for TQM:

(i)   You and your organization are aware about the concept of Total Quality Management.          1   2    3    4    5
(ii)   Your organization is certified by ISO for Management system for TQM like ISO 9000 / ISO 14000.          1   2    3    4    5
(iii)   In a service organization like yours, HRM is a major component of quality management.          1   2    3    4    5
(iv)   Your organization strives hard to provide quality service to the customers by identifying the needs of the customers and providing services as per their needs.          1   2    3    4    5
(v)   Your organization place high priority on proactive and systematic understanding and responding to the current and future customers needs.  1   2    3    4    5
(vi)   In your organization the customer’s requirements are met first time and every time.          1   2    3    4    5
(vii)   Your organization aims at long-term success through customer satisfaction, which is on a continuous increasing basis.         1   2    3    4    5
(viii)   Your Organization has been able to achieve Competitive advantage by following the practice of TQM or by getting certified by ISO for various management systems for TQM.          1   2    3    4    5

THIS  IS   O K .

15.   HRM & Motivation.

Motivation is an art of stimulating the people to get the desired things done.

(i)   In your organization, the working conditions in general are conducive for the employees to remain motivated.          1   2    3    4    5
(ii)   In your organization, the amount of stress and challenge at your position is enough to make you give your best and remain motivated.      1   2    3    4    5
(iii)   In your organization, the good performance or efforts of the employees are rewarded.          1   2    3    4    5
(iv)   Compared to your qualifications and the amount of efforts put in by you, Are you satisfied with the salary which your get.          1   2    3    4    5
(v)   Do you think that the role you perform is very important to the organization and you feel central here?          1   2    3    4    5
(vi)   Your training, knowledge and expertise are fully utilized in your present role and you have enough freedom in the role.          1   2    3    4    5
(vii)   In your organization the employees are motivated enough to give in their best and the organization is able to achieve Competitive advantage over its competitors.
1   2    3    4    5


16.   HRM & Counseling & Mentoring

Counseling is the help provided by a supervisor to the subordinates in analyzing their performance and other behaviors on the job, in order to improve their performance.
Mentoring relates to emotional support and guidance given by usually an older person to a young one who is called a protιgι.

(i)   In your organization, the concept of counseling and mentoring is used for the growth and develop of the employees.          1   2    3    4    5
(ii)   Counseling helps an employee to realize his potential, strengths and weaknesses and give more insight into his behavior.      1   2    3    4    5
(iii)   Interpersonal feedback plays a very critical role for increasing self- awareness or awareness about once own weakness and strengths.    1   2    3    4    5
(iv)   In your organization on the basis of counseling; training needs, job rotation, sponsoring for further training, increased responsibility, role clarity for the employees are identification.          1   2    3    4    5
(v)   The organizations gain competitive advantage from counseling and mentoring, as their ultimate goal is to help employee attain psychological maturity and effectiveness.          1   2    3    4    5



I am grateful to you for sparing time and giving your valuable inputs. The same I am sure will go a long way in arriving at a meaningful outcome.

Capt. Tarun Kumar Singhal


•   What do you do on an ongoing basis to keep your professional skills up to date?
•   Indicate some of the significant development efforts you have undergone in the last few years.
•   What do you see as the key competencies needed in your current assignment and how have you gone about developing these?
Respect For Sacred Resources
•   What type of budgetary responsibility do you carry in your current assignment? How well have you kept within that budget?
•   Have you had significant experience with cost reduction efforts? Tell us about an experience.
•   Can you share an experience of how you have maximized the benefit produced from limited resources you were given to work with?
•   Tell us what you do to ensure that you meet the work commitments you make to others?
•   Tell us about an experience where you had to confront someone or give candid feedback?
•   How did you do it? What did you say?
•   What are some of the things you are doing to ensure the effectiveness of the team you are leading?
•   Have you been on a dysfunctional team? What did you do as a team member or team leader to address the problems?
•   Tell us about a time where you disagreed with the objectives or direction of a team you were on. How did you handle this?
Exceeding Customer Expectations
•   What types of efforts are you making to serve your customers and to exceed customer expectations?
•   How are you gathering feedback from your customers and how do you use this feedback?
•   Tell us about a time where you wowed a customer.
Respect For Others
•   How do you currently encourage people on your team to express their ideas and opinions? Can you give an example?
•   How do you handle disagreement? Give us an example.
•   Tell us your experience in working with others of diverse background from yours. How you handle differences that come from different backgrounds?
•   Tell us about an innovation that you've introduced in your work area.
•   What have you done to introduce change or redefine the way work gets done in your area?
•   What continuous improvement methodologies are you familiar with? Tell us about your experience.
•   What kind of system or method are you currently using for reporting progress on your work?
•   What kind of metrics or measure do you currently use to measure the work in your area?
•   How do you follow through on projects that you delegate to others? Can you give an example?
Customer Service
•   Give me an example of the type of work experience you have had on a day-to-day basis with the public.
•   What has been your most rewarding experience dealing with the public/customers?
•   What "new way of doing things" did you introduce in your last job in dealing with the public?
•   What typical kinds of customer dissatisfaction were inherent in your last job? How did you deal with this?
•   What types of things were you able to do to help in alleviating this customer dissatisfaction?
•   Give me an example of a time when you were able to help an angry customer with a problem.
•   How do you define great customer service?
•   What would others say about how you handle customers? Would they want you to wait on them? Did anyone ever ask for you?
•   What kind of recommendation would your previous supervisor give you regarding your customer relations skills?
•   Do you like working with the general public? Would you prefer to work alone?
•   Give me an example when you were praised for your people skills in a past job.
•   You have an angry customer that comes up to you. His/her past dealing with the department has been negative. This time he/she is going to get it done right. He/she demands you put him/her on top priority basis. Your department is now running a major project for your supervisor and can't accommodate this customer. How would you handle the customer?
Able to Handle Pressure
•   Describe a situation where you were under a great deal of pressure. How did you handle it?
•   We have a real pressure-cooker position here. (Explain why) Have you had a position that relates to this situation? How did you handle the pressure?
•   Constant pressure gets to all of us after a long period of time. Describe an incident where you did not handle pressure well.
•   Did your position have cyclical periods when you were extremely busy and then dead periods? How long did they last? What was it like during both periods of time?
•   What flusters you when a deadline is near?
•   If I called your supervisor, what would he/she say about your ability to handle pressure? What would he/she say you needed to improve on?
Able to Supervise Employees
•   How many people have you supervised at one time? How many were Part-time? Full-time? How long were you their supervisor?
•   Did you have the sole responsibility of hiring/firing these people? Did your supervisor have any say in who was hired/fired?
•   Give me an example of a time when you handled an employee grievance that resulted in better working relationships.
•   Give me an example of a time when you handled a grievance that did not result in better working relationships. What would you have done differently?
•   What have you done to motivate your employees? Were they motivated? Give me a time when they were or were not.
•   What kind of management style do you take with your employees? How do you treat your employees? How do you resolve discipline problems?
•   What would your employees say about you as a manager? Were you an example of what you expected from others?
•   How did you elicit cooperation from your employees? Give me an example of a time when an employee would not do what was asked. How did you handle this?
•   What is required of a good leader? Which of these skills are you better at? What skills would your supervisor say that you would need to improve upon to be a better leader/supervisor?
•   Have you ever worked for a supervisor that demanded accuracy of you? What activities required accuracy?
•   Suppose we called your supervisor and asked “Is (name) accurate in what he/she does?” What would your supervisor say?
•   When it comes to accuracy, what do you need to improve on?
•   Could you give me an example of the type of work you did on a day-to-day basis that required accuracy?
•   Are you strongest in the areas of accuracy or speed? Why? Working on what?
•   Did the pressure of your past job lend itself to a mistake environment?
•   In some positions it is very easy to make errors. What do you do to control errors?
•   When we call your supervisor, what will he/she tell us about your ability to be dependable?
•   When the workday starts are you the first one there?
•   How would you define a dependable employee? Are you known as a dependable individual? Why?
•   Describe how you have organized yourself in your present job so that you could create a dependable atmosphere with your clients/customers.
•   When we check for references what will your supervisor tell us about the number of days you were absent last year?
•   During a typical month, how many days are you be late to work?
Detail Oriented
•   Give me an example of the deadlines that needed to be met in your last job. How did you make sure things got done?
•   Give me an example of a time when you thought you had "it all nailed down" but a detail you missed fell through the cracks. What happened?
•   Give an example of the most detail-oriented positions you have had.
•   Describe a situation where you had to multi task. How did you handle it?
•   How do you keep track of duties that must get done concurrently?

Handle Complex Problems
•   Give me an example of the last major project you worked on. What was your role? Did you work as a team? What were the issues involved?
•   Do you have any statistical background, either in school or on the job?
•   Could you describe a decision you recently made that was initially unpopular with your supervisors or staff? How did you handle it?
•   Describe how you think through a difficult problem.
•   Have you ever had to "sell" top management on a decision you made? Please describe the situation.
•   Describe a project you recently worked on that got "bogged down" for some reason and what you did to put it back on line.
•   What types of problems do you solve on a day-to-day basis?
•   Did you make any changes in the firm you felt particularly proud of?
•   Give me an example of a very complex problem or issue you have faced. How did you solve the problem?
Power Questions
•   How would you describe yourself?
•   Tell me your greatest strength? Weakness?
•   Tell me about your last job. What did you like best about it? What did you like least about it?
•   Why did you leave your last job?
•   Why are you interested in this position?
•   Did you get along well with the people on your last job? Explain.
•   What types of people seem to "rub you in the wrong way?"
•   Expand on those aspects of your schooling (or job) that you found to be most satisfying?
•   What experience do you have with (equipment, procedures, tasks, etc.)?
•   Why do you think this company should hire you?
•   What do you expect from the company that hires you?
•   In what ways could you contribute to this job?
•   How long do you think it would take you before you could contribute to this job?
•   What do you consider to be the ideal reporting relationship?
•   How do you feel an employee should be approached regarding his/her job performance?
•   Where do you see yourself five years from now?
•   Do you consider yourself a self-starter? Why?
Office Skills
•   Do you feel the results of the Office Skills Test are representative of your skills?
•   What kind of training, schooling, or experience do you have regarding office skills and abilities?
•   How would you rate your Microsoft Word skills? Why did you rate yourself that way? How long have you used it on the job? Have you had formal training or did you learn on the job?
•   Give me an example of the types of things you would use MS Word for. What functions are you familiar with and use daily? Which functions do you use occasionally?
•   Are you as familiar with Quattro Pro/Excel as you are with WordPerfect/MS Word? Have you created spreadsheets and macros with Quattro Pro/Excel?
•   Which of your former jobs required the use of your office skills to their optimum? Describe.
•   Which firm utilized your telephone skills? What type of clientele did you work with?
•   Which office do you feel exhibited the most professional atmosphere? Was the dress standards - written or unwritten? What do you feel creates a professional atmosphere? How did you contribute to the overall professionalism of the office?
•   Which of your personality traits do you feel will be most effectively utilized in this position?
•   How did you learn to put your job tasks in order? How do you plan and organize to save time?
•   What kinds of things did you refer to your supervisor? What kinds of things did your supervisor refer to you?
•   Depict a situation where you had to give repetitive information, or answer similar questions. How did you make the situation tolerable?
•   Are there any skills or experiences etc. that we have not discussed that you feel would be relevant to this position?
Current/Last Job
•   Tell me about your current/last job:
•   To whom do you report?
•   What do you like most about your current job? Least?
•   What were your two most important achievements in your current job?
•   How do you think your subordinates would describe you as a manager and supervisor?
•   What attributes do you believe an effective manager should possess?
•   What plans do you have for self-development in the next 12 months?
•   What types of criticisms are leveled at you most often?
•   Many of us improve our personal interaction with others as we mature. Looking back over the past two years, in what way have you improved?
•   What steps do you generally follow in making a decision?
•   Tell me what your supervisor would say about your secretarial skills and abilities. What particular things would he/she tell me are your strong points clerically? What would he/she tell me that you would need to improve upon?
Work with Little Supervision
•   Give me an example of a time when you were able to complete a project without immediate supervision. Was this normal? Did your supervisor often give you tasks to do which did not require direct supervision?
•   Give me an example of the kind of tasks or projects your supervisor would closely supervise.
•   Did your job require direct supervision? Or were you able to complete most things on your own?
•   What would your supervisor say about your abilities to complete tasks as assigned? What kind of a recommendation would this supervisor give me?
•   Do you prefer working alone, or with others?
•   In this regard, what job has given you the most job satisfaction in relationships with other employees? With customers? With your supervisor?
•   Would you rather be closely supervised and given good direction, or work out the solutions for yourself?

1. Name :
2. Gender : Male[ ] Female[ ]
3. Age : 20-30[ ] 30-40[ ] 40-50[ ] 50-60[ ]
4. Section : Production[ ] Maintenance[ ] Quality control[ ] [ ]
5. Experience : 1-5 yrs[ ] 6-10 yrs[ ] 11-15yrs[ ] 16-20yrs[ ]
6. Qualification : SSLC[ ] Diploma[ ] Degree[ ] Others[ ]
7. Income : RS 1000-5000[ ] 5001-10000[ ] 10001-15000[ ] 15001-20000[ ] More
than 20000
8. The management totally supports the employees in enjoying their work
Almost always true[ ] Mostly true[ ] Sometimes true[ ] Rarely true[ ] Not at all
true[ ]
9. Seniors guide their juniors and prepare them for responsibilities/roles they are
likely to take up
Almost always true[ ] Mostly true[ ] Sometimes true[ ] Rarely true[ ] Not at all
true[ ]
10. Delegation of authority to encourage employees to develop handling higher
responsibilities is common in the organisation
Almost always true[ ] Mostly true[ ] Sometimes true[ ] Rarely true[ ] Not at all
true[ ]
11. Job rotation in the organisation facilitates employees development
Almost always true[ ] Mostly true[ ] Sometimes true[ ] Rarely true[ ] Not at all
true[ ]
12. The organisational climate is favourable to the employees for developing new
skills & knowledge
Almost always true[ ] Mostly true[ ] Sometimes true[ ] Rarely true[ ] Not at all
true[ ]
13. The top management gives importance to HR and treats humanly
Almost always true[ ] Mostly true[ ] Sometimes true[ ] Rarely true[ ] Not at all
true[ ]
14. Seniors help their juniors to learn their jobs
Almost always true[ ] Mostly true[ ] Sometimes true[ ] Rarely true[ ] Not at all
true[ ]
15. Employees are not hesitate to discuss their problems with their supervisors
Almost always true[ ] Mostly true[ ] Sometimes true[ ] Rarely true[ ] Not at all
true[ ]
16. Availability of doctors when needed
Almost always true[ ] Mostly true[ ] Sometimes true[ ] Rarely true[ ] Not at all
true[ ]
17. Quality and menu of food motivates employees to work
Almost always true[ ] Mostly true[ ] Sometimes true[ ] Rarely true[ ] Not at all
true[ ]
18. The personal policies in the organisation facilitates employees to work
Almost always true[ ] Mostly true[ ] Sometimes true[ ] Rarely true[ ] Not at all
true[ ]
19. The organisation ensures employee welfare
Almost always true[ ] Mostly true[ ] Sometimes true[ ] Rarely true[ ] Not at all
true[ ]
20. When employees does good work the officers take special care to appreciate it
Almost always true[ ] Mostly true[ ] Sometimes true[ ] Rarely true[ ] Not at all
true[ ]
21. Promotion decision is based on the suitability of the employee and not on
Almost always true[ ] Mostly true[ ] Sometimes true[ ] Rarely true[ ] Not at all
true[ ]
22. Rewards are given to the employees for their better performance &
Almost always true[ ] Mostly true[ ] Sometimes true[ ] Rarely true[ ] Not at all
true[ ]
23. Weaknesses of the employees are communicated to them in non threatening way
Almost always true[ ] Mostly true[ ] Sometimes true[ ] Rarely true[ ] Not at all
true[ ]
24. Employees are encouraged to experiment with new methods and creative ideas
Almost always true[ ] Mostly true[ ] Sometimes true[ ] Rarely true[ ] Not at all
true[ ]
25. Employees are given training programs on the basis of genuine training need
Almost always true[ ] Mostly true[ ] Sometimes true[ ] Rarely true[ ] Not at all
true[ ]
26. Senior officers in the organisation point out career opportunities to juniors
Almost always true[ ] Mostly true[ ] Sometimes true[ ] Rarely true[ ] Not at all
true[ ]
27. Employees are satisfaction with their job
Highly satisfied [ ] Satisfied [ ] Neither satisfied nor dissatisfied [ ] Dissatisfied [ ]
Highly dissatisfied [ ]
28. Facilities required by the employees...............................................


PURPOSE: HR Audits help determine the effectiveness of HR processes in an organization. They are a
systematic, objective tool to assess regulatory or policy compliance and may lead to proactive best practice
implementation in the workplace to increase effectiveness and profitability. The following list of HR audit
questions is not meant to be comprehensive to every organization but merely a representation of the types of
questions that may be found in an HR audit.
Person/Organization completing Audit Questions:
Date Audit Completed:
Yes No N/A
A. Leadership
1. Are HR goals in line with those of the
2. Are there clearly defined standards of
work performance in all areas such as
H&S, Productivity, Hiring Practices,
3. Is an annual Employee Opinion Survey
conducted, posted and acted upon?
4. Are all members of your leadership
team accessible to your staff for
appropriate levels of issues?
5. Are appropriate, trained leaders
reviewing key HR-related performance
indicators such as Health & Safety
measurables, Attendance details,
Employee Turnover, Hiring Statistics,
Compensation/Performance indicators,
Exit Interview summaries, etc.
6. Are there multiple, regular
communication processes being used
to provide employees with updates on
changes to the organization?
7. Does the leadership team set a positive
example to the rest of the organization?
(i.e. hours of work, conflict resolution,
commitment to consistent policy

B. Hiring
Yes No N/A
1. Are Hiring Managers and support staff
well trained in the recruitment,
interviewing and selection process?
2. Do job descriptions exist?
3. Are job descriptions updated at least
4. Are applicant references checked by a
competent person?
5. Are turnover rates monitored and
compared to other organizations?
6. Are formal selection processes used to
ensure the right fit for each job?
7. Are all applicants required to complete
and sign an application form?
8. Do employment applications comply
with relevant Human Rights legislation
and refrain from requesting protected
information (i.e. S.I.N.)?
9. Are independent contractors accurately

C. New employees
Yes No N/A
1. Are reader/employee-friendly
workplace policies in place?
2. Are policies communicated effectively
so that they are fully understood?
3. Are policies consistently enforced by all
4. Is there an employee handbook?
5. Is the employee handbook specific to
your workplace?
6. Do effective employee orientations take
7. Are employees trained on policies and
work rules?
8. Is there a formal on-the-job training
program utilizing competent
9. Are employees trained to meet/exceed
clearly defined H&S standards?
10. Do employees understand the Return
to Work program and how it affects
11. Are employees and supervisors trained
on workplace harassment/
discrimination issues?

D. Compensation
Yes No N/A
1. Are compensation levels monitored and
2. Is there a formal pay structure?
3. Is the compensation structure reviewed
4. Are paid time off (vacation, holidays,
etc) structures developed?
5. Is working time monitored?
6. Are all non-supervisory employees
compensated at least one and one-half
times their hourly wage for any hours
worked beyond 40?
7. Is the compensation plan
communicated and understood by all
8. Are appropriate payroll practices
E. Benefits
Yes No N/A
1. Do employees understand their
benefits or have someone they can
contact with questions when needed?
2. Are supervisors and managers trained
on how to handle absenteeism issues?
3. If there is a health care plan, is
protected health information kept

F. Employee Relations
Yes No N/A
1. Is there a system for performance
2. Does the system check for
effectiveness of the evaluation?
3. Is quality and quantity of work
4. Is performance tied to compensation?
5. Do workplace policies allow for
6. Is there a clearly understood
disciplinary program that is consistently
enforced by all supervisors?
7. Is there an effective process for dealing
with employee complaints?
8. Are there assigned individuals to whom
employees may discuss
inquiries/complaints about a variety of
issues such as workplace
harassment/discrimination/risk of
G. Safety and Security
Yes No N/A
1. Are all employees and supervisors fully
trained to competently handle their roles
and responsibilities in the Internal
Responsibility System? (Consider
knowledge and skills required for Accident
Investigations, WHMIS, Fire Code,
Designated Substances, PPE,
Occupational Health & Safety Act/Reg’ns
compliances, etc.)
2. Are safety hazards consistently reported to
appropriate personnel?
3. Are workplace accidents, near-misses,
injuries, and illnesses reported and
investigated to identify all root causes and
prevent recurrence?
4. Are measures in place to prevent intruders
from entering the grounds or buildings?
5. Is bright, effective lighting installed indoors
and outdoors?
6. Are measures in place (access badges,
traffic control, etc.) to keep unauthorized
persons from entering the facility through
normal entrances?
7. Is there a system in place to address any
risks of workplace violence? (Bill 168
awaiting second reading)
8. Is there a reliable response system in place
in the event an alarm or emergency
9. Are employees encouraged to promptly
report incidents, and suggest ways to
reduce or eliminate risks?
10. Are structures readily accessible to
disabled employees?
11. Are untrained individuals prohibited from
performing hazardous work?
12. Is there a competent person assigned to
prepare/review Health & Safety reports?

H. Legislation
Yes No N/A
1. Are all employees trained on Human
Rights/Workplace Harassment
prevention issues?
2. Are all supervisors and managers
trained on adhering to Human Rights
issues and handling any non-
3. Are all employment practices in
compliance with the Human Rights
4. Are there Harassment/violence
prevention policies that are understood
by everyone?
5. Do the above policies prohibit
retaliation against employees who
exercise their rights and address
consequences of making false claims?
6. Are all relevant policies in compliance
with Employment Standards
7. Are required items posted (i.e.
Occupational Health & Safety
Act/Regulations, Employment
Standards poster, etc.)
I. Training & Development
Yes No N/A
1. Are there standards established that
specify who needs what training and
2. Are there guidelines on how training is
approved and how it is shared with
others to preserve intellectual property?
3. Are there questions about the
effectiveness/suitability of training
provided included in the annual
Employee Opinion Survey?

J. Workers’ Compensation
Yes No N/A
1. Are injuries/incidents investigated?
2. Is follow-up remediation performed
where appropriate?
3. Is regular contact made with employees
out on lost time?
4. Are return-to-work programs checked
for effectiveness?
5. Is contact made with medical
6. Are insurance premiums and
competitive quotes reviewed on a
periodic basis?
7. Is the workplace environment
maintained with safety in mind?
8. Are (new and existing) legal
requirements monitored?
K. Employee Separation
Yes No N/A
1. Are exit interviews consistently
conducted and confidentiality
2. Are exit interview data summarized in a
meaningful manner for senior
leadership review?
3. Are final pay cheques/Records of
Employment provided accurately and
on time?  

Human Resources

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Leo Lingham


human resource management, human resource planning, strategic planning in resource, management development, training, business coaching, management training, coaching, counseling, recruitment, selection, performance management.


18 years of managerial working exercise which covers business planning , strategic planning, marketing, sales management,
management service, organization development


24 years of management consulting which includes business planning, corporate planning, strategic planning, business development, product management, human resource management/ development,training,
business coaching, etc

Principal---BESTBUSICON Pty Ltd



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