human resource assignment questions

Faculty Resources

Assignments.

The Human Resources Management course includes a series of openly licensed written assignments and discussions aligned to specific learning outcomes and chapters. If you import this course into your learning management system (Blackboard, Canvas, etc.), all of the assignments and discussions (listed in the table, below,) will automatically be loaded into your LMS assignment and discussion-board tools. They can be used as is, modified, combined with your own assignments, or removed altogether.

The assignments in this course align with the following scenario:

You are a college senior who has been selected to participate in a hybrid internship/onboarding program with an elite HR research and advisory firm. Your training consists of a combination of formal education—specifically, enrollment in this Human Resource Management course—and a rotation in support of the principals of the firm. In your rotations, you will synthesize what you’ve learned in the relevant modules to address firm or client issues, conducting additional research as necessary and developing draft deliverables as instructed by the principal consultant. The quality of your deliverables – that is, your ability to convert learning into practical insight – will largely determine whether, at the end of the internship period, you are offered a position with the firm or simply thanked for your participation.

You can view them below or throughout the course.

Rubric for Assignments

There is also a sample rubric to assist you in grading. Instructors may modify these guidelines or use their own.

Discussions

The following discussion assignments will also be preloaded (into the discussion-board tool) in your learning management system if you import the course. They can be used as is, modified, or removed. You can view them below or throughout the course.

Rubric for Discussion Posts

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Browse Course Material

Course info, instructors.

Prof. Diane Burton
Prof. Paul Osterman

Departments

Sloan School of Management

As Taught In

Industrial Relations and Human Resource Management

Learning Resource Types

Strategic hr management, assignments, course schedule.

Session 1: The Strategic Importance of HR Case: Southwest Airlines: Using Human Resources for Competitive Advantage (A), Stanford Case #HR-1.

Reading: Pfeffer, Jeffrey. The Human Equation: Building Profits by Putting People First . Boston, MA: Harvard Business School Press, 1998, chapters 1 and 2.

Assignment Questions

What is Southwest’s competitive strategy? What are the sources of its success? How does it make money?
What are the foundations of Southwest’s competitive advantage?
How are these sources of competitive advantage produced and sustained by what the organization does and how it does it?
To what extent are Southwest’s sources of advantage difficult to imitate and likely to persist over time?
To what extent is Southwest’s success based on Herb Kelleher?
How serious is the competitive threat? To what extent can United and/or Continental duplicate Southwest’s business model? Why or why not?

Session 2: Strategic Execution and Economic Value: Internal and External Alignment Case: Portman Hotel, HBS 9-489-104.

What is Portman’s strategy for competing successfully in its chosen market?
What behaviors, skills, and attitudes will it need from its people, particularly the personal valets, to execute its strategy?
How do Portman’s human resource management practices (recruitment, selection, compensation, training, career development, performance appraisal, staffing and organizational design, management and supervision) help or hinder the development of the skills and behaviors listed in Question 2.
Is Portman having problems? What are the symptoms? What are the causes of the problems Portman is experiencing?
What should Portman do?
How much should Portman be willing to invest to address its difficulties? Or alternatively, what is the successful implementation of Portman’s strategy worth? Some operating figures are given in the case. FYI: the capital costs of the hotel work out to $310,000 per room.

Session 3: Work Systems Cases: New United Motors Manufacturing, Inc (NUMMI), Stanford Case #HR-11.

Optional Reading: Rubinstein, Saul R., and Thomas A. Kochan. Learning from Saturn: Possibilities for Corporate Governance and Employee Relations . Ithaca, NY: Cornell University/ILR Press, 2001.

What is motivating the workers at NUMMI?
What are the design elements of the Toyota team-based manufacturing system?
Why has General Motors had so much trouble learning from NUMMI and Saturn?
Jamie Hresko is now running one of GM’s largest assembly plants. What advice would you give him for how he might introduce some of the NUMMI methods to this facility?

Session 4: The Role of the HR Function

Reading: Ulrich, Dave. Human Resource Champions: The Next Agenda for Adding Value and Delivering Results . Boston, MA: Harvard Business School Press, 1998, pp. 23-31 and 231-254.

Session 5: Self-Managed Teams Case: Slade Plating Department, HBS #9-496-018

Reading: Wageman, Ruth. “Critical Success Factors for Creating Superb Self-Managing Teams.” Organizational Dynamics . Summer 1997, pp. 49-61.

How would you describe the culture of the Sarto group? Be specific. How has it evolved? What impact has it had on the effectiveness of the group?
What are the determinants of social status and influence within the plating department? The Sarto group? The Clark group?
What do you learn by analyzing the data provided in the exhibits? How does this influence your interpretations of what is going on?
Why did management previously ignored the illegal “punch-out” system?
What actions would you take if you were Porter? What are the risks associated with these actions?

Important supplemental information: The 1996 starting salary in the Plating Department was $8.00; Tony Sarto’s hourly wage was $12.00. The average wage for semi-skilled workers in the U.S. was $12.00. Firms similar to Slade in the Michigan area, such as suppliers to the auto industry, paid an average hourly wage of $14.70. United Auto Workers working at the ‘Big Three (General Motors, Chrysler and Ford), had starting salaries around $13.00 an hour and earned on average $19.00 an hour. The minimum wage in 1996 was $4.25, raised to $4.75 on October 1, 1996.

Session 6: Participation and Involvement Film: Breakdown at Eastern Airlines

Reading: Pfeffer, Jeffrey. “Can You Manage With Unions.” Chap. 8 in The Human Equation: Building Profits by Putting People First . 2000, pp. 225-251.

Session 7: Training and Development Case: ServiceMaster Industries, Inc., HBS #9-388-064.

What role have ServiceMaster’s values and goals played in the firm’s success?
Why haven’t other companies successfully copied the ServiceMaster approach?
How important are training and development in the ServiceMaster system? How does ServiceMaster socialize its employees? How does training and development affect the organization’s continued growth?
Why has ServiceMaster been willing to spend the resources it has on training and development for a set of jobs that many might see as comparatively low-skilled and for positions that typically experience high turnover?
There have been proposals (particularly by former U.S. Secretary of Labor, Robert Reich) that the U.S. follow the lead of some other countries (e.g., France, Singapore) and mandate a certain level of training–for instance, as a percentage of the firm’s payroll. What do you think of this policy? Why and when might organizations spend less than a socially optimal amount on training? What else might be done if one believes that too little training and skill development are occurring in the economy?

Session 8: Culture Case: Morgan Stanley: Becoming a One-Firm Firm, HBS #9-400-043.

Reading: Kaplan, R. S., and D. P. Norton. “Linking the Balanced Scorecard to Strategy.” California Management Review 39, no.1 (Fall 1996).

What do you think of Mack’s strategy for increased integration? Is this compelling to you? Why or why not?
Given his strategy, what do you think of his emphasis on revamping the performance management system? What are the pros and cons of implementing a new system of the type being discussed?
If Mack is to be successful at changing the strategy and culture at Morgan Stanley, what other actions would you recommend he take? What other HR levers should he be thinking about using?
Given your answer to question #3, what recommendations do you have for how he should proceed? How should he implement these changes?

Session 9: Performance Appraisal Case: The Firmwide 360 Performance Evaluation Process at Morgan Stanley, HBS #9-498053 and Rob Parson at Morgan Stanley (A), HBS #9-498-054.

What is your assessment of Parson’s performance? Should he be promoted?
Using the data in the case, please complete the Evaluation and Development Summary presented in Exhibit 3 of the Rob Parson (A) case.
If you were Paul Nasr, how would you plan to conduct the performance appraisal conversation? What would your goals be? What issues would you raise and why, and how would you raise them?
If you were Rob Parson, how would you conduct yourself in the performance evaluation meeting? What are your goals? Be prepared to role-play the appraisal conversation in class as either Nasr or Parson.

Cases to be distributed in class: Rob Parson at Morgan Stanley (B), HBS #9-498-055, (C), HBS #9-498-056, and (D), HBS #9-498-058.

Session 10: Diversity Case: The Case of the Part-time Partner.

Reading: Thomas, David A., and Robin J. Ely. “Making Differences Matter: A New Paradigm for Managing Diversity.” Harvard Business Review (September-October 1996): 80-90.

Would you vote to make Julie a partner? Why or why not?
What are the pros and cons from the firm’s viewpoint and from the society’s viewpoint of this decision?
What is your assessment of how the firm handled the situation?
How might they have proceeded differently?

Session 11: Information Sharing Case: Jack Stack (A) and (B), HBS #9-993-009 and #9-993-010.

Reading: Case, John. “Opening the Books.” Harvard Business Review (March-April 1997): 118-127. (Reprint 97201)

What does it take to succeed in the engine remanufacturing business? What are the critical skills and organizational competencies?
What is it like to work in such a plant?
What are the major risks of a leveraged buy-out such as this?
What do you think of Stack’s ideas about management?
What are the key elements of the program Stack put in place?
Can this approach be used elsewhere? Under which circumstances would it be more (less) appropriate? How could it be implemented?

Session 12: Benefits Case: The SAS Institute: A Different Approach to Incentives and People Management Practices in the Software Industry, Stanford Case #HR-6.

Reading: Pfeffer, Jeffrey. “Six Dangerous Myths About Pay.” Harvard Business Review (May-June 1998): 109-119.

What are the complementary elements of the SAS HR system that make the compensation system effective?
Why has SAS been able to get away with a compensation system that seems to violate industry conventions?
Could the SAS approach work in other high technology organizations?
What would happen if VDS tried to emulate the SAS approach? Why?

Session 13: Compensation Systems Case: Visionary Design Systems, HBS #9-495-011.

What is the basic philosophy and values of VDS?
How would you characterize the VDS compensation (base, bonus, and stock) system? On what principles is it based?
Why has VDS had problems with its Product Data Management effort? To what extent do you see incentive issues as important? What other issues are important?
What should VDS do about the Product Data Management (PDM) problems?
Would you make any changes to VDS’ compensation systems? What? Why?

Session 14: Pay for Performance Case: Performance Pay at Safelite Autoglass (A) HBS #9-800-291.

What are the pros and cons of switching from wage rates to piece rate pay?
Is Safelite a good candidate for switching from wage rates to piece rates?
Should there be a guaranteed wage? If so, how should it be set?
What are the likely consequences of a switch from wage to piece rates for turnover, recruitment, productivity, and product quality?

Session 15: Non-Profit Management Case: The John Snow Institute.

How successful is JSI?
How effective is their current human resource management system?
What should Joel Lamstein do?

Session 16: Managing Service Workers Case: Harrah’s Entertainment, Inc.: Rewarding Our People HBS #9-403-008.

What were the challenges facing Gary Loveman when he took charge?
What were the key changes he undertook?
What were the consequences for employees?

Session 17: Alignment and Motivation Case: Nordstrom Department Store. Center for Human Resources, Wharton School of the University of Pennsylvania.

Reading: Simons, Robert. “Control in an Age of Empowerment.” Harvard Business Review . Reprint #95211.

How effective is Nordstom’s human resource management system? In what ways does it contribute to the firm’s success?
Do you have any concerns about the practices described in the case?
Would you change management systems at Nordstrom? Why? Which systems?

Session 18: Review & Wrap-up

Assignment Question

Reflecting on the companies we have studied in this course, as well as your own work experience, what lessons do you draw about the respective roles that general managers and the HR function in organizations should play in the management of human resources?

Summary of Class Sessions and Assignment Due Dates ( PDF )

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11.1 An Introduction to Human Resource Management

What has been the evolution of human resource management (HRM) over the years, and what is the current value it provides to an organization?

Human resource management over the years has served many purposes within an organization. From its earliest inception as a primarily compliance-type function, it has further expanded and evolved into its current state as a key driver of human capital development. In the book HR From the Outside In (Ulrich, Younger, Brockbank, Younger, 2012), the authors describe the evolution of HR work in “waves”. 1 Wave 1 focused on the administrative work of HR personnel, such as the terms and conditions of work, delivery of HR services, and regulatory compliance. This administrative side still exists in HR today, but it is often accomplished differently via technology and outsourcing solutions. The quality of HR services and HR’s credibility came from the ability to run administrative processes and solve administrative issues effectively. Wave 2 focused on the design of innovative HR practice areas such as compensation, learning, communication, and sourcing. The HR professionals in these practice areas began to interact and share with each other to build a consistent approach to human resource management. The HR credibility in Wave 2 came from the delivery of best-practice HR solutions.

Wave 3 HR, over the last 15–20 years or so, has focused on the integration of HR strategy with the overall business strategy. Human resources appropriately began to look at the business strategy to determine what HR priorities to work on and how to best use resources. HR began to be a true partner to the business, and the credibility of HR was dependent upon HR having a seat at the table when the business was having strategic discussions. In Wave 4, HR continues to be a partner to the business, but has also become a competitive practice for responding to external business conditions. HR looks outside their organizations to customers, investors, and communities to define success—in the form of customer share, investor confidence, and community reputation. HR’s credibility is thus defined in terms of its ability to support and drive these external metrics. Although each “wave” of HR’s evolution is important and must be managed effectively, it is the “outside in” perspective that allows the human resource management function to shine via the external reputation and successes of the organization.

Catching the Entrepreneurial Spirit

Human resources outsourcing—entrepreneurial ventures.

Human resources is a key function within any company, but not all companies are able to afford or justify full-time HR staff. Over the last decade, HR outsourcing has become a good business decision for many small companies whose current staff doesn’t have the bandwidth or expertise to take on the risks of employee relations issues, benefits and payroll, or HR compliance responsibilities. This has led many HR practitioners to try out their entrepreneurial skills in the areas of HR outsourcing and “fractional HR.”

Human resources outsourcing is very commonly used by smaller companies (and often large companies too) to cover such tasks as benefits and payroll management. This is an area that has been outsourced to third parties for many years. More recent is the trend to have “fractional HR” resources to help with the daily/weekly/monthly HR compliance, employee relations, and talent management issues that companies need to address. Fractional HR is a growing industry, and it has become the service offering of many entrepreneurial HR ventures. Fractional HR is essentially as it sounds—it is the offering of HR services to a company on a part-time or intermittent basis when the company may not be able to justify the cost of a full-time HR resource. An HR professional can be available onsite for a specified number of hours or days weekly or monthly, depending on the company’s needs and budget. The HR professional handles everything from HR compliance issues and training to employee issues support. Also, for companies that are keen on development of employees, the HR resource can drive the talent management processes—such as performance management, succession planning, training, and development—for companies who require more than just basic HR compliance services.

How does a business leader decide whether HR outsourcing is needed? There are generally two factors that drive a leader to consider fractional HR or HR outsourcing—time and risk. If a leader is spending too much time on HR issues and employee relations, he may decide that it is a smart tradeoff to outsource these tasks to a professional. In addition, the risk inherent in some HR issues can be very great, so the threat of having a lawsuit or feeling that the company is exposed can lead the company to seek help from a fractional HR professional.

HR entrepreneurs have taken full advantage of this important trend, which many say will likely continue as small companies grow and large companies decide to off-load HR work to third parties. Some HR companies offer fractional HR as part of their stated HR services, in addition to payroll and benefits support, compensation, and other HR programmatic support. Having a fractional HR resource in place will often illuminate the need for other HR services and program builds, which are generally supported by those same companies. Whether you are an individual HR practitioner or have a small company of HR practitioners and consultants, fractional HR and HR outsourcing can be a very viable and financially rewarding business model. It can also be very personally rewarding, as the HR professional enables smaller companies to grow and thrive, knowing that its HR compliance and processes are covered.

What do you believe is contributing to the growth of the fractional HR and HR outsourcing trend? Do you expect this trend to continue?
At what point should a company consider bringing on a full-time HR resource instead of using a fractional HR resource? What questions should the company ask itself?

Human resource management provides value to an organization, to a large extent, via its management of the overall employee life cycle that employees follow—from hiring and onboarding, to performance management and talent development, all the way through to transitions such as job change and promotion, to retirement and exit. Human capital is a key competitive advantage to companies, and those who utilize their human resource partners effectively to drive their human capital strategy will reap the benefits.

Human resource management includes the leadership and facilitation of the following key life cycle process areas:

Human resources compliance
Employee selection, hiring, and onboarding
Performance management
Compensation rewards and benefits
Talent development and succession planning

Human resources is responsible for driving the strategy and policies in these areas to be in accordance with and in support of the overall business strategy. Each of these areas provides a key benefit to the organization and impacts the organization’s value proposition to its employees.

Concept Check

How has the function of human resource management evolved over the years?
In what way do you usually interact with human resources?

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Common Human Resource Management Interview Questions

1. how do you align hr strategies with overall business objectives.

Aligning HR strategies with broader business goals is crucial for organizational cohesion and progress. This ensures that every HR activity supports the company’s growth, culture, and competitive advantage. An adept HR professional understands that their role is not isolated to managing personnel but is fundamentally about fostering an environment where the workforce is engaged, skilled, and motivated to propel the business forward.

When responding to this question, it’s crucial to demonstrate a clear understanding of the company’s core objectives and articulate how HR initiatives can be designed to meet these goals. You could discuss methods such as using data analytics to inform workforce planning, developing training programs that equip employees with necessary skills for future company projects, or implementing performance management systems that align employee objectives with the company’s strategic plans. Highlight specific examples from your experience where you have successfully integrated HR strategies with business objectives, and describe the positive impact it had on the organization.

Example: “ Aligning HR strategies with overall business objectives starts with a deep understanding of the company’s strategic plan and the identification of key performance indicators. By integrating HR metrics with business performance data, I ensure that workforce planning is data-driven and closely tied to the company’s growth trajectory. For instance, in anticipation of a product launch, I have previously developed targeted training programs to upskill employees, ensuring the workforce is prepared to meet the demands of the new initiative. This not only supported the product launch but also fostered a culture of continuous learning and adaptability within the organization.

In addition, I have implemented performance management systems that directly link individual employee goals with the broader strategic objectives of the company. By doing so, employees understand how their work contributes to the company’s success, which boosts engagement and productivity. I have seen this approach result in a more motivated workforce and a significant increase in overall performance. Moreover, such systems allow for the tracking of progress and provide data for informed decision-making, ensuring that HR initiatives are flexible and can be adjusted in alignment with shifting business goals.”

2. Describe a time when you had to navigate a complex employee relations issue.

When dealing with complex employee relations issues, HR professionals must exhibit not only a deep understanding of company policy and employment law but also emotional intelligence and conflict resolution skills. They must balance the interests of the company with the rights and needs of employees, ensuring the candidate can safeguard the company’s integrity while fostering a positive work environment.

To respond effectively, candidates should outline a specific scenario, focusing on the actions they took to understand the issue from all perspectives. They should detail how they investigated the matter, the steps taken to ensure a fair process, the manner in which they communicated with all parties involved, and the outcome achieved. It’s essential to highlight the thought process behind each decision, emphasizing adherence to legal and ethical standards, and to reflect on any lessons learned from the experience.

Example: “ In navigating a complex employee relations issue, I once dealt with a situation where there were allegations of workplace harassment. Understanding the gravity of the situation, I immediately initiated a confidential and thorough investigation to gather all relevant facts. This involved interviewing the involved parties and any potential witnesses, while ensuring that the process was impartial and protected the privacy of those involved.

Throughout the process, I maintained open lines of communication, providing updates to all parties about the progress of the investigation without compromising confidentiality. My approach was to ensure fairness by adhering strictly to our company’s policies and the legal framework governing workplace conduct. After concluding the investigation, I facilitated a resolution that involved appropriate actions aligned with our company’s disciplinary procedures, which ranged from formal warnings to targeted training sessions to address the underlying issues.

The outcome was not only a resolution to the specific incident but also an enhancement of our workplace culture and a reinforcement of our zero-tolerance policy towards harassment. This experience underscored the importance of a structured, sensitive approach to employee relations issues, and the need for ongoing education on workplace behavior standards.”

3. What metrics do you prioritize in evaluating HR initiatives’ success?

Understanding the impact of HR initiatives on the organization is made possible through metrics. They provide a quantifiable measure of success, ensuring that HR strategies align with business goals and contribute to the overall performance of the company. By asking about metrics, the focus is on the candidate’s ability to translate people-focused activities into business outcomes and prioritize effectively.

When responding, be clear about which key performance indicators (KPIs) you believe are most important in HR. These might include employee turnover rates, time to hire, employee engagement scores, training effectiveness, and the return on investment (ROI) of HR programs. Articulate why you prioritize these metrics and how they help you make informed decisions. Share examples of how you’ve used these metrics in past roles to improve HR initiatives and contribute to the organization’s success.

Example: “ In evaluating HR initiatives’ success, I prioritize a balanced scorecard of metrics that reflect both the efficiency and effectiveness of our strategies. Employee turnover rates are critical as they often indicate the health of our organizational culture and employee satisfaction. A high turnover rate can signal underlying issues such as poor management practices or lack of career development opportunities, which require immediate attention.

Time to hire is another essential metric, as it reflects the efficiency of our recruitment processes. A shorter time to hire, without compromising quality, suggests that our talent acquisition strategies are streamlined and effective. However, it’s important to balance this with quality of hire, assessing the long-term performance and retention of new employees to ensure we are attracting the right talent.

Employee engagement scores provide a direct insight into how connected employees feel to their work and the organization, which is a strong predictor of productivity and retention. Training effectiveness is measured not just by completion rates but also by how well employees can apply what they’ve learned to improve their performance. Lastly, the ROI of HR programs is paramount, as it quantifies the financial impact of our initiatives, ensuring that we are not only fostering a positive work environment but also contributing to the organization’s bottom line. By monitoring these KPIs and analyzing trends over time, I have been able to identify areas for improvement, justify investments in HR programs, and demonstrate the strategic value of HR to the organization.”

4. Share an innovative approach you’ve implemented for talent acquisition.

Strategically sourcing and attracting individuals who will drive the organization forward is a key aspect of talent acquisition. It’s about showcasing creativity and resourcefulness in identifying and recruiting top talent, as well as revealing the candidate’s willingness to innovate and adapt in an ever-evolving job market.

When responding, you should highlight a specific example that demonstrates your forward-thinking and problem-solving skills in recruitment. Discuss the steps you took to identify the need for a new approach, how you developed or discovered the innovative method, and the results it yielded. Quantify the success with metrics if possible (e.g., reduced time-to-hire, increased quality of hire, improved candidate experience) to provide concrete evidence of the effectiveness of your innovation.

Example: “ In recognizing the need to attract top-tier talent in a competitive market, I spearheaded the adoption of a data-driven recruitment strategy that leveraged predictive analytics to improve the quality of hire. By analyzing historical hiring data, performance metrics, and industry trends, I developed a model that could predict candidate success within specific roles. This approach allowed us to focus our efforts on applicants who not only had the right skill set but also exhibited traits that aligned with high performers in our organization.

The implementation of this innovative method resulted in a 30% reduction in time-to-hire and a 25% increase in retention rates for new hires within their first year. Additionally, by targeting candidates who were statistically more likely to succeed, we enhanced the overall productivity of new teams formed, as evidenced by a 15% uptick in team performance metrics post-hire. This data-centric approach not only optimized our talent acquisition process but also significantly contributed to our strategic human resource planning by ensuring we had the right people in the right roles to drive business success.”

5. In your view, what’s the most critical aspect of workplace diversity and inclusion?

Creating a harmonious and productive environment where a variety of experiences, perspectives, and skills are valued and leveraged is the essence of workplace diversity and inclusion efforts. It’s about ensuring all voices are heard, respected, and considered in shaping company policies and practices, leading to innovation and a broader understanding among employees.

When responding to this question, it’s important to articulate that your approach to diversity and inclusion is not just about meeting quotas or checking boxes. Instead, emphasize your commitment to creating meaningful programs and initiatives that promote a sense of belonging for every employee. Share examples from past experiences where you have successfully implemented or contributed to diversity and inclusion strategies that had a tangible impact on the organization’s culture and performance. Demonstrate your understanding of the complexities of managing diverse workforces and your proactive approach to addressing the challenges that may arise.

Example: “ The most critical aspect of workplace diversity and inclusion is fostering an environment where all employees feel valued and empowered to contribute their unique perspectives and talents. This goes beyond mere representation; it’s about cultivating a culture of belonging where differences are not just accepted but celebrated as a source of strength and innovation. In practice, this means implementing targeted development programs, inclusive leadership training, and transparent communication channels that allow for diverse voices to be heard and acted upon.

From my experience, the key to success lies in integrating diversity and inclusion into the core business strategy, ensuring it’s not an isolated HR initiative but a fundamental aspect of the company’s identity. This approach has led to the creation of more cohesive teams, increased employee engagement, and improved problem-solving capabilities. By embedding diversity and inclusion into every facet of the organization, from recruitment and onboarding to performance management and career progression, companies can unlock the full potential of their workforce and drive sustainable growth.”

6. Outline how you stay current with labor laws and regulations.

Navigating the ever-shifting landscape of labor laws and regulations is a critical task for HR professionals to ensure the company’s compliance and protect both the organization and its employees. Mastery of this dynamic environment reflects an HR professional’s dedication to due diligence, risk mitigation, and the fostering of an ethical workplace culture.

When responding to this question, it’s important to outline specific strategies such as subscribing to HR law bulletins, attending professional workshops and seminars, participating in industry networks, and consulting with legal experts. Highlighting the integration of updates into company policies and training programs can also demonstrate proactive measures taken to disseminate this knowledge throughout the organization. It’s beneficial to share examples that illustrate how staying informed has positively impacted your past HR roles, such as revising company policies ahead of legislative changes or successfully navigating audits.

Example: “ To ensure compliance and the most effective HR management practices, I actively subscribe to several HR law bulletins and regularly attend professional workshops and seminars. This allows me to stay abreast of both federal and state-level changes in labor laws and regulations. Additionally, I am an active member of professional HR networks and online forums where peers and experts discuss the latest legal trends and court rulings that could potentially impact our practices.

Incorporating this knowledge into the organization, I routinely review and update company policies to align with the latest legal standards. For example, when the Department of Labor issued new guidelines on overtime pay, I promptly revised our compensation policies and conducted training sessions for managers to ensure our practices were compliant and transparent. This proactive approach not only minimizes legal risks but also fosters a culture of trust and adherence to ethical standards within the workplace.”

7. Detail a successful change management strategy you’ve executed.

Managing transitions smoothly and maintaining workforce stability are key components of effective change management in human resource management. This question allows employers to evaluate a candidate’s strategic thinking, adaptability, and leadership skills in the face of change, as well as their ability to communicate effectively and handle resistance.

When responding to this question, candidates should outline a clear scenario where they identified the need for change, formulated a strategy, and executed it successfully. They should discuss the steps taken to prepare the organization for change, including how they communicated the change to employees, managed feedback, and handled any resistance. It’s crucial to highlight the methods used to measure the success of the change initiative, such as employee satisfaction surveys, productivity metrics, or other key performance indicators. By providing a concrete example, candidates can demonstrate their proficiency in navigating the complexities of change within an organization.

Example: “ In implementing a successful change management strategy, the first step was to conduct a thorough organizational analysis to understand the areas that required change and the potential impact on stakeholders. Once the need for a new performance management system was identified, I developed a comprehensive strategy that included a clear timeline, resource allocation, and risk assessment.

To prepare the organization for this transition, I initiated a communication plan that involved transparent discussions with all levels of staff, explaining the reasons for the change, the benefits, and how it would be rolled out. This included workshops, training sessions, and open forums to address concerns and gather feedback, ensuring that the staff felt heard and included in the process. To manage resistance, I established a network of change champions across departments who could advocate for the benefits and assist their peers through the transition.

The strategy’s success was measured through a combination of employee satisfaction surveys, which showed an increase in engagement and understanding of the new system, and a review of performance metrics that indicated a more effective and streamlined process. Regular follow-ups and adjustments were made based on ongoing feedback, demonstrating adaptability and a commitment to continuous improvement within the change management process.”

8. How would you handle confidentiality breaches within the HR department?

HR professionals are the custodians of employee data and sensitive company information, and they play a crucial role in ensuring compliance and ethical conduct. Addressing confidentiality breaches swiftly and effectively is a testament to an HR professional’s commitment to upholding the sanctity of confidential information and their proficiency in crisis management.

When responding to this question, it’s essential to articulate a methodical approach. Begin by outlining the immediate steps to contain the breach, such as securing any leaked information and determining the extent of the exposure. Then, discuss the importance of conducting a thorough investigation to identify the root cause and any involved parties. Emphasize the necessity of transparent communication with the affected stakeholders, while still respecting privacy obligations. Finally, explain how you would review and strengthen existing protocols to prevent future incidents, including education and training for the HR team on the importance of confidentiality.

Example: “ In the event of a confidentiality breach within the HR department, my first step would be to contain the situation by securing any compromised information to prevent further unauthorized access. I would then work to assess the scope and impact of the breach to understand which individuals or data were affected. This would involve a prompt but careful investigation to pinpoint the source of the breach and identify any personnel involved.

Following the initial response, I would ensure transparent communication with all impacted parties, providing them with the facts of the incident and the measures being taken to address it, while maintaining the confidentiality of the investigation. It’s crucial to balance transparency with discretion to maintain trust and meet legal obligations. After addressing the immediate concerns, I would lead a comprehensive review of the HR department’s policies and practices to identify any gaps in our current procedures. This would likely include updating our protocols, enhancing security measures, and implementing regular training sessions for the HR staff to reinforce the importance of confidentiality and ensure everyone understands the potential consequences of breaches. The goal is to not only rectify the current breach but also to strengthen our defenses against future incidents.”

9. Illustrate your process for developing a company-wide training program.

Creating a company-wide training program requires an understanding of diverse learning styles, organizational needs, strategic alignment, and scalability. Employers are interested in your ability to design a training program that’s not only educational but also engaging and relevant to a wide array of employees.

When responding, outline a structured approach that begins with needs assessment, involving stakeholder interviews and skill gap analyses. Discuss how you would collaborate with department heads to tailor training that aligns with business goals. Highlight your method for selecting appropriate training modalities—whether in-person, online, or hybrid—and explain how you would incorporate adult learning principles to enhance engagement. Demonstrate your familiarity with measuring training effectiveness through feedback mechanisms and key performance indicators that ensure the training’s impact is both observed and quantifiable.

Example: “ In developing a company-wide training program, I initiate with a comprehensive needs assessment to identify skill gaps and align training objectives with strategic business goals. This involves engaging with stakeholders across various levels of the organization to gather insights and pinpoint specific developmental needs. By integrating feedback from these discussions, I ensure that the program addresses real-world challenges and enhances workforce capabilities in a meaningful way.

Selecting the right training modalities is critical, and I base this choice on the content, audience, and desired outcomes. A blended approach often maximizes learning retention and accommodates diverse learning preferences. I incorporate adult learning principles by creating interactive, problem-based learning scenarios that resonate with adult learners’ experiences. To gauge the effectiveness of the training, I establish key performance indicators linked to business outcomes and implement feedback mechanisms to capture participants’ immediate and long-term responses to the training. This data-driven approach allows for continuous improvement of the program and demonstrates a tangible return on investment.”

10. When have you had to make a tough decision regarding policy enforcement?

Enforcing company policy while being empathetic towards individual circumstances is a challenge HR professionals often face. It’s about assessing whether the candidate can stand firm on policy for the good of the organization while also considering the human element of HR work, ensuring fairness and adherence to company values.

Responding to this question, one should articulate a specific instance that showcases their ability to make difficult decisions with a clear rationale. It’s important to detail the thought process, the weighing of potential outcomes, and how communication was handled with the affected parties. Emphasize the steps taken to ensure the decision was aligned with both policy and ethical considerations, and reflect on the impact of the decision on the team and the company. Demonstrate an understanding of the delicate balance HR must maintain and show that you can make tough calls when necessary, without losing sight of the people involved.

Example: “ In one instance, I faced a challenging decision regarding the enforcement of a non-fraternization policy. Two high-performing employees, who were in a direct reporting relationship, had developed a personal relationship that was in violation of this policy. The policy was clear, but I had to consider the implications of strictly enforcing it, which could have resulted in the resignation or reassignment of valuable employees, and the potential impact on team morale and productivity.

After a thorough review of the policy, consultation with legal advisors, and careful consideration of the potential outcomes, I decided to enforce the policy. I communicated with the individuals involved with empathy, explaining the reasons behind the policy and its importance to the company’s culture and fairness in the workplace. I offered support in finding a solution that would allow them to continue their employment without being in violation of the policy. This decision reinforced the importance of policy adherence, while also demonstrating a commitment to treating employees with respect and dignity. The outcome was a respectful resolution that maintained the integrity of the HR function and upheld the company’s values.”

11. What steps do you take to ensure fair performance appraisals?

Fairness in performance appraisals is paramount, as they directly impact morale, career progression, and overall job satisfaction. An interviewer is keen on understanding if a candidate is both methodical and empathetic in their approach to evaluations, ensuring that all employees are judged against the same standards.

When responding, it’s important to articulate a structured approach, which could include setting clear, measurable goals for all employees, implementing a standardized rating system, and providing regular feedback throughout the appraisal period. It is also beneficial to mention seeking input from multiple sources to mitigate personal biases, offering employees the opportunity to self-assess, and ensuring that the appraisal discussion is a two-way conversation. Demonstrating a commitment to continuous improvement in the appraisal process itself, such as by regularly updating evaluation criteria to reflect current job roles and industry standards, can also reflect well on a candidate’s suitability for the role.

Example: “ To ensure fair performance appraisals, I initiate the process by establishing clear, measurable, and mutually agreed-upon goals with each employee. This sets a transparent benchmark against which performance can be objectively evaluated. I then employ a standardized rating system across the organization to maintain consistency in evaluations, minimizing subjectivity.

Throughout the appraisal period, I provide regular feedback to employees, fostering an environment of continuous development and allowing for adjustments before formal reviews. Additionally, I gather multi-source feedback to balance individual manager perspectives, thus reducing the risk of personal biases influencing appraisals. Employees are also encouraged to engage in self-assessment, which promotes self-awareness and personal accountability for their performance.

During appraisal discussions, I ensure they are interactive, providing a platform for employees to discuss their perspectives and contribute to the development of their professional growth plans. Finally, I am committed to the iterative improvement of the appraisal system by keeping abreast of industry best practices and integrating new approaches that enhance the accuracy and fairness of performance evaluations.”

12. Describe a method you use for succession planning in key roles.

Succession planning is a strategic approach to ensuring that an organization can continue to operate effectively even when key employees leave, retire, or are promoted. It demonstrates foresight and the ability to maintain stability and growth within a company, revealing an HR professional’s understanding of the business’s long-term needs.

When responding to this question, it’s important to articulate a structured method that includes identifying critical roles, evaluating and mapping current talent against future needs, and creating development plans. Discuss specific tools or systems you utilize, such as a 9-box grid for assessing performance and potential, as well as strategies for mentoring and training employees. Highlight your commitment to diversity and inclusion in the succession process and how you communicate the plan to stakeholders to ensure transparency and alignment with the organization’s goals.

Example: “ In succession planning for key roles, I employ a comprehensive approach that begins with a thorough analysis of the organization’s strategic objectives to determine which positions are critical for future success. Utilizing a 9-box grid, I assess current employees’ performance and potential, which allows for a clear visualization of talent distribution and identification of high-potential individuals suited for advancement.

Once potential successors are identified, I develop tailored development plans that include targeted training, cross-functional projects, and mentorship opportunities to bridge any skill gaps. This is complemented by regular progress reviews and adjustments to the plans as needed. Throughout the process, I prioritize diversity and inclusion to ensure a wide range of perspectives and experiences are considered, enhancing the resilience and adaptability of leadership pipelines.

Communication is key, so I maintain transparency with stakeholders through periodic updates, aligning the succession plan with the company’s long-term goals and ensuring readiness for leadership transitions. This strategic alignment not only prepares individuals for future roles but also secures organizational continuity and performance.”

13. How do you approach crafting compensation packages that are competitive yet sustainable?

Crafting compensation packages that attract top talent while maintaining the company’s financial health is a delicate balance. A well-constructed compensation package not only serves as a tool for recruitment and retention but also reflects the company’s culture and values, which can significantly impact employee satisfaction and performance.

When responding to this question, it’s important to articulate a methodical approach that includes conducting thorough market research, understanding the company’s financial constraints, and aligning compensation with both employee performance and the organization’s objectives. Highlight your ability to tailor compensation packages to different roles and levels within the company, and emphasize the importance of transparency and fairness in the process. Discuss the role of non-monetary benefits and incentives in creating a compelling offer and how you ensure that the packages remain appealing over time, adjusting to changes in the market and within the company.

Example: “ Crafting competitive yet sustainable compensation packages requires a strategic balance between market competitiveness and internal equity. I start by conducting a comprehensive analysis of market salary data, ensuring that our benchmarks are aligned with industry standards and geographical variances. This is complemented by a keen understanding of our company’s financial health and projections, which allows me to design packages that are feasible in the long term.

I then focus on aligning compensation with our organizational goals and the value each role brings. This involves creating a clear structure where pay is tied to performance metrics, ensuring that high performers are rewarded while maintaining a clear path for growth and development. Transparency is key; I ensure that the rationale behind pay decisions is communicated effectively to foster trust and engagement.

In recognizing the importance of total rewards, I integrate non-monetary benefits that resonate with our workforce demographics and values. These may include flexible working arrangements, professional development opportunities, and wellness programs. By regularly reviewing and adjusting our compensation strategy in response to market trends and internal feedback, I ensure that our packages remain attractive and equitable, supporting both talent retention and acquisition.”

14. Give an example of how you’ve dealt with high turnover in a specific department.

Addressing high turnover rates involves diagnosing systemic problems, implementing strategic solutions, and understanding the human element of employee retention. Effective strategies might involve proactive engagement, fostering a positive work culture, or revising compensation packages.

When responding, it’s beneficial to describe a structured approach. Begin with how you identified the reasons for high turnover, perhaps through exit interviews or employee surveys. Then, outline the steps taken to address the issues, such as leadership training, revising job roles, or enhancing employee recognition programs. Quantify the impact of your actions with data, showing reduced turnover rates or improved employee satisfaction scores, to demonstrate your ability to effect positive change.

Example: “ In addressing high turnover within a department, I initiated a comprehensive diagnostic process to pinpoint the underlying causes. By analyzing exit interview data and conducting anonymous employee surveys, it became evident that lack of career advancement opportunities and dissatisfaction with management styles were the primary drivers of attrition. To tackle these issues, I spearheaded a leadership development program aimed at enhancing managerial skills and fostering a more inclusive and supportive culture. Concurrently, I collaborated with department heads to redesign job roles, creating clear pathways for career progression.

The interventions were monitored through key performance indicators, and within a year, we observed a 25% reduction in turnover rates. Employee satisfaction surveys also reflected a 40% improvement in morale and engagement, affirming the effectiveness of the strategies implemented. These outcomes not only stabilized the workforce but also contributed to an uptick in overall departmental productivity and a more positive organizational reputation.”

15. What’s your experience with implementing HR technology systems?

Implementing HR technology systems requires technical know-how and an understanding of how these systems impact the work environment and overall business processes. The right technology can streamline operations, improve data management, and enhance employee experience, and an interviewer seeks to understand your familiarity with such systems.

When responding, highlight specific HR systems you’ve implemented or worked with, such as HRIS, ATS, or payroll management software. Discuss the scope of the projects, your role in the implementation process, any challenges you faced, and the outcomes. Emphasize how these systems improved efficiency, accuracy, compliance, and employee satisfaction. If you’ve been involved in selecting the technology, explain how you evaluated the options and why you chose one system over another. Your answer should reflect a balance between technical expertise and an appreciation for how technology serves the human elements of an organization.

Example: “ My experience with implementing HR technology systems spans several comprehensive projects, where I’ve had the opportunity to lead cross-functional teams through the full lifecycle of HRIS and ATS deployments. In one notable instance, I spearheaded the transition to a cloud-based HRIS that integrated payroll, benefits administration, and performance management modules. This required a meticulous evaluation of vendors, taking into account our organizational needs, scalability, user experience, and compliance requirements. After selecting the most suitable system, I managed the data migration, user training, and system customization to ensure it aligned with our specific HR workflows.

The implementation faced challenges, including resistance to change from employees and the complexity of data migration from legacy systems. I addressed these by conducting comprehensive training sessions and establishing a support system to aid in the transition. Post-implementation, we observed a 30% reduction in administrative time spent on HR processes, a significant increase in data accuracy, and a more streamlined employee experience. These improvements underscored the importance of aligning HR technology with strategic objectives to enhance overall organizational effectiveness.”

16. Tell us about a time you improved employee engagement at an organization.

Maintaining and elevating workplace morale and productivity is a key role for HR professionals. By inquiring about a candidate’s experience in improving employee engagement, the focus is on the candidate’s ability to assess the pulse of an organization’s culture and implement initiatives that resonate with the workforce.

When responding, share a specific example that showcases a clear problem, the actions you took to address it, and the positive outcomes that resulted. Emphasize your strategic thinking, your ability to collaborate with others, and how you measured the success of the engagement initiative. It’s also beneficial to reflect on any feedback you received from employees and how you used it to further refine your approach.

Example: “ In one organization, we faced declining employee engagement scores, particularly around professional growth opportunities. Recognizing this as a critical issue, I spearheaded the development of a comprehensive career development program. This initiative began with a thorough needs assessment, leveraging employee surveys and focus groups to pinpoint specific areas for improvement. Based on the feedback, we designed tailored career pathways, established mentorship pairings, and launched a series of professional development workshops.

To ensure the program’s relevance and effectiveness, we collaborated closely with department leaders to align the initiatives with business goals and individual career aspirations. We tracked participation rates, collected qualitative feedback, and monitored subsequent engagement survey results. Within a year, we observed a significant uptick in engagement scores related to professional growth, and anecdotal feedback revealed a more motivated and committed workforce. This success was a testament to the power of listening to employees and responding with actionable, targeted strategies.”

17. How do you manage conflicts between employees and senior management?

Balancing organizational hierarchy with the well-being of staff is a pivotal aspect of conflict management in HR. Employers question candidates on this topic to assess their ability to act as a mediator, demonstrating diplomacy, understanding of human behavior, and knowledge of company policies.

When responding to this question, it is important to emphasize a structured and fair approach to conflict resolution. You should discuss your experience with active listening to understand the root of the conflict, maintaining impartiality, and using problem-solving techniques. Highlight your ability to facilitate open communication between employees and senior management, ensuring that each party feels heard and respected. Offer examples of how you’ve de-escalated tense situations in the past and worked towards a constructive resolution that serves both individual and company interests. Your response should reflect a blend of empathy, firm adherence to company policies, and a commitment to fostering a positive work environment.

Example: “ In managing conflicts between employees and senior management, I employ an approach grounded in active listening and impartiality. I begin by creating a safe space for both parties to express their concerns, ensuring confidentiality and respect. It’s crucial to identify the underlying issues fueling the conflict, which often requires peeling back the layers of initial complaints to reveal deeper needs or misunderstandings.

Once the core issues are uncovered, I facilitate a dialogue focused on finding common ground and collaborative solutions. My role is to guide the conversation away from blame and towards mutual understanding and actionable steps. In one instance, I mediated a situation where an employee felt their ideas were being dismissed by management. By fostering open communication, we discovered that the issue was not disregard but a lack of clarity in the employee’s proposals. We implemented a new protocol for proposal submissions that included clear guidelines, which improved the relationship and productivity. This example illustrates my commitment to resolving conflicts in a way that not only addresses immediate tensions but also strengthens team dynamics and aligns with organizational goals.”

18. What techniques do you employ to monitor and improve job satisfaction?

Monitoring and improving job satisfaction requires a blend of empathy, strategic thinking, and data analysis. Employers are looking for evidence of a proactive approach to fostering a positive work environment and the ability to identify and address the factors that contribute to employee morale.

When responding to this question, you should outline specific methods such as regular employee surveys, one-on-one meetings, and exit interviews, all of which can provide valuable feedback. Discuss the importance of acting on this information to make meaningful changes, such as career development opportunities, workplace improvements, or work-life balance initiatives. Highlight any experience you have with employee recognition programs or health and wellness initiatives that contribute to a more satisfied workforce. Show that you understand the importance of tracking trends over time and adjusting strategies as needed to ensure ongoing improvement in job satisfaction.

Example: “ To monitor job satisfaction effectively, I employ a multi-faceted approach that begins with regular employee surveys. These surveys are designed to gauge various aspects of employee engagement and satisfaction, including work environment, communication, recognition, and professional growth opportunities. I ensure that these surveys are anonymous to encourage candid feedback and that they are conducted at consistent intervals to track changes and trends over time.

In addition to surveys, I prioritize one-on-one meetings as a more personal method of understanding individual employee experiences and concerns. These meetings provide a platform for employees to discuss issues they may not feel comfortable sharing in a survey format. I also utilize exit interviews to gain insights into the reasons behind employee turnover, which can be a valuable indicator of job satisfaction levels within the organization.

Acting on the data collected is crucial. I analyze the feedback to identify patterns and areas for improvement, and then I develop targeted initiatives to address them. This could involve enhancing career development programs, refining work-life balance policies, or implementing new recognition and reward systems. By continuously iterating on these strategies and measuring their impact, I ensure that efforts to improve job satisfaction are effective and responsive to the evolving needs of the workforce.”

19. How do you assess the need for creating new positions within the organization?

Evaluating the need for new positions within an organization is a strategic function of HR, requiring a deep understanding of the current workforce, business objectives, and growth projections. This question aims to discern if the candidate can strategically align workforce planning with the company’s long-term goals.

When responding, it’s crucial to highlight a methodical approach to workforce analysis. Discuss how you would review quantitative data such as productivity metrics and qualitative feedback from department heads to identify areas where the workforce may be stretched too thin or lacking essential skills. Explain how you would balance the cost of hiring against the potential benefits, such as increased capacity or specialized expertise, and how you would present a business case to leadership for creating new positions. It’s also beneficial to mention how you stay informed about industry benchmarks and evolving roles to ensure the organization remains at the forefront of talent management.

Example: “ To assess the need for creating new positions within an organization, I begin with a strategic workforce planning approach, analyzing both current and future business objectives. I review productivity metrics and turnover rates to identify departments or functions that may be understaffed or overextended. This quantitative data is complemented by qualitative feedback from department heads and team leads, who can provide insights into operational bottlenecks, skill gaps, or emerging needs that may not be immediately apparent through metrics alone.

I then evaluate the potential ROI of adding new roles, considering not only the direct costs of hiring but also the indirect benefits such as improved employee morale, reduced overtime expenses, and the value of specialized expertise that can drive innovation or efficiency. This analysis is framed within a business case that articulates how the new positions align with strategic goals and can contribute to the organization’s competitive advantage. By staying abreast of industry trends and benchmarks, I ensure that any proposed roles are forward-thinking, preparing the organization to meet both present and future challenges effectively.”

20. Can you provide an instance where you used data analytics to solve an HR problem?

The advent of data analytics has significantly evolved HR, allowing for more evidence-based decision-making. When asking about the use of data analytics to solve an HR problem, interviewers are looking for evidence that a candidate can use quantitative insights to inform strategies, indicating a modern approach to HR.

In responding to this question, a candidate should give a clear example that showcases their analytical skills in action. Begin by briefly describing the HR problem that needed to be addressed. Then, detail the data you collected and analyzed, the analytical tools or methods you used, and how you interpreted the data. Conclude by explaining the solution you implemented based on your analysis, and if possible, share the positive outcomes that resulted from this data-driven approach. Quantifiable results, such as reduced turnover rates or improved employee engagement scores, will help solidify the effectiveness of your solution.

Example: “ Absolutely. There was a situation where the company was experiencing a higher than industry average turnover rate. To address this, I initiated a comprehensive data analysis project. I began by collecting data on employee exit interviews, engagement surveys, and performance metrics. Utilizing predictive analytics and correlation techniques, I identified key factors contributing to turnover, including lack of career development opportunities and dissatisfaction with management styles.

Armed with these insights, I collaborated with department heads to develop targeted retention strategies, such as implementing a mentorship program and enhancing leadership training. The data-driven approach allowed for precise interventions. As a result, within a year, we saw a 20% reduction in turnover, and employee satisfaction scores improved by 15%. This not only saved on recruitment costs but also bolstered overall organizational productivity and morale.”

Interview Questions

Comprehensive Interview Guide: 60+ Professions Explored in Detail

15 Most Common HR Specialist Interview Questions and Answers

By Sherice Jacob

Published: October 21, 2023

Whether you’re a seasoned HR professional or just starting your career in the field, our expert advice will help you navigate through common and challenging interview questions , ensuring you showcase your skills, knowledge, and suitability for the role with confidence and finesse. Get ready to ace your HR specialist interview and secure that coveted position in the dynamic world of human resources with these 15 most common HR specialist interview questions and answers .

What qualities and skills are hiring managers looking for in a HR specialist?

HR Policy and Compliance

Demonstrating a strong understanding of employment laws, regulations, and company policies is crucial for an HR specialist. Hiring managers expect candidates to have a solid foundation in HR compliance to ensure legal and ethical practices within the organization.

Recruitment and Selection

Effective HR specialists possess the ability to attract and select top talent. Hiring managers value candidates who can develop strategic recruitment plans, conduct thorough candidate assessments, and employ various sourcing methods to identify the best candidates for each position.

Employee Relations

Building and maintaining positive relationships between management and employees is a vital skill for an HR specialist. Hiring managers seek candidates who can handle employee grievances, mediate conflicts, and foster a harmonious work environment.

Performance Management

An HR specialist must have the expertise to develop and implement performance management systems. This includes setting clear goals, providing constructive feedback, conducting performance evaluations, and implementing performance improvement plans when necessary.

Compensation and Benefits

Understanding and managing employee compensation and benefits is crucial. Hiring managers expect HR specialists to possess knowledge of salary structures, benefits administration, and compensation benchmarking to ensure fair and competitive rewards for employees.

HR Information Systems

Proficiency in utilizing HRIS software and tools is increasingly important. Hiring managers look for candidates who can efficiently manage HR data, generate reports, and leverage technology to streamline HR processes.

1. Can you tell us about yourself and your professional background?

This icebreaker question is designed to help the interviewer learn more about what led you to a career in HR and how you’ve arrived at this point while understanding a bit more about you as a person and employee.

Be concise: Provide a brief overview of your professional background without going into excessive detail.
Highlight relevant experiences: Focus on experiences that directly relate to the HR field, such as previous HR roles, HR certifications , or specialized training.
Emphasize achievements: Mention specific accomplishments that showcase your skills and expertise in areas such as employee relations, recruitment, or HR strategy.
Demonstrate your passion: Express enthusiasm for the HR field and highlight why you are drawn to it.
Connect your background to the company: Research the organization beforehand and mention how your experiences align with their values, mission, or industry.

Don’ts

Don’t overshare personal information: Stick to professional details and avoid discussing personal matters.
Don’t go off on tangents: Stay focused on your professional background and avoid rambling or veering off-topic.
Don’t provide an exhaustive work history: Mention the most relevant and recent experiences rather than listing every job you’ve had.
Don’t speak negatively about past employers: Maintain a positive tone and avoid criticizing previous employers or colleagues.

Sample Answer:

“In my role as an HR Generalist at Company X for the past five years, I’ve gained extensive experience across various HR areas. It’s been truly rewarding to contribute to a positive work environment through employee relations, where I address concerns, investigate issues, and resolve conflicts. Leading recruitment efforts has been another exciting aspect of my job. I’ve developed strategies to attract top talent and streamline the hiring process, ensuring a smoother experience for all involved. Creating fair and transparent HR policies and procedures that align with employment laws and company standards is one of my strengths. I believe in providing equal opportunities and support to both the organization and its employees.”

2. Why are you interested in working for our company?

This question is designed to evaluate your knowledge of the company and its culture as well as understand where you feel your experience and knowledge best fit in.

Research the company : Familiarize yourself with the organization’s values, mission, culture, and recent accomplishments.
Highlight alignment: Emphasize how your skills, experiences, and professional goals align with the company’s objectives.
Mention specific aspects: Discuss specific aspects of the company that attract you, such as its reputation, innovative projects, or opportunities for growth.

Don’t

Don’t provide generic answers: Avoid using generic statements that could apply to any company. Tailor your response to demonstrate genuine interest in the organization you’re interviewing with.

“I’m excited about the chance to work with your company and have several reasons why I’m particularly interested in joining your team. Firstly, your company’s dedication to innovation and pushing boundaries in the industry has genuinely impressed me. Your track record of delivering top-notch products and services, along with positive feedback from clients and employees is really inspiring. Your company’s values deeply resonate with me. I appreciate the emphasis on creating a collaborative and inclusive work environment that values employee development and well-being. This aligns perfectly with my belief in nurturing a motivated and engaged workforce.”

3. How do you handle stress and pressure in a work environment?

Stress is a part of every job. How well do you deal with it? How do you perform under pressure ? That’s what this question is aiming to understand.

Be genuine and authentic: Share honest strategies you use to effectively manage stress and pressure.
Highlight specific coping mechanisms: Mention specific techniques or practices that have worked well for you in the past.
Emphasize the importance of maintaining a healthy work-life balance.
Discuss the value of seeking support and utilizing resources available.
Avoid claiming to be impervious to stress: It’s more relatable and realistic to acknowledge that stress exists and discuss how you manage it.
Don’t provide generic answers: Avoid using generic statements that could apply to any situation. Personalize your response based on your experiences.

“The key, in my experience, lies in self-awareness and knowing my own limits. By recognizing the triggers and early signs of stress, I can take proactive measures to manage them. One technique that has made a tremendous difference for me is practicing mindfulness and deep breathing exercises. When I feel tension building up, I take a moment to focus on my breath, allowing myself to pause, center, and regain a sense of calm. It’s a simple practice that helps me restore clarity and perspective, even in demanding situations. Maintaining a healthy work-life balance is also a priority for me. I understand the significance of setting boundaries and making time for activities that recharge me outside of work.”

4. Can you provide an example of a time you faced a challenge and how you overcame it?

Hiring managers often want to know how you overcome common problems or complex challenges in your day to day work as an HR professional.

Choose a relevant and specific example.
Describe the challenge you faced.
Explain the actions you took to overcome it.
Highlight the skills or qualities you utilized during the process.
Emphasize the positive outcome or lesson learned.
Avoid discussing personal or sensitive situations.
Don’t focus on failures or negative outcomes without providing a resolution or lesson learned.

“We had this sudden expansion project that required us to bring on board a bunch of new employees in a super short time. As you might imagine, it put a real strain on our existing resources and processes. To tackle this hurdle. I identified the areas that needed immediate attention and got to work. I rallied my team and assigned tasks based on their strengths and expertise. It was all about finding that sweet spot to streamline the onboarding process and distribute the workload efficiently. And you know what? Our efforts paid off big time. We managed to onboard all those new employees within the designated timeframe and maintained a high level of productivity during the expansion phase. This experience really taught me the importance of being adaptable, resourceful, and a pro at teamwork when it comes to tackling challenges.”

5. Where do you see yourself in five years? How does this position fit into your career goals?

Here, the interviewer wants to learn where you see your career trajectory going and how your role at their company is woven into your overall goals along your career path.

Express your aspirations and goals for the future.
Highlight how this position aligns with your long-term career plans.
Discuss your motivation for growth and advancement.
Emphasize the value you can bring to the company.
Avoid generic or vague answers.
Don’t focus solely on personal benefits without considering the organization’s goals.

“While I’m open to exploring new opportunities and facing challenges head-on, I have a strong passion for the HR field and envision myself thriving in a leadership position, where I can support and develop a team. This position perfectly aligns with my long-term career goals.. I genuinely believe in the importance of nurturing a motivated and engaged workforce, and I’m eager to contribute to this vision by introducing fresh HR strategies and initiatives. Last but not least, I’m excited about broadening my skill set, acquiring new knowledge, and embracing leadership opportunities that allow me to contribute meaningfully to the company’s success.”

6. What experience do you have in implementing and managing HR policies and procedures?

This question is designed to understand your knowledge of HR processes and procedures and how you go about making sure they’re followed by employees.

Highlight your relevant experience in implementing and managing HR policies and procedures.
Provide specific examples or projects where you successfully implemented HR policies.
Emphasize your ability to ensure compliance with employment laws and company standards.
Mention any certifications or training you have received in HR policy management.
Avoid general or vague statements without specific examples.
Don’t focus solely on administrative tasks without demonstrating the impact of your work.
Avoid discussing confidential or sensitive information.

“In my previous role as an HR specialist, I was instrumental in developing and implementing policies aligned with employment laws and our company’s values. One standout project was the revamping of our employee handbook. We collaborated with cross-functional teams to ensure clarity and simplicity. I conducted thorough research, explored best practices, and worked closely with legal experts to ensure compliance. I also established effective communication channels, organized training sessions, and provided guidance on performance management and disciplinary actions. Creating a supportive and well-informed work environment is important to me.”

7. How do you stay up-to-date with the latest changes in labor laws and regulations?

This question is asked in order to understand how you stay current with the ever changing labor law and labor regulation landscape, a crucial part of working as an HR specialist.

Actively engage in ongoing professional development opportunities, such as attending industry conferences, seminars, and webinars focused on labor laws and regulations.
Maintain a strong network of HR professionals, legal experts, and industry contacts to stay informed about any significant changes or updates.
Subscribe to reputable industry publications, newsletters, and online resources that provide updates on labor laws and regulations.
Rely solely on outdated sources or personal assumptions.
Neglect professional development opportunities or networking within the HR community .
Overlook the importance of regularly reviewing and updating internal policies and procedures to align with current labor laws and regulations.

“To make sure I stay up-to-date with the latest changes in labor laws and regulations, I use a few strategies. First, I’m all about continuous learning. I actively participate in professional development opportunities like attending industry conferences , seminars, and webinars that focus specifically on labor laws and regulations. I also believe in the power of networking. I keep a strong network of HR professionals, legal experts, and industry contacts. This way, I can stay informed about any significant updates or changes that might affect our practices. It’s amazing how valuable those connections can be!”

8. Can you describe a time when you had to handle a difficult employee situation and how you resolved it?

Dealing with difficult employee situations are often at the heart of many HR specialist job responsibilities. As such the interviewer wants to ensure that you understand how to deal with the issue privately and professionally.

Provide a specific and detailed example.
Highlight your problem-solving and communication skills.
Emphasize the positive outcome or resolution.
Don’t blame or criticize the employee involved.
Avoid focusing solely on the problem without mentioning the resolution.

Sample Answer:

“In my previous role as an HR specialist, I faced a challenging situation with one of our team members. They had a consistently negative attitude and disruptive behavior, which was affecting the team’s overall dynamics and productivity. So, I decided to have a private conversation with them to understand their concerns and what was causing their behavior. During our talk, I provided specific examples of their behavior and how it was impacting the team. I focused on the behaviors themselves rather than criticizing the person. Together, we developed a plan to address the issue and set clear expectations and goals for improvement. I offered support and resources to help them overcome any challenges they were facing. Over time, I noticed a positive shift in their behavior and attitude. They became more engaged, started contributing positively to the team, and improved their working relationships.”

9. What do you think is the most important role of an HR specialist in an organization?

Here, the interviewer wants your opinion on what you think your most important job responsibility is, in order to determine how your response fits in with the overall company culture and goals.

Emphasize the importance of supporting and developing employees
Highlight the role of promoting a positive work culture
Mention the significance of compliance with employment laws and regulations
Discuss the importance of maintaining confidentiality and trust
Don’t overlook the importance of employee well-being and work-life balance
Don’t solely focus on administrative tasks without considering the strategic aspects of HR
Don’t neglect the role of fostering diversity, equity, and inclusion in the organization

“The most important role of an HR specialist in an organization is to be there for the employees and help them grow. We create an environment where everyone can thrive by offering resources for professional development and fostering a positive work culture. It’s also crucial that we make sure we follow all the employment laws and regulations to protect everyone’s rights and well-being. We’re like a trusted friend who keeps things confidential and offers guidance when employees have concerns.”

10. How have you contributed to improving employee engagement or retention in your previous roles?

Keeping employees engaged and performing at their peak is another vital aspect of HR. How well do you keep your employees motivated and how do your actions have an effect on employee retention?

Highlight specific initiatives or strategies you implemented to improve employee engagement or retention.
Quantify the results or impact of your efforts, if possible.
Emphasize your collaboration with cross-functional teams or stakeholders.
Showcase your ability to identify and address the underlying causes of low employee engagement or high turnover.
Discuss any recognition or rewards programs you implemented to boost morale and retention.
Avoid providing vague or generic answers without concrete examples.
Don’t take sole credit for successes; emphasize teamwork and collaboration.
Avoid focusing solely on engagement or retention without considering the broader context of employee satisfaction and well-being.
Don’t exaggerate or fabricate results; be honest about the outcomes of your efforts.

“One project that stands out is when we introduced a fantastic employee feedback and recognition program. We wanted to create a space where everyone felt comfortable sharing their ideas, concerns, and achievements. It was amazing to see how this open communication helped us tackle issues early on, acknowledge exceptional performance, and make meaningful improvements to enhance overall job satisfaction. The results were truly impressive – we saw a significant increase in employee engagement scores and a remarkable 20% drop in turnover rates within just one year of implementing the program.”

11. What is your experience with HR software and tools? Which ones have you used in the past?

The interviewer may ask this question to understand what software, apps and tools you’re familiar with in order to evaluate your expertise in working with not just HR programs, but also online platforms, time management apps and more.

Emphasize your experience and familiarity with HR software and tools .
Mention specific software and tools you have used in the past.
Highlight how you utilized these tools to streamline HR processes and improve efficiency.
Don’t provide vague or general statements about your experience with HR software.
Avoid listing irrelevant or outdated software that is not commonly used in the industry.
Don’t forget to highlight the benefits and outcomes achieved through your use of HR software and tools.

“One tool that stands out is Workday, which is an all-in-one HR management system. With Workday, I was able to easily manage employee records, simplify the onboarding process, and make performance management a breeze. Another tool I’ve used is BambooHR, and let me tell you, it’s a game-changer! It’s a user-friendly HRIS platform that allowed me to automate tasks like tracking time, managing leaves, and giving employees self-service options. When it comes to recruitment, I’ve had experience with applicant tracking systems (ATS) like Greenhouse and JazzHR. These systems made our hiring process much more efficient by automating things like posting job ads, screening applicants, and scheduling interviews.”

12. How do you handle confidential information and ensure privacy is maintained within the HR department?

This question is designed to better understand how you handle confidential or sensitive information and how you maintain privacy policies as part of your job responsibilities.

Respect the confidentiality of sensitive information.
Adhere to established privacy policies and protocols.
Store confidential data securely and limit access to authorized personnel.
Maintain professional ethics and integrity.
Communicate and reinforce the importance of confidentiality within the HR department.
Share confidential information with unauthorized individuals.
Discuss sensitive employee details outside of work-related contexts.
Store confidential data in unsecured locations or devices.
Engage in gossip or speculative conversations regarding confidential matters.
Neglect to follow up on breaches or incidents related to privacy and confidentiality.

“I have clear protocols and guidelines in place to protect sensitive data. Only authorized personnel have access to confidential information, which is securely stored using encrypted systems and secure servers. I regularly remind and educate team members about the significance of privacy, creating a culture that values and respects confidential information. We have well-documented privacy policies and protocols that are easily accessible to everyone in the HR team. In the unfortunate event of a breach or incident, I take immediate action. I investigate the situation thoroughly, address any issues promptly, and take steps to prevent similar incidents in the future. I also prioritize supporting and assisting affected individuals throughout the process.”

13. Can you describe your approach to onboarding new employees and how you ensure their successful integration into the team?

Onboarding is a vital process of hiring and bringing new employees on board. As an HR specialist, this responsibility falls on you, and this question determines how well you prepare new employees for their careers.

Personalize the onboarding process
Foster open communication and support
Provide necessary resources and information
Encourage team integration and relationship-building
Overwhelm new employees with excessive information
Neglect the importance of ongoing support
Isolate new employees from the team
Rely solely on formal procedures without personalization

“I prioritize open communication and a welcoming environment. I introduce new employees to their colleagues, encourage team members to reach out and make them feel included, and provide opportunities for social interactions. I understand that the onboarding process can be overwhelming, so I strike a balance between providing necessary information and avoiding information overload. I provide essential resources like employee handbooks, organizational charts, and training materials to help them get acquainted with the company and their role. To support their integration, I assign a buddy or mentor to each new employee. They can offer guidance, answer questions, and help navigate the company culture. Regular check-ins are also crucial to address any concerns or challenges they may encounter.”

14. How do you manage performance evaluations and feedback to ensure both employee growth and company success?

This question looks at how you handle evaluations to ensure that employees are always doing their best while contributing to the company’s overall success. Feedback is important but also so is how you deliver it.

Establish clear performance criteria: Set specific goals and expectations for each employee to provide a framework for evaluation.
Regularly communicate expectations: Ensure employees understand what is expected of them and how their performance will be assessed.
Provide timely and constructive feedback: Offer feedback on a regular basis, focusing on both strengths and areas for improvement. Make it specific, actionable, and supportive.
Encourage self-assessment: Give employees an opportunity to reflect on their performance and provide their own insights during evaluations.
Offer growth and development opportunities: Identify areas where employees can improve and provide resources or training to support their professional growth.
Recognize and reward achievements: Acknowledge and appreciate employees’ successes and contributions to boost morale and motivation.
Avoid a one-size-fits-all approach: Each employee is unique, so tailor feedback and development plans to their individual needs and aspirations.
Don’t solely focus on weaknesses: Balance feedback by highlighting strengths and achievements to maintain a positive and motivating atmosphere.
Avoid bias or favoritism: Assess performance objectively and ensure fairness in evaluations and feedback.
Don’t postpone feedback: Provide feedback promptly to address issues or concerns in a timely manner and promote continuous improvement.
Avoid micromanagement: Trust employees to take ownership of their work while providing guidance and support when needed.

“When it comes to performance evaluations and feedback, my focus is on fostering both employee growth and company success. I believe in setting clear performance criteria and openly communicating expectations. During evaluations, I provide timely and constructive feedback to help employees improve and thrive. I also encourage employees to assess their own performance and offer personalized development opportunities. Recognizing achievements plays a vital role in boosting morale, while ensuring fairness through objective assessments. I value prompt feedback and addressing any concerns promptly to maintain a supportive environment.”

15. What strategies do you use to handle conflicts and maintain a positive work environment?

This question is meant to see how you react to conflicts and issues in the workplace while staying true to the company culture and goals and creating a positive and safe workspace where everyone feels valued:

Practice active listening and empathy to understand different perspectives.
Encourage open and transparent communication among team members.
Mediate conflicts and facilitate constructive conversations to find resolutions.
Foster a culture of respect and inclusivity where differences are valued.
Take proactive measures to prevent conflicts before they escalate.
Provide positive reinforcement and recognition for individual and team achievements.
Seek feedback from employees and make necessary improvements to the work environment.
Avoid dismissing or ignoring conflicts, address them proactively.
Don’t encourage or tolerate disrespectful behavior among employees.
Avoid taking sides or showing bias during conflict resolution.
Don’t overlook the importance of ongoing communication and check-ins.
Avoid neglecting the need for conflict resolution training and resources.
Don’t underestimate the impact of recognition and appreciation in fostering a positive work environment.
Avoid complacency and continuously strive for improvement.

“When it comes to handling conflicts and fostering a positive work environment, my approach centers around active listening and empathy. I place great importance on open and transparent communication, as it encourages employees to share their concerns and feelings. By mediating conflicts and facilitating constructive conversations, I strive to find resolutions that satisfy all parties involved. Creating a culture of respect and inclusivity is essential to me. I value the uniqueness of each individual and promote an environment where differences are appreciated and celebrated. Taking proactive measures like regular team check-ins and conflict prevention allows us to address issues before they escalate into bigger problems.”

By reviewing these HR specialist interview questions and answers, you have already equipped yourself with valuable insights and strategies to excel in your upcoming interview. Remember to approach each question with a friendly and conversational tone while maintaining a professional demeanor. Focus on highlighting your experience, skills, and the positive impact you can bring to the organization.

By following these steps, your natural confidence, preparation, and genuine passion for HR will shine through in your interview!

Next Steps to Prepare for Your HR Specialist Interview

Now that you have a better understanding of what HR specialist job interview questions and answers to expect, it’s time to build a professional resume (it’s 100% free!), browse LinkedIn to build your network and make your application stand out . The sooner you get started, the sooner you can start to see results!

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10 Assignments For Human Resource Managers To Develop Future Skills

By Simon Carvi
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The Covid-19 pandemic has put tremendous pressure on organizations to change the way they operate: from sales and marketing, to finance and customer service. CEOs know that resilience and capacity to innovate are deeply rooted in the company’s human resources.

To kickstart skilling efforts in the organization, what better place to start than to make sure the Human Resources department is properly equipped. Otherwise, who else should you empower to upskill the rest of your organization? As a matter of fact, the HR function is at the forefront of digital disruption. Your ability to build a skilled HR department is instrumental to make your organization future-ready.

Remember that when it comes to training, individual Active Learning (classroom, eLearning, reading, etc.) accounts for roughly 10% of the job only! Around 20% of the learning journey to retain a skill is done through others (mentoring, peer interactions, etc.) and 70% by actually doing things! Of course the right blend depends on you and other parameters, such as your company’s business, industry and individual themselves.

In this short article we will explore 10 SMART ways C-Level and Directors can make sure their HR Managers are being stretched in a good way, exploring projects that will strategically fit the company’s long-term growth and resilience to change.

Let’s get started!

Table of Contents

1. Present a digital transformation strategy to top management

Competency developed: Digital transformation.

Objective: Own the topic of digital transformation within your company.

Explanation: Yes, strategy! Ultimately digital transformation is about people skills and the ability to evolve in a digital environment. HR managers should be at the center of the conversation to understand future needs, analyze current gaps, and design a plan.

Tips: Read the literature on the topic. Collect feedback from experts or peers leading the same topic within their organizations. WORK WITH IT.

2. Create and present new dashboard to CHRO including key metrics and qualitative analysis

Competency developed: People Analytics.

Objective: Analyse your company’s HR performance and contribute to business success.

Explanation: Has your company a clear vision of its HR performance? Take advantage of the latest HR systems and Business Intelligence tools available to connect the dots. Measure actionable indicators and present them to management.

Tips: Collect expectations from CHRO and top management. Does your company already have a dashboard in place? Start collecting feedback from the current dashboard and try to connect new data points to provide new insights Collaborate with IT to learn how to structure and visualize data!

3. Make 5-year manpower plan aligned to business targets and present to top management

Competency developed: Strategic workforce planning.

Objective : Plan the Human side of your company strategy so it can meet its turnover, profitability, or sustainability targets.

Explanation : How workforce will be utilized in the future? How to attract and develop the necessary skills. You’ll need more than one meeting to produce such a plan.

Tips: Make sure you collect the most relevant business targets to get a clear vision of the 5-year objectives and gaps. Meet with business line manager, top management, and collect market data to validate assumptions.

4. Highlight company’s top 5 turnover reasons with action plan to top management.

Competency developed: Business partnering.

Objective: Develop your HR Managers to become real Business partner.

Explanation: From back seat to the front seat. HR managers are not only responsible for collecting data, but also to strategize an action plan.

Tips: This stretch assignment is better utilized during the yearly budgeting period where managers are expected to summarize data and action plans.

5. Ask HR Manager to personally train all managers on how to make Individual development plans

Competency developed: Career development planning .

Objective: Boost your organization career development culture and processes.

Explanation: It is true that HR managers do not own the career development paths of all employees, Line Managers do. On the other hand, HR Managers are responsible for the talent management process , making sure high potential employees are identified and that provided career paths match the organization’s long-term goals. This assignment will boost the HR Manager’s influencing skills while putting employee retention clearly at the center of the conversation.

Tips: This stretch assignment is better implemented with different workshops 5-7 managers maximum. Ultimately, the HR Manager shall control the quality of each Individual Development Plan (IDP) formalized. It is possible to imagine one on one sessions with managers failing to pass the IDP quality control.

6. Rethink your company’s benefit package and implement one innovative benefit in line with the new workplace reality

Competency developed : Compensation & Benefits management.

Objective : Make your company compatible with 2020 new workplace expectations.

Explanation : Disrupted times call for bold measures and flexibility has just become every employee’s number one priority. HR managers must be creative and offer to top management solutions that will guarantee performance while fitting the employee’s expectation of the new normal.

Tips : You do not need to think money when thinking benefit. A good place to start to ensure creativity would be to run a survey. For example, what does work from home implies for your employees, or top management? Try to know more about those changes, and how does the company can help.

7. Apply reverse mentoring within your team during monthly one on one sessions

Competency developed : People Management.

Objective : Become a more balanced leader, get a deeper understanding of the motivations of younger employees and get up-to-date with digital tools.

Explanation : The odds are your HR Manager is a bit older than the team he/she manages. Organize ways to collect constructive feedback about your leadership and use them to improve. Subordinates can offer a wealth of feedback and guidance (digital tools!).

Tips : Reverse mentoring is hard, but the benefits on leadership skills can be huge. Do come with an open mind. During the meeting, let subordinate talk most of the time. Receive their feedback with a smile and spare some time to study their deeper meaning.

8. Redesign performance management system to make it a continuous process.

Competency developed : Continuous performance management.

Objective : Retain and develop talents.

Explanation : Spoiler alert! Feedback is not a “twice-a-year” thing anymore and one should not wait 6 months to get a meaningful conversation about performance with its boss. To cope with new expectations of the workforce, it is critical companies rethink the way they manage and record employee’s performance.

Advice : Implement a culture of feedback by enforcing regular one-on-ones once per month. Turn to automated dashboards to measure competency development progress, KPIs and deviations.

9. Link learning and development activities to OKRs and competencies listed in your performance management system

Objective : Get ROI from learning activities offered to employees.

Explanation : Whether your organization use OKRs (Objectives and Key Results) or KPIs & competencies, make sure learning activities are linked with performance outputs. Follow up implementation on a monthly basis using one on ones.

Advice : Diversify learning and apply the 70/20/10 approach: Active Learning, Social Learning and Stretch assignments.

10. Implement monthly change management committees with top management

Objective : Put HR at the centre of change in your organization.

Explanation : HR Managers will not change organizations by themselves. They must collect voices from business line managers and must proceed to risk analysis before launching propositions.

Advice : Change needs buy-in at the highest level. Get your CEO buy-in and offer him a seat at your committee.

Do you agree with those suggestions? Do they sound challenging enough to develop long-term skills? Or at the contrary too difficult? Are you an HR Manager willing to develop future-proof skills or a CEO that want to impulse change in the organization? Let us know in the comments below. If you want to get more ideas to develop your teams, you can browse different development plans with 70/20/10 activities on Huneety.com . New positions are added every week.

This article has been written by our guest writer Simon Carvi who is an HR expert professional presenting over 7 years of experience gained through roles in Talent Acquisition and Employee Retention globally and in APAC. Simon is passionate about how people learn and the future of work. He helps organizations find practical ways to upskill their workforce as Huneety top learning contributors.

You can reach him on Li n kedIN :

Simon Carvi

Simon Carvi is an HR expert professional presenting over 7 years of experience gained through roles in Talent Acquisition an Employee Retention globally and in APAC. Simon is passionate about how people learn and future of work. He helps organizations find practical ways to upskill their workforce as Huneety top learning contributor.

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Human Resource Management Questions and Answers

List of question and answers on Human Resource Management!

100 + Important Questions and Answers on Human Resource Management

Hrm question and answers:- q. 1. why study human resource management .

Ans. You may ask a question, why study human resource management? You will recognize that staffing the organization, designing jobs and team, developing skillful employees, identifying approaches for improving their performance, and rewarding employee successes—all typically are known as HRM issues-are as relevant to line managers as they are to managers in the HR department.

To work with people effectively, we have to understand human behavior, and we have to be knowledgeable about the various systems and practices available to assist us build a skilled and motivated people. At the same time, we have to be aware of economic, technological, social, and legal issues that either facilitate or constrain our efforts to achieve organizational goals.

While people have always been central to organizations, today they have assumed even more vital role in building a firm’s competitive advantage. Particularly in knowledge-based industries such as software and information services, success increasingly depends on “people-embodied know- how”. This includes the knowledge, skills, and abilities people of an organization possess.

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Management experts now realize that the key to a firm’s success is based on establishing a set of core competencies. Core competencies are an integrated knowledge set within organizations that distinguish it from its competitors and delivers value to customers. For example, McDonalds has developed core competencies in management efficiency and training.

Canon Corporation has core competencies in precision mechanics, fine optics, and microelectronics. Core competencies tend to be limited in number, but they provide a long-term basis for technology innovation, product development, and service delivery.

HRM Question and Answers:- Q.2. Define human resource management.

Ans. According to Flippo, “Human resource management is the planning, organising, directing and controlling of the procurement, development, compensation, integration, maintenance and reproduction of human resource to the end that individual, organisational and society’ objectives are accomplished.”

According to Dessler, “Human resource management is the process of acquiring, training, appraising and compensating employees and attending to their labour relations, health, and safety and fairness concerns.”

Milkovich and Boudreau have defined HRM as follows, “Human resource management is a species of integrated decisions that form the employment relationships; their quality contributes to the ability of the organisations and the employees to achieve their objectives.”

HRM Question and Answers:- Q.3. What is human resource development?

Ans. Human Resource Development is the continuous process of improving the capabilities required to achieve organizational and individual goals. It is a broader concept than Human Resource Management. Generally, it consists of several subsystems such as appraisal; counselling, training, rewards, and welfare, quality of work life, etc.

It is also most important for the welfare of both the employees and employer. In simple words, HRD is an organized learning experience aimed at matching the organizational need for human resource with the individual need for career growth and development.

The discipline of Human Resource Development (HRD) was developed because the Human Resource Management has failed to meet the new challenges of the 20 century. The first workshop of HRD was held in 1979. A National HRD Network has been established in 1985. Now several public and private sector organizations have HRD department and HRM managers.

HRM Question and Answers:- Q.4. Explain the need for human resource development?

Ans. Need for HRD are:

1. Changes in Economic Policies in 1991

2. Changing Job Requirements

3. Need for Multi-skilled Human Resources

4. Organizational Complexity

5. Human Relations

6. Organizational Viability and Transformation Process

7. Technological Advances

HRM Question and Answers:- Q.5. Differentiate between performance appraisal and job evaluation .

Ans. Performance Appraisal:

(i) Meaning – Performance appraisal refers to knowing of the level of performance of employees working in an organisation.

(ii) Relation – It concerns with individuals because the level of their performance is to be determined.

(iii) Objective – Its objective is to provide basis for promotion, transfer, training, etc.

(iv) Basis of Policies – Policies regarding training, promotion, transfer etc. are formulated on its basis in an organisation.

Job Evaluation:

(i) Meaning – Determining of the relative worth of different jobs of an organisation is called job evaluation.

(ii) Relation – It is concerned with the job and not individuals. Worth of each job is determined.

(iii) Objective – Its main objective is to determine remunerations for different jobs.

(iv) Basis of Policies – Remuneration policy of an organisati on is determined on its basis.

HRM Question and Answers:- Q.6. Discuss the importance of Human Resource Planning.

Ans. Need and Importance of Human Resource Planning :

(i) To carry on its work and to achieve its objectives, every organisation requires employees with adequate knowledge, experience and aptitudes. Human Resource Planning is helpful in selection and training activities.

(ii) Human Resource Planning identifies gaps in existing manpower in terms of their quantity and talent

(iii) There is need to replace employees who retire, die, resign and become incapacitated due to injury. Provision for replacement of personnel can be made through Human Resource Planning.

(iv) Human Resource Planning facilitates the expansion and diversification of an organisation.

(v) Human Resource Planning creates awareness about the effective utilisation of human resources throughout the organisation. It helps to reduce wastage of manpower. It also helps in judging the effectiveness of human resource policies and programmes of management.

(vi) Human Resource Planning is helpful in effective utilisation of technological progress.

(vii) With the help of Human Resource Planning, areas of surplus manpower can be anticipated and timely action can be taken (e.g. redeployment).

(viii) Human Resource Planning is useful in anticipating the cost of human resources, which facilitates the budgeting process. It also helps in controlling human resource costs through effective utilisation.

(ix) Human Resource Planning facilitates career succession planning in the organisation.

(x) Human Resource Planning helps in planning for physical facilities like canteen, staff quarters, dispensary and school for the staff and their children.

(xi) At the national level, Human Resource Planning facilitates educational reforms, geographical mobility of talent and employment generation.

HRM Question and Answers:- Q.7. What are the objectives of career planning ?

i. To provide and maintain appropriate manpower resources in the organisation by offering careers, not jobs.

ii. To provide environment for the effectiveness, efficiency and growth of its employees and motivating them to contribute effectively towards achieving the objectives of the organisation.

iii. To map out careers of various categories of employees suitable to their ability, and their willingness to be ‘trained and developed for higher positions.

iv. To have a stable workforce by reducing absenteeism and employee turnover.

v. To cater to the immediate and future human resources need of the organisation on a timely basis.

vi. To increase the utilisation of managerial reserves within organisation.

HRM Question and Answers:- Q.8. What are the different methods of recruiting employees?

Ans. The possible recruiting methods can be divided into three categories:

In this method, recruiters visit colleges and technical schools, e.g., Infosys, the Tata group, IBM, Siemens and several other companies maintain continuous relationship with institutions to hire students for responsible positions. Internships and walk-in interview are other methods of direct recruitment.

2. Indirect:

This involves advertising in newspaper, radio, T.V., journals etc., advertising can be very effective if its media is properly chosen.

3. Third Party Methods:

Under this Method, recruitment is done through third parties including:

(i) Employment agencies and exchange,

(ii) Management consultants or professional search firms known as head hunters,

(iii) Professional associations.

HRM Question and Answers:- Q.9. What is job design?

Ans. Job design is the process of deciding on the contents of a job in terms of its duties and responsibilities. In the methods to be used in carrying out the job, in terms of techniques, system and procedures, and in the relationship that should exist between the job-holder and his Superiors, subordinates and colleagues.

It is a deliberate and systematic attempt to structure the technical and social aspects of work so as to improve technical efficiency and a job satisfaction. It established matching between the job requirement and human attributes. Aim of job design is to integrate the needs of the individual and the requirement of the organisation.

Needs of the individuals refers to job satisfaction and requirement of organisation means the high productivity, technical efficiency and quality of work. Today educated and creative employee demanded for well-designed jobs, therefore, job rotation, job enlargement and job enrichment are introduced in the organisation, to retain the employee or to attract them towards the organisation.

HRM Question and Answers:- Q.10. Management of men is a challenging job . Explain!

Ans. “The Management of Man” is a very important and challenging job; important because it is a job, not of managing ‘men,’ but of administering a social system. The management of men is a challenging task because of the dynamic nature of the people. No two persons are similar in mental abilities, traditions, sentiments, and behaviour; they differ widely also as groups, and are subject to many and varied influences.

People are responsive; they feel, think, and act; therefore, they cannot be operated like a machine or shifted and altered like a template in a room layout. They, therefore, need a tactful handling by management personnel. If manpower is properly utilised, it may prove a dynamic motive force for running an enterprise at its optimum results and also work as an elixir for maximum individual and group satisfaction in relation to the work performed.

Manpower management is a most crucial job because “managing people is the heart and essence of being a manager.” It is concerned with any activity relating to human elements or relations in organisation. Material elements, however, are beyond its domain. This view has been rightly summed up by J. M. Dietz (of Chicago).

He observes- “A business or an industry can be thought of as an inter-weaving of human elements and material elements, with the human elements as the warp; while interlocking and inter-weaving with this element are the material elements the woof of the fabric. The warp of the fabric is the human element appearing and reappearing, the strength giving element holding the entire fabric together, and giving it life and a character of continuity.” A business cannot succeed if this human element is neglected.

HRM Question and Answers:- Q.11. Define management.

Ans. Management has been defined by Mary Parker Follett as, “the art of getting things done through people.” But it is felt that management is much more than what is said in this definition. Management is further defined as, “… that field of human behaviour in which managers plan, organise staff, direct and control human, physical and financial resources in an organised effort, to achieve desired individual and group objectives with optimum efficiency and effectiveness.”

It is clear from this definition that management is concerned with the accomplishment of objectives by utilizing physical and financial resources through the efforts of human resources. Thus, human resource is a crucial sub-system in the process of management.

The term human resource is quite popular in India with the institution of ‘Ministry of Human Resource Development’ in the Union Cabinet. Having studied, the meanings of human resource and management, we now proceed to discuss the meaning of human resource management.

HRM Question and Answers:- Q. 12. Difference between job description and job specification.

Ans. Job description is the measure of job whereas job specification is the measure of the job-holder. Job description is the summary of the duties, responsibilities and other characteristics of the job whereas job specification is a statement of the qualities and qualifications required in the job holder to perform the job properly. Job specification assists the management in selecting a match for the job.

Job description tells what is to be done and what is the nature of job, whereas job specification tells what attributes are needed in the person handling the job. Job description helps the candidate to understand the requirements of the job which are to be fulfilled by him and it also helps him in making self-appraisal by comparing his actual performance with job description. Job description assists the management in appraising the performance of the employees.

HRM Question and Answers:- Q. 13. List out the limitations of performance appraisal.

Ans. The drawbacks or limitations of various methods of performance appraisal are as follows:

1. If the factors included in the assessment are irrelevant, the result of merit rating will not be accurate.

2. Different qualities to be rated may not be given proper weightage in certain cases.

3. Some of the factors are highly subjective like initiative and personality of the employees.

4. Supervisors often do not have critical ability in assessing the staff. Sometimes, they are guided by their personal emotions and likes.

HRM Question and Answers:- Q.14. What is training?

Ans. The dictionary meaning of training is “imparting instruction in a particular art, profession or occupation.” In Public Administration, “training means conscious efforts made to improve the skills, powers and intelligence of an employee and to develop his attitudes and value system in a desired direction.

According to M.P. Sharraa, “In the context of Public Administration, training is rather specified and vocational, intended to increase a person’s skill in some particular kind of work, while education is general and aim at the broadening of the mind.”

According to Beach, “Training is the organised procedure by which people learn knowledge and skills for a definite purpose.”

According to Dale Yoder, “Training is the process by which man power is filled for the particular jobs it is to perform.”

In the training, the trainee will acquire new manipulative skill, technical knowledge, problem solving ability or attitudes etc. It is a continuous process or never ending process. Not only the fresher, but also the employee in service requires training for promotion or to change any new job. It makes fresher employee fully productive, in the minimum time. Even for old worker training is necessary to refresh them.

In short, training is the act of improving or updating the knowledge and skills of an employee for performing a particular job. The role of training has been brilliantly analysed in the report of the committee on the training of civil servants, which is known as the Assheton Committee Report, submitted to the British Chancellor of the Exchequer in 1944.

HRM Question and Answers:- Q.15. What are the goals of performance appraisal ?

Ans. Recognize the efforts and contributions of current staff. Reward staff with compensation directly linked to performance. Motivate staff to improve performance. Orient staff towards goal achievement. Retain key employees through the use of competitive compensation programs. Attract quality employees with an effective performance management system.

The key elements of a Performance Management System include the following:

i. A formal Compensation Philosophy Statement

ii. Salary Administration Program

iii. A Formal Audit/Success Rating overview on an annual or periodic basis with disclosure of results to management.

HRM Question and Answers:- Q.16. What do you understand by industrial relation?

Ans. Industrial relations means the relationship between employer and employees in industrial organisation. According to pale Yode, “The term industrial relation refers to the whole field of relationships among people, human relationship that exist because of the necessary collaboration of men and women in the employment process of modern industry.”

In a narrow legalistic sense, industrial relation is a subject of study and aspect of management which includes the relationship between, employers and employees. But in a broad sense, the term: industrial relation includes the relations between the various unions between the state and the union as well as those between the employers and the government.

Relations of all these associated in industry may be called industrial relation. It includes individual relation and joint consultation between employers and workers of the place of work. According to the International Labour Organization, industrial relations means relationship between the state on the one hand and the employers and employees organizations on the other hand and the relationship among the occupational organizational themselves.

HRM Question and Answers:- Q.17. Briefly explain the importance of discipline.

Ans. Discipline is vital for smooth functioning of an organisation. It is compliance with rule, procedures and etiquette and helps to maintain order and decorum. The fundamental purpose of discipline is to maintain good industrial relation in the organisation by establishing harmonious relationship between the employers and employees. It also develops feeling of cooperation among workers.

Other incidental purposes of discipline are developing a sense of equanimity and spirit of tolerance, adjustment among superior and subordinates, acceptance to the rules, regulation and procedure of the system on the part of workers, securing responsible behaviour on the part of employees, improving overall effectiveness of the organisation, by emphasizing organisational culture.

Discipline indicates the behaviour of employees, which is governed by informal norms. It is essential for smooth discharge of duty not only in administration, but also in social and civic life. It is necessary to avoid misuse of official power and resource. Lack of it leads to corruption.

Discipline is very essential in civil service. If the civil servant is involved.in corruption no doubt, other people followed it. Discipline in the service is very essential for an efficient personnel system. Promotion of the employees depends upon their good behaviour and observance of discipline in the service. To prevail abuse of power by the civil servants, disciplinary rules are more essential.

HRM Question and Answers:- Q.18. Discuss the basic objectives of human resource management effectiveness.

Ans. In the opinion of Jucius- Human resource refers to a whole consisting of inter-related, inter- department and interacting physiological, sociological and ethical components. Again he explain that “Human resource management may be defined as that field of management which has to do with planning, organising and controlling the functions of procuring, developing, maintaining and utilising a labour force. Human resource management is known by different names, e.g. personal management, manpower management personal administration, staff management etc.”

The basic objectives of human resource management effectiveness may be explained as follows:

1. To maintain high morale and good human relations within the organisation.

2. To help the organisation attain its goods by providing well-trained and well-motivated employees.

3. To bring about maximum individual development of members of the organisation by providing opportunities for training and advancement.

4. To develop and maintain a quality life.

5. To secure the integration of all the individuals and groups with the organisation by reconciling individual.

6. To help maintain ethical policies and behaviour inside and outside the organisation.

7. To recognise and satisfy individual needs and group goals by offering appropriate monetary and non-monetary incentives.

Management is primarily dealing with human beings and its problem. But it is no doubt; management is the development of people, not the direction of things.

HRM Question and Answers:- Q.19. What do you mean by Human Resource Department?

Ans. Human resource department is established as a staff department to advise all other departments and the top management on human resource matters, within the human resource department the relations are of line type. Human resource manager is the head of the human resource department.

The human resource department is set up to provide advice and assistance to line manager in performing their human resource functions. By providing advice and information, human resource department enables a line manager to concentrate on technical/operative responsibilities of his department.

Therefore, the final authority and responsibility for the management of human resource still rests will line managers. Thus, human resource management is a line management’s responsibility, but a staff function.

HRM department may consist of human resource manager, human resource officers and a few assistants/ clerks. Management is getting things done through and with people, responsibility of managing people rests with the line manager. Therefore, HRM is the responsibility of every manager and not that of the HRM department alone. But line managers advice and assistance in HRM matters.

HRM department provides specialised advice, assistance and information to line executives so that they may concentrate on their respective functions. HRM is a staff function and it helps all executives in making the organisation a good place to work in. The HRM department has staff relationship with other departments and it acts in an advisory capacity.

HRM Question and Answers:- Q.20. Define conflict.

Ans. “Conflict is an interpersonal process that springs from disagreements over the goals to attain or the methods to be used to accomplish those goals”.

“It is a process in which an effort is purposely made by one person or unit to block another so as to frustrate others in attaining goals”. – Stephen Robbins.

“Conflict is the condition of objective incompatibility between values and goals”. – Ralph Kilmann and Kenneth Thomas.

HRM Question and Answers:- Q.21. What is the purpose for conducting selection interview?

Ans. The overall purpose of selection interviews in an organization are as follows:

a. Help to obtain additional information from the applicant

b. Facilitate giving general information to the applicant such as company policies, job, products manufactured etc.

c. Help to build the company’s image among the applicants.

HRM Question and Answers:- Q.22. Briefly describe the importance of m otivation.

i. Leads to high performance

ii. Enhances morale.

iii. Increases productivity.

iv. Reduces Turnover/absenteeism.

v. Induces cooperation and team spirit.

vi. Helps in assuming responsibility and working in disciplinary manner

vii. Helps in better utilisation of resources.

viii. Helps achieve organisational goals.

HRM Question and Answers:- Q.23. Explain the main characteristics of staffing?

Ans. Main Characteristics of Staffing are:

1. Staffing is an integral part of the management process.

2. It is required in each and every organisation. It is a pervasive function.

3. It is concerned with attracting and retaining people.

4. It is the function of every manager and not simply of Human Resource Department.

5. It is a continuous function because needs of an organisation keep on changing and some people leave the organisation from time to time.

HRM Question and Answers:- Q.24. Explain the role of audit in Human Resource Management.

Ans. Role of Audit in the human resource management is most important. There is no legal provision to carry out human resource audit. But conscious employers voluntarily use it as a tool for evaluation and control of human resource function.

Evaluation and critical review of human resource function is no less important than that of accounting and finance function. Therefore, human resource audit is most essential to check the organisational performance in the management in the human resources.

In recent years, role of human resource audit has increased due to the following reasons:

1. Now-a-days trade union have more powerful and playing more active role in human resource management. They often question management’s competence in industrial relation. Management can meet this challenge through human resource audit.

2. Role of human resource audit is essential due to rising labour cost and increasing opportunity for competitive advantage in human resources management.

3. In order to protect employee interest central and state governments intervene more the activities of human resource management here audit of human resource is helpful in avoiding such intervention of government.

4. As an organisation grows, continuous feedback is required to improve the performance of its personnel. Human resource audit provides the required feedback. It is necessary in a diversified and decentralised organisation.

5. Growing proportion of technical, professional and women employees creates more difficult problems in human resources. Audit is required to tackle these problems. Other important role of human resource audit is that, it encourages greater responsibilities and professionalism among members of the HR department It improves the professional image of the HR department.

HRM Question and Answers:- Q.25. What are the different objectives of HRM?

1. Societal Objectives – To be ethically and socially responsible to the needs and challenges of the society while minimizing the negative impact of such demands upon the organization.

2. Organizational Objectives – To recognize the role of HRM in bringing about organizational effectiveness. HRM is only means to achieve to assist the organization with its primary objectives.

3. Functional Objectives – To maintain department’s contribution and level of services at a level appropriate to the organization’s needs.

4. Personal Objectives – To assist employees in achieving their personal goals, at least in so far as these goals enhance the individual’s contribution to the organization. This is necessary to maintain employee performance and satisfaction for the purpose of maintaining, retaining and motivating the employees in the organization.

HRM Question and Answers:- Q.26. Differentiate between training and development.

Ans. Although training is often used in conjunction with development, the terms are not synonymous. Training typically focuses on providing employees with specific skills or helping them correct deficiencies in their performance. For example, when an organisation is introducing new equipment, they may give training to their workers regarding how to use that equipment on their job. In contrast, development is an effort to provide employees with the abilities the organisation will need in the future.

1. In training, the focus is solely on the current job while in development, the focus is on both the current job and the jobs that employees will hold in future.

2. The scope of training is on individual employees, whereas the scope of development is on the entire work group or organisation.

3. Training is job specific and addresses particular performance deficits or problems, while development is concerned with the workforce’s skills and versatility.

4. Training tends to focus on immediate organizational needs and development tends to focus on long-term requirements.

5. The goal of training is fairly quick improvement in workers’ performance, whereas the goal of development is the overall enrichment of the organisation’s human resources.

HRM Question and Answers:- Q.27. Briefly describe the importance of HRM.

i. Human resources, along with financial and material resources contribute to the production of goods and services in an organization.

ii. It is through the combined and concerted efforts of people that monetary and material resources are harnessed to achieve organizational goals.

iii. Personnel management policies: A policy is a statement or general guidelines for employees to make decisions in respect of to any course of action.

iv. Personnel policies provide guidelines for a variety of employment relationships and identify the organization’s intentions in recruitment, selection, development, promotion, compensation, motivation etc.

HRM Question and Answers:- Q.28. What are the various o bjectives of HRD?

1. Work Opportunity – HRD provides an opportunity and a systematic framework for the development resource in the organisation for full expression of their talents.

2. Development of Traits – HRD is associated with the development of total personality so that these can show and use their talent for the benefit of the organisation.

3. Ability development – HRD makes capable employees. Thus they can develop their capability by which they can do their present job easily.

4. Creative Motivation – HRD manager motivates employees and improve their level of performance.

5. Good Relation – HRD manager stresses the need of coordination which is used for the benefits of himself and for the benefits of those who come in their contact.

6. Develop team spirit – HRD manager develops the spirit of teamwork; team work for it is used for the effective cooperation and coordination of each employee which ultimately checks industrial unrest.

7. Organisational Growth – HRM manager is responsible for developing health, culture and effective work plan which always result in more profitability.

8. Human Resource Information – HRM manager in general keeps all records to employees working in his organisation; these can be used at any time when these are needed.

HRM Question and Answers:- Q29. What is the importance of training ?

1. Training enables the management to face the pressure of changing environments.

2. Training usually results in the increase of quantity and quality of output.

3. Training leads to job satisfaction and higher morale of the employees.

4. Trained workers need lesser supervision.

5. Trained workers enable the enterprise to face competition from rival organization.

6. Training enables employees to develop and rise within the organization and increase their earning capacity.

7. It moulds the employee’s attitudes and helps them to achieve better co-operation with the organization.

8. Trained employees make better economic use of materials and equipment resulting in reduction of wastage and spoilage.

9. Training instructs the workers toward better job adjustment and reduces the rate of labour turnover and absenteeism.

HRM Question and Answers:- Q.30. Briefly explain the nature of career planning?

1. A Process – Career planning is a process of developing human resources rather than an event.

2. Upward movement – It involve upward movement in the organizational hierarchy, or special assignments, project work which require abilities to handle recurring problems, human relations issues and so on.

3. Mutuality of Interest – The individual’s interest is served as his needs and aspirations are met to a great extent and the organization’s interest is served as each of its human resources is provided an opportunity to develop and contribute to the organizational goals and objectives to the optimum of its ability and confidence.

4. Dynamic – Career planning is dynamic in nature due to an ever changing environment.

HRM Question and Answers:- Q.31. What are the important e lements of a good appraisal system ?

a. Reliability and validity

b. Standardization

c. Training to Appraisers

d. Employee access to results

e. Post Appraisal Interview

f. Not vindictive in nature

g. Job relatedness

h. Practical viability

i. Clear Objectives

j. Periodic Review.

HRM Question and Answers:- Q.32. Why is performance appraisal n eeded?

1. To create and maintain satisfactory level of performance.

2. To contribute to the employees growth & development through training and self & management development program.

3. To help the superior to have a proper understanding about their subordinate.

4. To grid, the job changes with the help of continuous ranking.

5. To facilitate fair and equitable compensation based on performance.

6. To facilitate for resting & validating selection test, interview techniques through comparing their scores with performance appraisal.

7. To providing information for making decision regarding lay off, retrenchment, retirement.

8. To suggest changes in employees behavior.

HRM Question and Answers:- Q.33. Briefly explain t raining versus education.

Ans. Training is learning job specific KSAs i.e., acquisition of knowledge, skills and attitudes that one requires to do a particular job. While, education is learning general KSAs that may directly or indirectly help an individual in his job.

Training and development can be contrasted as follows:

i. Opportunity of learning.

ii. It is time specific.

iii. Every training should ideally result in development.

Development:

i. Outcome of learning.

ii. It is continuous, never-ending life long process.

iii. Development may/may not be because of training. Development can be at times because of non-training factors too.

HRM Question and Answers:- Q.34. Who are c areer anchors ?

Ans. Career anchors are distinct patterns of self – perceived talents, attitudes, motives and values that guide and stabilize a person’s career after several years of real world experiences and feedback. Career anchors denote the basic drives that create the urge to take up a certain type of a career.

These drives are as follows:

a. Managerial Competence – Person having this drive seek managerial positions that provide opportunities for higher responsibility, decision making, control and influence over others.

b. Technical Competence – People having this anchor seek to make career choices based on the technical or functional content of the work. It provide continuous learning and updating one’s expertise in a technical or specialised area such as quality control, engineering, accounting, advertising, public relations etc.

c. Security – If one’s career anchor is security than he is willing to do what is required to maintain job security (through compliance with organisational prescriptions), a decent income and a stable future.

d. Creativity – This drive provides entrepreneurial and innovative opportunities to the people. People are driven by an overwhelming desire to do something new that is totally of their own making.

e. Autonomy – These people seek a career that provides freedom of action and independence.

HRM Question and Answers:- Q.35. Compare the functions of HRM and HRD.

HRM Function :

i. The HRM function is a routine, maintenance oriented administrative function.

ii. HRM function is seen as an independent function with independent sub-functions.

iii. HRM function is regarded as mainly a reactive function responding to the demands of the organization as and when they arise.

iv. HRM is supposed to be an exclusive responsibility of the personnel department.

v. HRM takes a very narrow view of its scope and aims only at developing and administering people.

vi. HRM function considers salary, economic rewards, job simplification and job specialization as important motivators.

vii. HRM function considers improved satisfaction and morale as the cause of improved performance.

HRD Function :

i. HRD is a continuous development function. The major attention of HRD is on improving the human process.

ii. HRD is viewed as a sub-system of a larger system. This means that the design of HRD cannot be considered in isolation.

iii. HRD is regarded as a proactive function- The function of HRD is not merely to cope with the needs of the organization but to anticipate them and to act on them in advance in a continuous and planned way.

iv. HRD aims at developing the capabilities on all line managers to carry out various personnel functions themselves.

v. HRD takes a much wider view of its scope and aims at developing the total organization.

vi. HRD emphasizes the importance of higher needs in motivating individuals. It considers informal organization, autonomous work groups, job enrichment, job challenge and creativity as the main motivating forces.

vii. HRD considers improved performance as the cause and improved satisfaction and morale of as its results.

HRM Question and Answers:- Q.36. What are different trends in the nature of work?

Ans. (i) Technological Changes:

Technological changes have already taken over the age old management in manufacturing, communications, designing raw material supply, storage movements, by accepting near to method techniques, products, machines, raw materials supply chain, logistics, thus helping increasing productivity and reduce number of employees.

Labour intensive blue collar and clericals jobs have started declining with arrival of the new techniques. Technology will also force companies to be competitive, job redesigning, change in organisation structures are being accepted.

Information technology has also speeded up what experts call the “call of hierarchy”, in other words managers depend less and less on yesterday’s stick-to-the chain of command approach to organising.

(ii) Another Trend Refers to Globalization:

This refers to the tendencies of companies to extend their sales or manufacturing to the new markets abroad for business, internationally, production is becoming globalised too, as manufacturing facilities are put around the world by manufacturers, at places which give them better advantages.

This globalization of markets and manufacturing has vastly increased international competition, changes are taking place in the nature of work, jobs due to the trends in technological change and globalization. Information technology including fax machines, personal computers and after e-business applications have allowed companies to relocate operations to locations with lower wages.

There is trend to use temporary and part time workers, employees on contract basis and as consultants. There is trend to get work done through service industry, to get knowledge through Information Technology. An enormous shift from manufacturing jobs to service jobs is taking place in America and Western Europe.

Other trends affecting Human Resource Management relate to legal protection to employees in the matter of employment, health of employees, safety provisions, and union-management relations.

HRM Question and Answers:- Q.37. Discuss various applications of job analysis.

Ans. Job analysis is useful or applied in the following fields:

1. Organisational Design:

Job analysis are useful in classifying jobs and interrelationship among them. Responsibility commensurate with authority and accountability for various jobs can be specified so as to minimize duplication or overlapping. In order to improve organisational efficiency, sound decisions concerning, hierarchical positions and functional differentiation can be taken on the basis of information obtained through job analysis.

2. Requirement and Selection:

Job analysis provide information about the task, responsibilities, knowledge and skill required for a job. It is helpful for recruitment and selection of employee. Job analysis provides understanding of what an employee is expected to do on the job.

3. Performance Appraisal:

Job analysis determines performance standards of the job. So an employee performance is compared with the standard set with the help of job analysis.

4. Training and Development:

Job analysis provides valuable information required to identify training needs to design training programs and to evaluate training effectiveness.

5. Human Resource Planning:

Job analysis is an essential element of effective human resource planning. It helps in determining quality of human resources required in an organisation. It also provides useful information for forecasting manpower requirements in term of knowledge and skills.

6. Health and Safety:

Job analysis reveals unhealthy and hazardous environmental and operational conditions in various jobs. Heat, noise, dust, fumes etc. are examples of such condition. On the basis of such information, management can develop measures to ensure the health and safety of employees.

7. Job Evaluation:

On the basis of job analysis, worth of different jobs are determined. It is helpful in developing appropriate wage and salary structure.

8. Labour Relation:

Information obtained through job analysis is helpful to both management and trade unions for collective bargaining. It is also helpful to resolve disputes and grievances originated in the workplace.

HRM Question and Answers:- Q.38. Discuss the classical approaches to job design.

Ans. The classical approach was developed by F.W Taylor with his principles of scientific management. On the basis of his principles of scientific management jobs are designed in most of the organisations. These principles have focus on the planning, standardizing and improving human effort at the operative level for higher productivity.

The scientific management approach has provided the following principles for job design:

(i) Specialisation- Workers should be selected to perform specific tasks so as to ensure narrow specialisation.

(ii) Monetary Compensation- Monetary compensation will be provided to the employees for their efficient performance.

(iii) Training- Workers should be trained for better performance of work.

(iv) Task Fragmentation- Every task should be fragmented into small components in order to improve technical efficiency.

(v) Optimization of Technology- Through scientific study and analysis, the best method for doing a task is developed.

(vi) Individual Responsibility- Each worker is responsible for their own task. One man can do one job. All these principles of Taylor appear as a rational and task-centered approach to job design. Standardisation, simplification and specialisation help to make job-holders experts leading to higher productivity, and lower costs.

HRM Question and Answers:- Q.39. Define promotion.

Ans. The term “promotion” covers a change and calls for greater responsibilities, and usually involves higher pay and better terms and conditions of service. Promotion may be defined as “an upward advancement of an employee in an organisation to another job, which commands better wage, better prestige and higher opportunities, responsibilities, and authority, better working environment, hours of work and facilities, and a higher rank.”

According to L.D. White, “Promotion means an appointment from a given position to a position of higher grade, involving a change of duties to a more difficulties type of work and greater responsibility, accompanied by change of title and usually an increase of pay.”

Thus, promotion means progress from a lower to a higher class with the change of duties and responsibilities. When an employee is promoted, it leads to the increase in his salary and grade also. But only increment in salary is not called promotion. Also if the employee is promoted and there is no increase in the employee’s pay, it is called a ‘dry’ promotion.

HRM Question and Answers:- Q.40. What are the four components of 360 degree appraisal?

Ans. Performance appraisal has come to occupy a vital place in human resource function. 360 system involves evaluation of a manager by everyone above, alongside and below him. Several corporations like General Electric, Reliance Industries, Crompton Greaves, Godrej soaps, and Wipro, Infosys, Thermax, etc. are making use of this technique.

There are four integral components of 360 Degree Appraisal:

(1) Self-Appraisal

(2) Superior’s Appraisal

(3) Subordinate’s Appraisal

(4) Peer Appraisal

HRM Question and Answers:- Q.41. What are the limitations of MBO?

Ans. MBO suffers from the following drawbacks:

1. Difficulty in Goal Setting- It is often blue- collar workers are unable to set their job goals.

2. Problem of Participation- Traditional hierarchical structures and authoritative attitudes do not allow active participation of subordinates in goal- setting. In practice, leadership style of many managers may not be compatible with participative goal-setting.

3. Lack of Understanding- MBO often fails due to lack of knowledge about the philosophy and process of MBO. Failure to carefully monitor the system is also a problem.

4. Time-Consuming and Expensive- MBO programme involves considerable time, energy and expenditure. It is difficult to administer because continuous interaction between superior and the subordinate is required.

5. Inflexibility- MBO can be self-defeating if it fails to take into consideration the deeper emotions of people. Rating of every individual on the basis of specific targets may make it difficult to compare the ratings.

HRM Question and Answers:- Q.42. Explain the objectives of job evaluation.

Ans. Job evaluation has various objectives, which are given below:

i. To provide a basis for wage negotiations with trade unions.

ii. To provide a framework for periodic reviews and revision of wage rates.

iii. To develop a consistent wage policy.

iv. To establish a rational basis for incentive and bonus schemes.

v. To determine equitable wage differentials between different jobs in the organisation.

vi. To eliminate wage inequities.

vii. To enable management to gauge and control the payroll costs.

viii. To minimise wage discrimination on the basis of age, sex, caste, region and religion, etc.

HRM Question and Answers:- Q.43. Discuss material and non-material incentives.

Ans. Incentive is the important motivational factor. Every organisation provided financial incentives and non-financial incentives to its employees to motivate them. It also provide opportunity for hard working and ambitious workers to earn more. It helps in minimizing absenteeism and in improving productivity.

Therefore, every organisation provided two types of incentives to its employees:

(a) Material incentives, and

(b) Non-material incentives.

(a) Material Incentives:

Material incentives are the primary needs of the individuals which must be satisfied. It includes food, cloth and shelter. It is provided by the employer to its employee directly.

Material incentives are of two types:

1. Individual Incentives, and

2. Group Incentives.

(b) Non-Material Incentive Plans:

Non-material incentive plans are mostly used in administration field. It stress on the higher needs of employee. It assists for promotion and nomination to higher posts. It is provided through appreciation letters, merit certificates, medals, more meaningful involvement in decision-making and opportunity for self-growth. In this plan, for any welfare activities, an employee doesn’t get any financial incentives rather provided with non-financial incentives, which sustain the morale of that employee.

HRM Question and Answers:- Q.44. What are the features of profit sharing ?

Ans. The different features are:

1. The payment is in addition to normal wages and allowances.

2. It is an agreement made between an employer and his employee at the unit level or at the industrial level.

3. Such agreement as voluntary.

4. The profit-sharing is not based on individual merit or performance. Rather it is a reward for collective effort.

5. Workers share the profits only and do not contribute to the company’s loss.

6. The employee participating in the scheme must have some minimum years of service or other qualification.

HRM Question and Answers:- Q.45. What are the different kinds of pension ?

Ans. Pensions are of different types, they are:

1. Superannuation Pension- Superannuation pension given to an officer who retires at the prescribed age. It was maintain in rules of Central Civil Service.

2. Retiring Pension- Retiring pension given to an officer who retires after completing a fixed period of qualifying services.

3. Invalid Pension- Invalid pension, given to an employee who retires from service because of his mental weakness or bodily weakness, permanently incapacities for his work. But it is certified by the appropriate medical authority.

4. Compensatory Pension- Compensatory pension granted to an officer whose permanent post is abolished and the Government is unable to provide him with an alternative post on such equal rank of post is offered to him, but not accepted by him

5. Compassionate Allowances- Such allowances are granted to a public servant, when pension is not admissible on account of a public servant’s removal from service for misconduct, insolvency or inefficiency.

6. Compulsory Retirement Pension- Such pension is granted to a government servant, when he is compulsorily retired as a penalty.

7. Extra-ordinary Pension- Extra-ordinary pension are provided for-

(a) Injury Pension.

(b) Family Pension.

HRM Question and Answers:- Q.46. What are annual confidential reports and there shortcomings?

Ans. The term “Annual Confidential Report” or Confidential Character Role is used to name performance appraisal chart in government generally, confidential report is a report which is prepared by the employee’s superior. It deals the strength and weaknesses, achievements and failures of the employee. It is also used for promotion and transfers of employee. In the modern time a negative confidential report is required to be communicated to the employee.

To adopt a system of promotion by merit calls for an efficient performance appraisal system. The true purpose of a performance appraisal system is primarily to assess the capabilities of a person in terms of his contribution towards the achievement of organisational goals.

A performance appraisal model will be of great use in reforming annual confidential report Confidential report have far-reaching influence on the career of an employee, it remarks such as-good, very good, satisfactory, fair, etc. are not made with precision and each one of these has different implications.

Shortcomings:

Annual confidential reports should be limited to the span of control and it became a meaningless routine activity. Assessment of employee made in terms of satisfactory, good, outstanding differs from officer to officer and also department to department it is a common complaint that appraisal reports are never written on time. Time lag means that reporting and reviewing authorities do not remember all benchmarks of performance for the period under assessment.

HRM Question and Answers:- Q. 47. What is the importance of HR audit?

Ans. Importance of HR Audit:

1. To ensure the effective utilization of an organization’s human resources.

2. To review statutory compliances with a myriad of administrative regulations.

3. To instill a sense of confidence in management and the human resources function that it is well managed and prepared to meet potential challenges.

4. To maintain or enhance the organization’s and the department’s reputation in the community.

5. To perform a “due diligence” review for shareholders or potential investors/owners.

HRM Question and Answers:- Q.48. Critically discuss the principal methods of wage and salary payment.

Ans. Pay is a motivational factors. According to Manson Haire, Pay in one form or another is certainly one of the mainspring of motivation in our society. The survival services depend on the level of remuneration offered. Therefore a salary system so designed that it attract, retain and motivate the employee towards the organisation. Also it is the responsibility of manager in the organisation to motivate the employee towards the work place.

Every task in the organisation is effectively done if there are a right number of employees with the right level of talent and skill and right incentive. An adequate and sound salary structure is the “sine qua non” for organisational efficiency and effectiveness. Inadequate compensation creates strikes, intensive tensions rivalries, frustration, poor performance and low morale of the employees.

Methods of Wage Payment:

Generally there are two methods of wage payment:

1. Time wage system

2. Piece wage system.

1. Time Wage System:

Under this system, wages are paid on the basis of time spent on the job irrespective of the amount of work done. The unit of time may be a day, a week, and a fortnight or a month. In the past, daily wages have been the most common basis and therefore, it came to be known as the “Day wage system.”

2. Piece Wage System:

Under this system, remuneration is based on the amount of work done on output of a worker. One unit of output is considered as one piece and a specific rate of wage is paid per piece. Greater is the number of pieces produced by a worker, higher is his remuneration, thus, a workman is paid in direct proportion to his output. It is called payment by results.

HRM Question and Answers:- Q.49. What are the f unctions of HRD ?

Ans. The functions are:

1. Performance appraisal

2. Employee Training

3. Employee Development

4. Organizational Change

5. Organizational Development

6. Career planning and development

7. Involvement in social and religious Organizations

8. Involvement in Quality Circles

9. Involvement in Workers Participation in Management

10. Job rotation

11. Rewards

12. Feedback and Counselling

HRM Question and Answers:- Q.50. What are the six steps in training?

Ans. Important steps in training are:

1. Discovering or identifying training needs.

2. Preparing the instruction or getting ready for the job.

3. Preparing the trainee.

4. Presenting the operation.

5. Try out the trainee’s performance.

6. Follow-up or rewards and feedback.

HRM Question and Answers:- Q.51. What is profit sharing?

Ans. Profit-sharing plan is an important supplement to wages and a good financial incentive, the purpose of profit-sharing is to distribute additional profit among employees in the form of bonus or incentives, which may be paid in cash or transferred to their account. The company contributes a portion of its pretax profits to a pool that is distributed among eligible employees.

The amount distributed to each employee may be based on employee’s basic salary. It means the employees, who get higher salaries receive a slightly higher amount of profits. This is actually done on an annual basis.

According to the International Labour Organisation, “Profit-sharing is a method of industrial remuneration under which an employer undertakes to pay to his employees, a share in the net profits of the enterprise in addition to their regular wages. The main objective of profit-sharing is to create unity of interests and the spirit of cooperation.”

HRM Question and Answers:- Q.52. Briefly explain the importance of career planning.

Ans. Importance of career planning are:

1. To attract competent persons and retain them in the organization.

2. To provide suitable promotional opportunities,

3. Map out careers of employees suitable to their ability, and their willingness to be trained and developed for higher positions.

4. To ensure better utilisation of managerial reserves within an organization.

5. To reduce employee dissatisfaction and turnover.

6. To correct employee placement.

7. To improve employee morale and motivation by matching their skills to job requirements.

8. To achieve higher productivity and organization developments.

9. To provide guidance and encourage employees needs to fulfill their potentials.

HRM Question and Answers:- Q.53. Is performance appraisal advantageous?

Ans. The advantages of performance appraisal are:

1. SWOT Analysis – Performance Appraisal gives a complete idea of the employee’s strength, weaknesses and based on that their opportunities and threats.

2. Career Planning – On the basis of one’s own SWOT analysis, an employee can have his career plans.

3. Suitable Placement – Performance appraisal enables a company to give suitable placement to an employee based on their talents and skills.

4. Self-Development – Performance Appraisal is very much a positive activity which enables an employee to know his own weaknesses and also enables him to remove their weaknesses and lead to self-development.

5. Effective Training Program – Training programmes can be drawn out on the basis of the needs of employees to remove their weaknesses.

6. Sound Personnel Policies – Personnel policies for promotions, transfer must be sound and objective. Performance Appraisal provides valuable information and reliable data for such decisions.

7. Employee-Employer Relations – Will be healthy if performance Appraisal information will be used for personnel management. This will minimize grievances and improve confidence in the management.

8. Higher Employee Productivity – Employer morale will be high because there can be a system of rewards for employees with higher performance. This will improve organization productivity.

9. Human resource planning – Performance Appraisal will help in potential human resource planning.

HRM Question and Answers:- Q.54. Why is training needed?

Ans. Training is needed for following purposes:

1. To match the Employee specifications with the job Requirements and Organizational needs.

2. Organizational viability and the transformation process.

3. Technological Advances.

4. Organizational Complexity.

5. Human Relations.

6. Change in the job assignments

7. To increase productivity

8. To improve quality of the products and services

9. To improve organizational climate

10. To improve health and safety

11. To prevent obsolescence

12. Effect personal growth

13. Minimize the resistance to change

14. To act as a mentor

HRM Question and Answers:- Q.55. Do you think reskilling can prove to be beneficial to both the organisation and the employees?

Ans. Reskilling means an employees, where he get chance to proceed towards a new career path with the same employer. It further provides a chance to the personnel to make use of their already acquired skills in conjunction with the newer opportunities and challenges faced by the organisation.

Reskilling employees should be on ongoing process. In the reskilling process both employees and employers have more trust and commitment Therefore, reskilling can prove to be beneficial to both the organisation and also to the employees.

The importance of reskilling has been discussed in the following:

1. Reskilling employees should be never-ending process.

2. It help employees to accelerate skill development

3. It enhance job satisfaction, reduces employee turnover.

4. It mainly focus on employee’s performance, what they do best for the firm.

3. It provides not only information on personnel, but also gets information on strength of employees on different position.

6. Reskilling employees to be effective through distance mode, the role, responsibility and performance of the training institution.

HRM Question and Answers:- Q.56. What is learning?

Ans. According to Burgoyne and Hodgson, “Learning is a process through which an individual goes through qualitative changes in comparison to what has been conceived by him or her earlier in life.”

Learning is the process through which an individual acquire some knowledge or skill which is helpful not only in his present life, but also in his future life. He utilise that acquire knowledge and skill, in different field. Learning is a natural or never ending process.

It effects the individuals. By this individual are totally change. It is a process through which individual learn how to adjust with the prevailing or complex situation. It is a continuous or life long process, throughout the life, individual learn something.

HRM Question and Answers:- Q.57. Explain the importance of management development.

Management development is necessary for the following reasons:

1. Today, labour-management relations are complex. Workers are better educated and more aware. More competent managers are needed to manage to modern workforce.

2. Management needs education and training to understand and adjust to changes in socioeconomic forces. Changes in public policy, social justice, industrial democracy, ecology, cultural anthropology are the main socioeconomic changes.

3. Management of state enterprises, public utilities and civic bodies improve operational efficiency,

4. The size and complexity of organisations are increasing. Managers need to be developed to handle the problems of complex organisations in the face of increasing competition.

5. Management development programmes are required to train and develop professional managers.

6. Business and industrial leaders are increasingly recognition their social and public responsibilities.

HRM Question and Answers:- Q.58. Discuss the advantages or benefits of total quality management.

Ans. Advantages and Benefits of TQM:

1. It Channelises the procedures necessary to achieve quality performance. Quality cannot be achieved instantly. It requires a systematic and long- term planning and strategic approach by focusing on defining the quality policies, goals and objectives. All the organisations adopting Statistical Quality Control (SQC) and Statistical Process Control (SPC) techniques and developing and using a system of evaluation. The aim of the organisations is to achieve the desired and objective quality performance.

2. It helps examine critically and continuously all processes to remove non-productive activities and waste. The organisation always aims at improving productivity asset, leads to reduction in cost resulting in increased unprofitability. A continuous effort to identify the problems and to resolve them helps to reduce the waste. Thus, the culture of well-being improves housekeeping, cost effectiveness and safety.

3. It gears organisations to fully understand the competition and develop an effective combat strategy. The dynamic changes has been taken place especially in the global market and also in the open market policies adopted by a large number of organisations, which help to increase competition among them.

It is essential for each and every organisation today to understand the competition and develop and adopt suitable strategies to meet the challenge. It also helps to understand the pulse of the customer. Therefore, the market gives an edge to the organisation to meet the competition.

4. It helps to develop good procedure for communication and acknowledging good work. Improper procedures and inadequate communication create misunderstanding, confusion, low productivity, poor quality, low morale and so on Total Quality Management bring together members of different levels of management.

HRM Question and Answers:- Q.59. What is National Renewal Fund (NRF)?

Ans. The new industrial policy was announced by the Government of India on July 24, 1991. Its main aim is to protect the interest of the worker, enhance their welfare and equip them in all aspects to deal with the inevitability of technological change. The Government of India believes that no small section of society can corner the gains of growth, leaving workers to bear its path. Labour will be made on equal partner in progress and prosperity.

Worker’s participation in management will be encouraged to participate in the packages designed to turn around sick companies. Intensive training, skill development and upgradation programmes will be launched. National Renewal Fund (NRF) was prepared by the Department of Industrial Development in January, 1992. During the year, discussion is on that, the labour will not be thrown out of employment in the name of modernisation.

On the whole, the NRF was constituted on February 3, 1992 but become operational only in early 1993. On May 5, 2000 the NRF in its original form was abolished accordingly. At present the budgetary support for implementation of VRS in central public sector undertakings has been made available directly to the concerned administrative ministries by Ministry of Finance from the financial year 2001-2002 and funds required for retraining of rehabilitation of employees availing VRS has been placed with the Department of Public Enterprises from 2001-2002.

HRM Question and Answers:- Q.60. Briefly describe the concept of strategic human resource management.

Ans. The concept of Strategic Human Resource Management (SHRM), defined as the integration of HRM with the strategic goals which improve business performance for achieving organizational goals. It mainly accepting the HR function of the company’s strategies through planned HR activities such as, recruiting, selecting, training and rewarding personnel.

The strategic of HRM is mainly related to the culture, style and structure of the organisation. In the strategic of HRM, line managers is responsible for managing human resources, who basically manage people at work. HR policies, practices and activities are aligned with the objectives and strategies of the organisation.

HRM Question and Answers:- Q.61. What are the importance of redeployment?

Ans. The importance of redeployment has been discussed in the following:

(i) It offers employees unique opportunities such as multiple career pathways and opportunities for development.

(ii) It promote the organisation as an employee of choice.

(iii) Reinforce work ethos and commitment to the spirit of service.

(iv) The employee is to be consulted on any proposed appointment

(v) Individual employee’s entitlement to privacy must be respected throughout the process and information then can only be released with their agreement.

(vi) Any redeployment process must fit easily within the overall restructuring programme and be easy to understand and administer within a reasonable time.

(vii) Retain people who are familiar with the organisational networks, culture and behaviour and ethical standards.

(viii) Retain institutional knowledge and specialised competencies.

HRM Question and Answers:- Q.62. Discuss the objectives of management development.

Ans. Management Development means development of the managerial activities or development of manager, as manager play an important role in the management.

Objectives of management development is:

1. To provide opportunities to executives to fulfil their career aspiration.

2. To sustain good performance of manager to prepare him for higher jobs in future.

3. To ensure required number of managers with the needed skills to meet the present and anticipated future needs of the organisation.

4. To ensure that the managerial resources of the organisation are utilised optimally.

5. To improve the performance of manager at all levels of activities.

6. To replace elderly executive who have risen from the ranks by highly competent and academically qualified professionals.

HRM Question and Answers:- Q.63. What are the limitations of training?

Ans. Training is considered as one of the lesser developed areas of public personnel administration- In many organisations it is failed due to its weakness in policies, procedures and practices relating to training activities.

It is failed due to the following reasons:

1. Lack of coordination among the training staff and other staff.

2. There is no clear training policy and have not proper linkage with HRD policy.

3. Top management have little confidence about the training methods which ensuring development of human resources.

4. Lack of efforts to make better utilisation of the trainees.

5. Organisational arrangements, budgetary allocations, staff resources, aids etc. are not adequate and properly placed.

6. Lack of seriousness in the procedures of training for ensuring effectiveness of training.

7. Lack of evaluation of training at various stages. The outcomes of training programmes are not mentioned.

HRM Question and Answers:- Q.64. What are the objective of capacity building?

Ans. Following are the objective of capacity-building:

1. For implementing and evaluating what worked, what did not and what was learnt in the process.

2. For bringing suitable modifications.

3. For identifying required resource to achieve identified outcomes.

4. For developing specific outcomes to achieve strategies and tactics.

5. For prioritizing the areas for improvement

HRM Question and Answers:- Q.65. What are the measures required for making workers participation in management successful?

Ans. The following steps are taken for making successful workers participation in management:

(1) Participation should be a continuous process. Adequate time must be allowed to let it take roots. It is a slow and steady process. It should be start from the shop floor level to the boardroom level.

(2) Proper training and education should be provided to the workers and their representatives, about the process of participative management.

(3) Workers should be made aware of the benefits of participation.

(4) Workers’ participation has looked after the workers interest on one side and efficiency, productivity, quality and profitability on the other side.

(5) Employers should adopt a progressive outlook. They should consider organisation a joint endeavour in which workers have an equal say. Employer should be made conscious of their obligation to workers and the benefits of participative management. They should provide security to workers.

(6) Strong, enlightened and truly representative trade union should be developed. Only one union should be recognised in each industrial unit to represent the workers.

(7) Employers and workers should agree on the objectives of industry. They would recognise and respect the rights and obligations of each other.

(8) Mere legislation cannot make participation successful. A true spirit of mutual cooperation and commitment to participation must be developed on the part of both management and labour. Both are in trust with each other.

HRM Question and Answers:- Q.66. What is meant by collective bargaining?

Ans. Collective bargaining is the process, where terms and conditions of employment are determined by mutual agreement between the employer and the employees. This process is called ‘collective’ as both employer and employees participate in groups rather than as individuals and bargaining refers to arriving at a stage of agreement using methods like discussion, exchange of ideas and facts, and negotiation rather than confrontation.

Collective bargaining is bipartite in nature because only the employers and the employees are involved in the bargaining process. The idea is that the employer and employee should not make decision unilaterally or with the intervention of any third party.

In 1973, the International Labour Office Workers Manual defines collective bargaining as “negotiation about working conditions and terms of employment between an employer, a group of employers or one or more employers’ organisations. On the one hand, and one or more representative workers’ organisations, on the other with a view to arrive at an agreement.”

HRM Question and Answers:- Q.67. How trade union was originated?

Ans. According to an old Sanskrit proverb, strength lies in the organisation. This is true for those who earn their living by service under a private employer or state. Trade unions have become vital part of organisation. It is true that if the employees do not organise themselves, it would be difficult for them to get better working condition and improve their life.

The idea of employees association first developed in private industry in the nineteenth century Socialism At that time workers were feel that employers are getting more profit by using their collective strength and employees could expect little, from their employers in the matter of wages and working conditions. As a result they were organized themselves into Trade Unions which arose in the wake of the Industrial Revolution.

At that time attitude of the government towards these unions was not good but time changes everything. In the initial stages, the authorities not only refused to recognize such bodies but vigorously prohibited the services from joining them. But in the recent years the pressure of the public employees on the governments became so pronounced that they latter had to submit to the wishes of the former.

Such change is due to two grounds-moral and practical. From moral point of view it was realised that the public services must have a voice in determining their own condition of Work. From practical point of view the co-operation of the employees with the employer was essential to stimulate the interest of the employees in their work and prevent administrative abuses. Such a participation was considered essential from efficiency and economy point of view.

Generally, Trade Union is formed by the employees of subordinate public services. Object of this union is to improve the wages, and other conditions of service of their members. If their demands are not fulfilled they do not hesitated to resort to strikes.

HRM Question and Answers:- Q.68. Define conciliation.

Ans. Conciliation is the process by which representatives of workers and employers are brought together before a third party. It involves friendly intervention of a neutral person or group of persons to help the parties to settle their dispute peacefully.

A Conciliation Officer, appointed by the government to settle the dispute. He investigates the dispute and sent his report to the government. He submits his report within 14 days from the date of commencement of conciliation proceedings. He has no power to force a settlement but assist the parties to reach an agreement.

The task of a conciliation officer is administrative and not judicial. If the dispute was not settled by a conciliation officer, government may constitute a Board of Conciliation. A Board of Conciliation consists of a chairman and two or four other members. The chairman is an independent person and its members are appointed by the dispute parties itself in equal number.

If any party fails to appoint any person as their representative Government shall appoint such person as their representative. The Board investigates the dispute and submits its report within two months. Conciliation method saves a lot of time and expenditure of the disputed parties.

HRM Question and Answers:- Q.69. What are the measures for improving industrial relations?

Ans. Following are the requirements for a sound industrial relations:

(1) Participative Management

(2) Collective Bargaining

(3) Responsible Union

(4) Sound Human Resource Policies

(5) Grievance Procedure

(6) Constructive Attitude

(7) Employee Welfare.

HRM Question and Answers:- Q.70. What is meant by incentives?

Ans. Incentives refer to those psychological stimulations which activate and motivate persons to do more work. Research has revealed that there is highly positive correlation between incentive and consequence. Every person needs incentive. It is difficult to attain the goal without inspiration. Employees do work only when it is gainful for them to do so.

In the words of George R. Terry, “Incentive means that which incites or has a tendency to incite action.”

Thus, it can be said that incentive is that attraction which motivates the employees to do more production. Incentive is taken as synonym of temptation or allurement.

HRM Question and Answers:- Q.71. What is the s cope of workers’ participation?

Ans. 1. Social Decisions- Hours of work, welfare measures, work rules, safety, health, sanitation and noise control.

2. Personnel Decisions- Recruitment and selection, promotions and transfers, grievance settlements, work distribution

3. Economic Decisions- Methods of manufacturing, automation, layoffs, shut-downs, mergers and acquisitions and other financial aspects.

HRM Question and Answers:- Q.72. What is the s cope of human resources management?

Ans. The scope of HRM is very wide.

1. Personnel Aspect:

This is concerned with man power planning, recruitment, selection, placement, transfer, promotion, training and development, lay off and retrenchment, remuneration, incentives, productivity etc.

2. Welfare Aspect:

It deals with working conditions and amenities such as canteen, creches, rest and lunch rooms, housing, transport, medical assistance, education, health and safety, recreation facilities etc.

3. Industrial Relations Aspect:

This covers union- management relations, joint consultations, collective bargaining, grievance and disciplinary procedures, settlement of disputes etc.

HRM Question and Answers:- Q.73. Define j ob specifications.

Ans. Job specifications specify the minimum acceptable qualifications required by the individual to perform the task efficiently. Based on the information obtained from the job analysis procedures, job specification identifies the qualifications, appropriate skills, knowledge, abilities, and experience required to perform the job.

It also specifies not only educational qualifications but also certain personality characteristics that may be required specifically for a job. At times, individuals with certain temperamental qualities may also be specified in job specifications. In other words, this process identifies the particular qualities needed in an individual to perform the job.

By reading them, the candidate should also get a fair idea as to the expectations of the organization. Another inherent factor is that the matching of the qualifications need to be done in such a manner that a matching exists with job requirements.

HRM Question and Answers:- Q.74. What does employee assistance programme include?

Ans. Employee assistance programmes include:

(i) Counselling to overcome death of a loved one, children-parent relation, husband-wife relation, alcoholism, drug abuse, depression, etc.

(ii) Legal assistance in property disputes, husband-wife separation, cheating cases etc.

(iii) Building better health- Pre-employment medical check-ups, teaching relaxation techniques, special diets, onsite physical rehabilitation, ergonomics, onsite gym, etc.

HRM Question and Answers:- Q.75. What is the importance of merit rating?

Ans. Importance of Merit Rating :

1. It is helpful to measure the performance of employees. On the basis of performance, we can utilize him in better works.

2. After telling the weak points of employees, we can increase the performance of employees.

3. It is the helpful to promote of employees.

4. Merit rating tells the strength and weakness of employee with proper record. So, it is helpful to give more training to employee. With training, we can convert his work points into strength points.

HRM Question and Answers:- Q.76. What are the steps involved in domestic enquiry?

Ans. The domestic enquiry require the following procedure for providing proper justice to the employee or to the management:

1. Opportunity provided to the employee for cross examining witnesses.

2. Enquiry officer is required to record his findings with reasons in his report.

3. Enquiry officer should be independent. He may be a senior officer of the organisations as mentioned in the standing orders of the organisation.

4. Witness is to be examined in the presence of the employee.

5. Employee has to be given a fair opportunity

5. Employee has to be given a fair opportunity to produce his witnesses, for his defense.

6. Opportunity provided to the other party to be heard in good faith.

HRM Question and Answers:- Q.77. What is the importance of HRM in recent time?

Ans. Human resource management has become very significant in recent time, due to the following reasons:

1. Increase in the size and complexity of organisation.

2. Growing expectations of society from employers.

3. Rapid technological development.

4. Increasing proportion of women in the work force.

5. Rapidly changing jobs and skills requiring long term manpower planning.

6. Risk of professional and knowledgeable workers.

7. Growth of powerful nationwide trade union.

8. Revolution in information technology that might affect the work force.

HRM Question and Answers:- Q.78. How is data collected for HR audit?

Ans. For the purpose of HR audit, data are collected by the outsider and insider. In collecting data, outsider reports are more important than the insider.

i. Asking Questions of the Data:

Most of the time data is found to be misleading. Therefore, the most purposes, trend comparisons may be preferable.

ii. Interpreting the Data:

After asking questions about the data, it is the responsibility of the HR department to assist the management in analyzing and interpreting the data.

iii. Stimulating Remedial Action:

Most organisations in the public sector are generating more than the adequate quantity of data. The main purpose of it is to stimulate remedial action. In some cases, the action may require consultation between the supervisor and the higher management.

HRM Question and Answers:- Q.79. Explain the meaning of stress.

Ans. The word stress is derived from the Latin term “stringers” which means “to draw tight”. Some defines stress as the non-specific response of the body to any demands made on it Stress is different from anxiety which is a state of uncertainty.

It is also different from agitation which is the physical part of anxiety. Stress also differ from frustration, which is blocked goal attainment.

Stress is a pressure condition causing hardship. It is an internal phenomenon and a mental attitude. If stress is the condiment strain is the salt and if there is an imbalance in condiment-salt relationship, the result is impala-table. Stress is generally believed to have a deleterious effect on health and performance.

HRM Question and Answers:- Q.80. What is the meaning and definition of selection?

Ans. Meaning of Selection :

Selection refers to the process by which qualified applicants are selected by means of various tests in pre-determined numbers, out of large number of applicants.

Definitions of Selection:

Following are the main definitions of selection:

(1) According to Dale Yoder, “Selection is the process in which candidates for employment are divided in two classes those who are to be offered employment and those who are not.”

(2) According to Weihrich and Koontz, “Selecting manager is choosing from among the candidates the one who best meets the position requirements.”

HRM Question and Answers:- Q.81. What are the steps involved in employee grievance procedure?

(i ) Identify grievances- Employee dissatisfaction should be identified by the managers if they are not expressed.

(ii) Define correctly- Management has to define the problem properly and accurately, after it is identified/acknowledged.

(iii) Collect data- Complete information should be collected from all the parties relating to the grievance. Information should be classified as facts, data, opinions etc.

(iv) Analyse and solve- Information should be analysed, alternative standard to the problem should be developed and best solution selected.

(v) Prompt redressal- The grievance should be redressed by implementing the solution.

(vi) Follow up- Implementation and follow-up of the solution must be followed up at every stage in order to ensure effective and speedy implementation.

HRM Question and Answers:- Q.82. What do you mean by QWL?

Ans. The quality of work life (QWL) is defined as the favourableness or otherwise of the job environment to the people. Some definitions interpret it as the degree to which employees are able to meet their personal needs through their experience in the organization.

The improvements in QWL are aimed at the enhancement of human dignity and growth by creating appropriate processes in which all the stakeholders, that is, management, unions, and employees, collectively work together to decide upon the workable actions and changes/improvement for achieving the twin objectives of improving the living standards of employees and also the efficacy of the organization.

HRM Question and Answers:- Q.83. What is the main difference between between wages and salary?

Wage represents hourly rates of pay which is given to workers for manual or physical work. Thus wage is given to compensate the unskilled workers for their services rendered to organisation. Wages may be based on hourly, daily, weekly or even monthly basis. Wages may be based on number of units produced (i.e. piece wage system) or time spent on job.

Salary refers to the monthly rate of pay, irrespective of the number of hours put in by an employee. Salary is given to office employees, foremen, managers, professional and technical staff. It is based on monthly and yearly basis. Thus time period for which salaries are paid is generally higher than in case of wage payments. Salary is always based on time spent on job.

HRM Question and Answers:- Q.84. What is the role of HRM ?

1. Advisory Role – HRM advises management on the solutions to any problems affecting people, personnel policies and procedures.

i. Personnel Policies – Organization Structure, Social Responsibility, Employment Terms & Conditions, Compensation, Career & Promotion, Training & Development and Industrial Relations.

ii. Personnel Procedures – Relating to manpower planning procedures, recruitment and selection procedures, and employment procedures, training procedures, management development procedures, performance appraisal procedures, compensation procedures, industrial relations procedures and health and safety procedures.

2. Functional Role – The personnel function interprets and helps to communicate personnel policies. It provides guidance to managers, which will ensure that agreed policies are implemented.

3. Service Role – Personnel function provides services that need to be carried out by full time specialists. These services constitute the main activities carried out by personnel departments and involve the implementation of the policies and procedures.

HRM Question and Answers:- Q.85. What are the HRM model s?

Ans. In recent years there has been relative agreement among HRM.

The model developed by the American Society for Training and Development (ASTD) identifies nine human resource areas:

1. Training and Development

2. Organization Development

3. Organization or Job Design

4. Planning

5. Selection and Staffing

6. Personnel Research and Information systems

7. Compensation or Benefits

8. Employee Assistance

9. Union or Labour Relations

HRM Question and Answers:- Q86. What are the benefits of training program?

Ans. They are:

1. Personal growth.

2. Development of new skills.

3. Higher earning capacity.

4. Helps to adjust with changing technology.

5. Increased safety.

6. Confidence building.

7. Improves morale of employees.

8. Less supervision.

9. Chances of promotion.

10. Increased productivity.

HRM Question and Answers:- Q.87. Define the structure of HR department .

Ans. An organization can be structured in many different ways, depending on their objectives. The structure of an organization will determine the modes in which it operates and performs. Organizational structure affects organizational action in two big ways.

First, it provides the foundation on which standard operating procedures and routines rest. Second, it determines which individuals get to participate in which decision-making processes, and thus to what extent their views shape the organization’s actions.

The structure of one industrial organization differs from that of another organization and it depends upon:

1. Size of the organization

2. Nature of the product being manufactured

3. Complexity of the problems being faced

HRM Question and Answers:- Q.88. Explain the importance of c ode of discipline in Indian industry.

Ans. This code was formulated after a great deal of discussion and on the recommendations of the Indian Labour Conference held in New Delhi in July 1957. The Conference discussed the question of discipline in Indian industries, and laid down certain principles governing it.

These were:

1. There should be no lockout or strike without due notice;

2. No unilateral action should be taken in connection with any industrial matter;

3. There should be no recourse to go-slow tactics;

4. No deliberate damage should be caused to plant or property;

5. The existing machinery for the settlement of disputes should be utilised;

6. Acts of violence, coercion, intimidation or incitement should not be indulged in;

7. Awards and agreements should be speedily implemented; and

8. Any agreement, which is likely to destroy cordial industrial relations, should be avoided.

HRM Question and Answers:- Q.89. What is the scope of HRM?

Ans. Scope of HRM :

1. Human Resource Management embraces a very wide field of activities.

2. The HR manager plays multiple roles like a researcher, a counselor, a bargainer, a mediator, a peacemaker and a problem solver, etc.

3. Employee selection, employee remuneration, employee motivation, employee health and safety, industrial relations, employee education, etc.

HRM Question and Answers:- Q.90. What is the performance appraisal?

Ans. Performance appraisal refers to knowing about the level of performance of the employees working in an organisation. This knowledge is obtained by comparing the actual performance of an employee with the expected performance or with standard performance. It informs about the skill of the employee in respect of his work. In order to make this appraisal comparative, similar standards are fixed for all those employees doing similar work.

Performance appraisal is done usually by immediate boss. It is from performance appraisal that one comes to know whether an employee needs training or not. Performance appraisal also serves as the basis of promotion and transfer. It is also referred to as Merit Rating.

HRM Question and Answers:- Q. 91. Discuss the role of HR department in evaluating human resources effectiveness.

Ans. The role of HR department are:

(1) Policy Formulation- Human resource department formulates new human resource policies and revises the existing policies. The department also prepares programmes which basically concerning recruitment, selection, training, etc.

(2) Advising- The duty of HRM department to advice all other departments in areas relating to the management of human resource, industrial relations, etc.

(3) Assistance and Service- HRM department provides information and infrastructure and it conducts human resource research and maintains HR records. It also help to develop collaboration between trade union and management.

(4) Monitoring and Control- HRM department conducts HR audit and helps other departments in proper implementation of human resource policies and programmes. As a controllers, the HR department also reviews the work of line department which concern accident, grievances, absenteeism, labour turnover, disciplinary actions, etc.

HRM Question and Answers:- Q. 92. What is management by objectives?

Ans. The concept of management by objectives (MBO) was developed by Peter Druker in the year of 1954. Peter Druker called it management by objectives and self-control. Generally, MBO has become an effective and operational techniques of performance appraisal and also a powerful philosophy of managing.

It is also known as work planning and review or goal setting approach to appraisal. Therefore, MBO deals appraisal of performance against clear, time bound and mutually agreed job goals. Performance Appraisal through MBO.

HRM Question and Answers:- Q.93. What are the three different approaches of change management.

Ans. There are mainly three popular approaches to managing change:

(1) Lewin’s classic Three-step model of the change process,

(2) Action Research, and

(3) Organisational development.

HRM Question and Answers:- Q.94. What are the basic features of stress?

Ans. Some main features of stress has been analyzed in the following:

i. Generally, stress has positive value and it also offers an opportunity for potential gain.

ii. It is also based on industrialism. It emerge from the capitalist class of people in the society.

iii. Stress is an additive phenomenon. It builds up overtime.

iv. Stress is a condition which is arising from the interaction of people.

v. Stress can be either a positive or a negative influence on employee performance.

HRM Question and Answers:- Q.95. What are the main issues of industrial relation?

Ans. The main issues involved in the industrial relations are:

(a) Collective bargaining

(b) Workers’ participation in management

(d) Standing orders

(e) Machinery for the settlement of industrial disputes

(f) Ethical code and discipline.

HRM Question and Answers:- Q.96. What does a training policy incorporates?

Ans. A training policy must incorporate the following:

(i) It must clarify the approach of the organisation towards the development of employees.

(ii) It must serve as a guideline for framing and implementing training programme.

(iii) Providing information to all employees affected by training.

(iv) To fix the priorities of the organisation regarding main fields of training.

(v) To provide proper opportunities of advancement to the employees on the basis of training.

HRM Question and Answers:- Q.97. What is meant by job enlargement?

Ans. Job enlargement involves adding more tasks to a job. It is a horizontal expansion and increases jobs scope and gives a variety of tasks to the jobholder. It is essentially adding more tasks to a single job. It definitely reduces boredom and monotony by providing the employee more variety of tasks in the job.

Thus, it helps to increase interest in work and efficiency. In one study it was found that by expanding the scope of job, workers got more satisfaction, committed less errors, and customer service improved. However, research has provided contrary evidence also in that enlargement sometimes may not motivate an individual in the desired direction.

HRM Question and Answers:- Q.98. Mention the c hanging roles of the HR manager .

Ans. 1. Flatter organizations – The reducing levels of hierarchy mean that more people report to one manager.

2. Employee empowerment – Knowledge workers need to be provided with greater autonomy though information sharing and provision of control over factors that affect performance.

3. Team work – modern workers do not remain confined to a single function but can do more than one function. Employees contribute to organization are as members of the team.

4. Ethical management – Ethical issues pose fundamental questions about fairness, justice, truthfulness and social responsibility.

HRM Question and Answers:- Q.99. Discuss the contribution of SHRM in an organisation.

Ans. Strategic management is that set of managerial decisions and actions that determine the long-term performance of the corporation.

Contribution of SHRM in an organisation has been discussed in the following activities:

1. HRM’s Role in Strategy Formulation:

HRM can play a vital role in environmental scanning so as to identify and analyse external opportunities and threats that may be crucial to the company’s success. HRM is in a unique position to provide competitive intelligence that can be useful in the strategic planning process.

HRM also participates in strategy formulation process by supplying information. For example, the IT major, Infosys has developed unique human resource capabilities that provide the firm with a competitive advantage.

2. HR’s Role in Strategy Implementation:

Human resource management is actively involved in strategy implementation in the form of downsizing and restructuring, throughout placing employees, instituting performance based pay plans, reducing health care costs, and retraining employees. HR practices that build employee commitment can improve an organisation’s performance in an increasingly global marketplace.

3. Strategic HRM is Different from Traditional HRM:

Under traditional HRM, human resources are managed by specialists in line with the country’s law and the company’s rules and regulations. But in strategic HRM, the responsibility for managing human resources is placed mostly on line managers who basically manage people at work.

4. In the strategic human resource management, both public and private, organisations playing a significant role.

5. Strategic human resource management also involves in the management process of human capital.

6. The basic strategic HRM deals with the culture, style and structure of the organisation and the quality, commitment and motivation of employees.

7. Strategic HRM is also deals to improve business performance for achieving organizational goals.

On the whole, strategy is a unified, comprehensive and integrated plan. Strategic management deals with both aids and means. End gives a vision of how things are likely to shape up, whereas means shows the path of the vision’s realisation in practice. Therefore, strategic management is visionary management, which is concerned with the future of the organisation. It is also empirical management, as it decides how in practice it is going to get their objectives in the changing environment.

Some says, strategic management is a set of decision and actions, that formulates and implements the strategies designed to achieve the goals of an organisation. It is also concerned with policy-decision affecting the entire organisation.

Therefore, strategic human resource management deals with all those activities affecting the behaviour of individuals in their efforts to formulate and implement the strategic needs of the business.

HRM Question and Answers:- Q.100. Mention the s kills required by the manager .

Ans. While analyzing the skills of a manager, R.L. Katz speaks of following three types:

1. Technical Skills:

These enable a manager to use techniques, methods, processes and equipment effectively in performing specific jobs. These skills are developed through experience and education. These are most important for operating managers.

2. Human Skills:

These refer to the ability to work effectively with others on a person-to-person basis, and to build up cooperative group relations to accomplish the organizational goals. These include the ability to communicate, motivate and lead. These are also called human relations abilities, which enable a manager to handle human resources in such a way that personal satisfaction is achieved and organizational goals are attained.

3. Conceptual Skills:

These enable a manager to consider an enterprise as a whole and evaluate the relationships which exist between various parts or functions of a business. In long-range planning, top managers need these skills. The higher one rises in the management hierarchy, the greater the need of conceptual skills. For example, members of the Board of Directors have to rely heavily on their conceptual abilities in making decisions.

To sum up, while human skills are important at all levels of management, conceptual skill is essentially critical in top executive positions, and technical skill is an essential ingredient in low-level management.

HRM Question and Answers:- Q.101 . Who are line managers ?

Ans. Line Managers translate the objectives into action, they are responsible to develop and utilise the manpower. In all the components of HR i.e. career planning training, performances appraisal and organisational development, line-managers have specific responsibilities.

Since line-managers are in dose proximity with the operation people, it is their responsibility to create and develop such conditions. Creating such conditions in work place is a pre-condition in realizing the HR objective by line-managers. Line-managers need to define the capabilities of employee. By developing such capability profile of employees, they can facilitate skill and competency mapping for other strategic decisions.

Human Resource Management Multiple Choice Questions and Answers
Essay on Human Resource Management | HRM
Notes on Human Resource Management (HRM): Meaning and Nature
Difference between Human Resource Management and Human Resource Development

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Human Resource Management Assignment

2017, Human Resource Management Assignment

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The process of hiring and developing employees so that they become more valuable to the organization. Human Resource Management includes conducting job analyses, planning personnel needs, recruiting the right people for the job, orienting and training, managing wages and salaries, providing benefits and incentives, evaluating performance, resolving disputes, and communicating with all employees at all levels. Examples of core qualities of HR management are extensive knowledge of the industry, leadership, and effective negotiation skills. Formerly called personnel management.

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Assignment: Using the STAR method for answering interview questions

Share This: Share Assignment: Using the STAR method for answering interview questions on Facebook Share Assignment: Using the STAR method for answering interview questions on LinkedIn Share Assignment: Using the STAR method for answering interview questions on X

As students prepare to engage in interviews, it is important to practice effectively answering interview questions. The STAR Method is an approach to answering behavioral interview questions that can enhance student’s performance in interviews through helping them articulate their experiences, skills, and achievements in a concise and compelling manner.

Using Global Human Resources

Process to Link Source and Destination Assignments for Global Transfer

Use the Migrate Employment Data process to link the source and destination assignments during a global transfer. By linking the assignments, you can view the complete assignment history of the source and destination work relationships.

Here's what the process does:

Selects all active workers (employee, contingent worker, and nonworker) who don't have their termination dates populated in the work relationship and for whom the source assignment ID isn't populated.

Identifies the source and destination assignment IDs for the selected workers based on these items:

Action occurrence ID.

Comparison of the assignment start date of the destination assignment and assignment end date of the source assignment.

Once identified, the process stores the assignment ID of the primary assignment as the source assignment in the destination assignment.

The Migrate Employment Data process will populate the SOURCE_ASSIGNMENT_ID field in the PER_ALL_ASSIGNMENTS_M table only for global transfer.

During a global temporary assignment, the assignment ID isn't stored as the source assignment ID.

Points to Consider

You can run this process to only link your existing global transfer transactions. Change legal employer transactions initiated from the UI after release 20B will be linked by the application.

You can rerun the process, but the process will only select data where the source assignment ID isn't populated for a global transfer action.

When you run the process, it includes all active workers and processes their historical records including those from their earlier work relationship. For example, the process will also include the historical records of a currently active rehired worker.

Process Parameter

The Migrate Employment Data process uses the Link Global Transfer assignments parameter. This parameter links the source and destination assignments related to global transfer by updating the PER_ALL_ASSIGNMENTS_M table.

View History of Assignment Updates

After you have linked the source and destination assignments, you need to set the ORA_PER_EMPL_DISPLAY_GT_HISTORY profile option to view a continuous history of assignment updates across legal employer changes. For more information about this profile option, see the Employment Profile Options topic in the Related Topics section.

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Human Resources Specialist

Opening and closing dates.

These job openings are in the Office of Human Capital and Talent Management (HCTM) at the U.S. Agency for International Development (USAID).

HCTM handles all aspects of personnel activities, from recruitment and workforce planning to policy development, assignment evaluation, promotion, discipline, career development, and retirement policies and programs for the United States Agency for International Development's employees.

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