mu0004 assignment 2010 december

8/8/2019 MU0004 Assignment 2010 December

1/14

Q.1 What are factors that drive best practices in HRManagement.

Ans. 1. Safe, Healthy and Happy Workplace - Creating a safe, healthyand happy workplace will ensure that your employees feel homely and stay withyour organization for a very long time. Capture their pulse through employeesurveys.

2. Open Book Management Style - Sharing information about contracts, sales,new clients, management objectives, company policies, employee personal dataetc. ensures that the employees are as enthusiastic about the business as themanagement. Through this open book process you can gradually create a culture ofparticipative management and ignite the creative endeavor of your work force.. Itinvolves making people an interested party to your strategic decisions, thus aligningthem to your business objectives. Be as open as you can. It helps in building trust &motivates employees. Employee self service portal, Manager on-line etc. are the

tools available today to the management to practice this style.

3. Performance linked Bonuses - Paying out bonuses or having any kind ofvariable compensation plan can be both an incentive and a disillusionment, basedon how it is administered and communicated. Bonus must be designed in such away that people understand that there is no payout unless the company hits acertain level of profitability. Additional criteria could be the team's success and theindividual's performance. Never pay out bonus without measuring performance,unless it is a statutory obligation.

4. 360 Degree Performance Management Feedback System - This system,which solicits feedback from seniors (including the boss), peers and subordinates

has been increasingly embraced as the best of all available methods for collectingperformance feedback. Gone are the days of working hard to impress only oneperson, now the opinions of all matter, especially if you are in a leadership role (atany level). Every person in the team is responsible for giving relevant, positive andconstructive feedback. Such systems also help in identifying leaders for higher levelpositions in the organization. Senior managers could use this feed back for selfdevelopment.

5. Fair Evaluation System for Employees - Develop an evaluation system thatclearly links individual performance to corporate business goals and priorities. Eachemployee should have well defined reporting relationships. Self rating as a part ofevaluation process empowers employees. Evaluation becomes fairer if it is based onthe records of periodic counseling & achievements of the employee, tracked overthe year. For higher objectivity, besides the immediate boss, each employee shouldbe screened by the next higher level (often called a Reviewer). Cross - functionalfeedback, if obtained by the immediate boss from another manager (for whom thisemployee's work is also important), will add to the fairness of the system. Relativeratings of all subordinates reporting to the same manager is another tool forfairness of evaluation. Normalization of evaluation is yet another dimension ofimproving fairness.


2/14

6. Knowledge Sharing - Adopt a systematic approach to ensure that knowledgemanagement supports strategy. Store knowledge in databases to provide greateraccess to information posted either by the company or the employees on theknowledge portals of the company. When an employee returns after attending anycompetencies or skills development program, sharing essential knowledge withothers could be made mandatory. Innovative ideas(implemented at the work place)

are good to be posted on these knowledge sharing platforms. However,what tostore & how to maintain a Knowledge base requires deep thinking to avoid clutter.

7. Highlight performers - Create profiles of top performers and make thesevisible though company intranet, display boards etc. It will encourage others to putin their best, thereby creating a competitive environment within the company. If asystems approach is followed to shortlist high performers, you can surely avoiddisgruntlements.

8. Open house discussions and feedback mechanism - Ideas rule the world.Great organizations recognize, nurture and execute great ideas. Employees are thebiggest source of ideas. The only thing that can stop great ideas flooding yourorganization is the lack of an appropriate mechanism to capture ideas. Open house

discussions, employee-management meets, suggestion boxes and ideas capturetools such as Critical Incidents diaries are the building blocks that can help theManagers to identify & develop talent.

9. Reward Ceremonies - Merely recognizing talent does not work, you need tocouple it with ceremonies where recognition is broadcast. Looking at the DollarCheck is often less significant than listening to the thunderous applause bycolleagues in a public forum.

10. Delight Employees with the Unexpected - The last but not least way is tooccasionally delight your employees with unexpected things that may come in theform of a reward, a gift or a well-done certificate. Reward not only the top

performers but also a few others who are in need of motivation to exhibit theirpotential.

EmpXtrack' is a composite HR solution which helps in the institutionalization of mostof these best practices by utilizing software tools. EmpXtrack team is alwaysavailable to provide you with systems which are synchronized with your HRprocesses.

Q.2 What are the Benefits of HR Audit.

Ans. Auditing a human resource department is a systematic process that involvesat least two steps:

1. Gathering information to determine compliance, effectiveness, costs andefficiencies.

2. Evaluating the information and preparing a written repo plan based onexposures, priorities and a timeline changes. In order to reduce exposure to legal


3/14

liability, some need to be implemented immediately, while others can be co three tosix months.

Like a financial audit, an HR audit must be comprehensive i effective. The auditreview includes but is not limited to:

Department infrastructure

Compliance with state and federal employment laws

Recruitment and selection processes

Employment-related tests

Employee relations

Performance-evaluation processes

Documentation, including employee handbooks

Job descriptions

Personnel records and files

Benefits administration practices

Benefit costs

Exempt and non-exempt classifications

Time-keeping and pay practices

Recordkeeping and posting requirements

Policies governing independent contractors

Training and Development

Technology

Safety and security

Labor relations

Immediate benefits of an HR audit

As with accounting audits, the findings and recommendations fro audits are only asgood as the information provided. If you are not en . honest and objective, nopurpose is served.

However, if staying on the right side of the law and reducing legal expos are notenough incentive to launch your organization on the audit today, consider the other


4/14

benefits. Very typically, small to mediu companies realize almost instant costsavings, once an audit is com and changes are implemented. For example:

Correcting benefit premium errors and overpayments can generate manythousands of dollars in savings.

Initiating a safety program can reduce workers compensation experience

modification numbers, reducing annual premium costs by tens of thousands ofdollars.

Shopping benefit costs among alternative carriers and modifyingemployer/employee co-pay ratios can recoup dramatic savings.

Examining the effectiveness of recruiting tools can pare the expense of fillingpositions.

A small or medium-size firm also may benefit from using an HR audit to: -

Study retention and turnover, employing a neutral party to solicit honest feedbackfrom employees, and allowing the company to develop an action plan.

Examine the company's foundation for its compensation philosophies and developan objective method of grading jobs, with new ranges that are market-competitiveand internally equitable.

Create or enhance an employee-referral program or internal jobs board.

Improve employee communication and ensure that the HR department isaccessible.

Identify opportunities to outsource areas within human resources that offer morevalue to the company

Q.3 Mr. Sen wants to conduct an HR Audit in hisorganization. He wants to specifically audit theEmployment Practices and Employee involvement inparticular. Suggest what all aspects you may cover in thequestionnaire for the audit. Prepare a questionnaire withat least 15 statements.

Ans.Example of an internal Human Resources Audit: Please amend usingquestions from the comprehensive HR Audit to determine the content of yourHuman Resources Audit.

(Send a copy of this report to the various departments within your Company orCompanies within your Group)

Please complete the following questionnaire as accurately and thoroughly aspossible, attaching relevant documentation where necessary, and return to By no later than .


5/14

Contact Details

Company Name: Registered As

Trading As

Contact Person: Name:

Title:

Contact Numbers: Tel #

Fax #:

Cell #

E Mail: @

Physical Address:

Postal Address:

Company Details

No1 Yes 1 Does the company have a formal Organogram?:

(If yes, please attach. If no, please attach a list of all positions within the company).

Does the company have comprehensive job descriptions for all said positions?

No (If yes, please attach).1 Yes 1

Employee Head count: Permanent Employees:

Permanent Part-Time Employees:

Contract Employees:

Casual Staff:

No1 Yes 1Does the Company have a formal HR Manual?

No1 Yes 1Does the Company have a formal HR Filing System?

Does the Company have a computerized HR/Payroll System?

No1 Yes 1HR:

Brand Name:

Payroll: Yes/No


6/14

Brand Name:

What Records and Control Measures are in place?

Employment Details

(For each category, please indicate if applicable to all employees. If not, please

supply details. Further, please indicate whether a policy in regard to that specificcategory is in place or not and attach same to this document).

Working Hours: Hours per day: Days per week:

Working Hours Policy: Yes/No

Overtime: Hours per day: Days per week:

No1 Yes 1Overtime Policy in Place:

Annual Leave: working days leave per annum

Sick Leave: days per year/36 month cycle

Maternity Leave: months per occasion

Family Responsibility Leave: per occasion

Study Leave: per examination

Unpaid Leave:

Leave Policy in Place No1 Yes1: Annual

Sick / Yes / No

Maternity / Yes / No

Family Responsibility / Yes / No

Study / Yes / No

Unpaid / Yes / No

Remuneration and Benefit Details

(Please indicate whether a policy in regard to each specific category is in place ornot and attach same to this document).

If available, please supply a copy of the following:

Letter of Employment or Contract

Pay slip

Induction Programme

Employee Handbook


7/14

Certificate of Service

Medical Aid: Name of Fund:

Company Contribution Details:

Pension/Provident Fund Fund type:

Pension/Provident

Name of Fund:

Company Contribution Details:

No1 Yes 1Employment Policy:

How are employees salaries?

Packages structured? :

Company Vehicle Policy: Yes / No

Transfer and Relocation Policy: Yes / No

Retrenchment Policy: Yes / No

What is the Official Retirement Age of the Company? Male Years

Female years

Early Retirement Policy: Yes / No

Does the Company offer Educational Assistance? Yes / No

If yes, to whom:

Employees Only

Employees and Employees Immediate children

Other (please specify)

No1 Yes 1Does the Company offer any Loan Facilities:

If yes, please indicate:

To whom


8/14

What Category:(e.g. welfare, home)

Other

(Please indicate whether a policy in regard to each specific category is in place or

not and attach same to this document).

Aids & No1 Yes 1Life Threatening Diseases Policy:

No1 Yes 1Disciplinary and Grievance Procedures:

Harassment & No1 Yes 1Non-Discrimination Policies:

No1 Yes 1Smoking Policy:

What are the Companys ratios of employees?

CompanyTotal White Black Male Female

SeniorManagement

MiddleManagement

Supervisory

General Staff

No. of Disabled Employees:

Employment Equity Policy: Yes / No

Information Systems

What computer software programmes do you use:

Do your employees have their own email addresses: Yes / No

Do you have a Corporate Website: Yes / No

If yes, please specify URL: http://www

How many employees have access to e-mail facilities within yourCompany /department? .


9/14

No1 Yes 1Do any employees work on a contract basis:

No1 Yes 1Do any employees work from home:

Restructuring

No1 Yes 1is it likely that your organization or the terms and conditions of employees

may be restructured?

Are you familiar with the requirements of?

The new Basic Conditions of Employment Act: Yes / No

Employment Equity Act: Yes / No

Code of Good Practice on Sexual Harassment in the Workplace: Yes / No

Labour Relations Act 66 of 1995 (as amended): Yes / No

Skills Development Act: Yes / No

Code of Good Practice on the Regulation of Working Hours: Yes / No

Code of Good Practice on Maternity Leave: Yes / No

Do you participate in any Corporate Social Investment schemes: Yes / No

If yes, please specify which organization: .

Questionnaire Sample # 2

1. Do you comply with federal and state guidelines requiring that certaininformation must be posted in view of employees and applicants? Yes / No/

Not Sure2. How is your employee files organized? Do you comply with current EmployeePrivacy regulations? Yes /No /Not Sure

3. Jobs are classified as exempt (salaried) and non-exempt (hourly)? Are youconfident that your job classification system would pass a Dept. of Laboraudit if challenged? Yes /No /Not Sure

4. Do you comply with all the Federal and State laws and requirementsapplicable to your company? Yes /No /Not Sure

5. Are your salaries and wages reasonable, competitive and both externally andinternally equitable? Yes /No /Not Sure

6. Do you understand your responsibilities to regularly provide training and/orinformation to your employees on legally required topics such as Illegal

Harassment Prevention, No Discrimination, changes to benefits, changes tocompany policies and procedures, etc? Yes /No Not Sure7. Do you have difficulty attracting and/or keeping good, qualified workers?

Yes /No /Not Sure8. Are you confident that your employees are aware of the work rules in your

organization covering items such as: attendance, absences, tardiness, theft,intoxication, drug use, insubordination, confidentiality, no harassment, etc?

Yes /No /Not Sure9. Is absenteeism a problem for your organization? Yes /No /Not Sure


10/14

10.Is the quality of work or customer service in your organization as high as itcould be?

Yes/ No /Not Sure

If you answered No or Not Sure to any four or more of the Questions, youwould benefit greatly from an audit. If you answered No to any one of Questions 1,2, 3 or 4, you would benefit greatly from an audit.

Q.1 What is the roadmap for Balanced Scorecard.

Ans. A new approach to strategic management was developed in the early1990s by Drs. Robert Kaplan (Harvard Business School ) and Davis Norton.

They named this system as the Balanced Scorecard. Recognizing some of theweakness and vagueness of previous management approaches, the balancedscorecard approach provides a clear prescription as to what companies shouldmeasure in order to balance the financial perspective.

The balanced scorecard is a management system (not only a measurement) systemthat enables organizations to clarify their vision and strategy and translate theminto action. It provides feedback around the internal business processes andexternal outcomes in order to continuously improve strategic performance andresults. When fully deployed, the balanced scorecard transforms strategic planningfrom a academic exercise into the nerve center of an enterprise.

Kaplan and Norton describe the innovation of the balanced scoreboard asfollows :

The balance scoreboard retains traditional financial measures. But financialmeasures tell the story of past events, an adequate story for industrial age

companies for which investments in long term capabilities and customerrelationships were not critical for success. These financial measures are inadequate,however, for guiding and evaluating the journey that information age companiesmust make to create future value through investment in customers, suppliers,employees, processes, technology and innovation

The balance scoreboard suggests that we view the organization from fourperspectives, and to develop metrics, collect data and analyze it relative to each ofthese perspectives :


11/14

Learning Perspective :- This perspective includes employee training andcorporate cultural attitudes related to both individual and corporate self improvement. In a knowledge worker organization, people the only repository ofknowledge are the main resource. In the current climate if rapid technologicalchange, it is becoming necessary for knowledge workers, and at the same timethere is a decline in training of existing employees. This is leading indicator of

BRAIN DRAIN that must be reversed. Metrics can be put into place to guidemanagers in focusing training funds where they can help the most. In any case,learning and growth constitute the essential foundation for success of anyknowledge worker organization.

Business Process Perspective :- This perspective refers to internal businessprocesses. Metrics based on this perspective allow the managers to know how welltheir business is running, and whether its products and services conform tocustomer requirements. These matched have to be carefully designed by those whoknow these processes most intimately, with our unique missions these are notsomething that can be developed by outside consultants. In addition to the strategicmanagement process, two kinds of business processes may be identified:

a) Mission Oriented processes

b) Support processes

Mission oriented processes are the special functions of government offices, andmany unique problems are encountered in these processes. The support processesare more repetitive in nature, and hence easier to measure and benchmark usinggeneric metrics.

Consumer Perspective: - Recent management philosophy has shown anincreasing realization of the importance of customer focus and customersatisfaction in any business. These are leading indicators: if customers are not

satisfied, they will eventually find other suppliers that will meet their needs. Poorperformance from this perspective is thus a leading indicator of future decline,even though the current financial picture may look good.

In developing metrics for satisfaction, customers should be analyzed in terms ofkinds of customers and the kinds of processes for which we are providing a productor service to those customer groups.


12/14

Q.2 Write a note on HR Auditing.

Ans. The audit process :-The HR audit process is conducted in different phases.Each phase is designed to build upon the preceding phase so that the organizationwill have a very strong overview of the health of the HR function, at the conclusionof the audit. These phases include:

Pre-Audit Information: This phase involves the acquiring and review of relevantHR manuals, handbooks, forms, reports and other information. A pre-auditinformation request is forwarded to the client who compiles the necessaryinformation for review by auditors.

Pre-Audit Self-Assessment: In order to maximize the time spent duringsubsequent portions of the audit, a pre-audit self-assessment form, if sent to theclient can be of use. The self-administered yes/no questionnaire asks a number ofquestions about current HR policies and practices.

The completion of this self-administered questionnaire allows auditors to identifykey areas for focus during the HR audit.


13/14

On-site Review: This phase involves an on-site visit at the clients facilityinterviewing staff regarding HR policies and practices. A very in-depth HR auditchecklist is completed.

Records Review: During the on-site visit, a separate review is conducted of HRrecords and postings. Employee personnel files are randomly examined as well as

compensation, employee claims, disciplinary actions; grievances and other relevantHR related information are checked.Audit Report: The information gathered is used to develop an HR audit report. Theaudit report categorizes action needs into four separate areas. The areas that areurgent and important (UI), not urgent needs but important (NUI), not urgent but notimportant needs (NNI)), and important opportunities needs (IO). As a result of thisscheme of classification, managements can prioritize their steps.

The critical areasThe comprehensive HR audit covers all areas of HR management like recruitmentpractices, training and development, compensation and benefits, employee andunion relations, health, safety and security, miscellaneous HR policies and

practices-welfare, strategic HR issues, manpower planning/budgeting.Besides classifying needs in each of the above areas, the HR audit also citesrelevant laws, cases and research to support the recommendations.

Preparation for an auditAuditor engagement: If external firm carrying out the audit, it is preferable to setterms in writing defining and agreeing on scope .If using internal resource, it isbetter to appoint them formally with clarity on scope and select persons who arenon political or those who are not high on hierarchy. Also, if internal persons areauditing there must be training in auditing.Documents, manuals, handbooks, forms and reports auditor must have access torelevant information contained in employee files and other confidential documents

of the organization. Auditors must be given unrestricted access to records, oncethey sign agreement for confidentiality.

Data gathering: Completion of a self-assessment questionnaire significantlyexpedites the audit process and allows for better audit planning.

On-site access: The on-site portion of the audit is the most critical.

Q.3 Visit the following site to identify your Big Fivehttp://similarminds.com/big5.html. Explain the five traits

in detail, discussing the facets related to each personalityfactor and mark the ones you found dominant in yourpersonality, after conducting the test.

Ans:The Big Five is currently the most accepted personality model in the scientificcommunity. The Big Five emerged from the work of multiple independentscientists/researchers starting in the 1950s who using different techniques obtained
http://similarminds.com/big5.htmlhttp://similarminds.com/big5.html


14/14

similar results. Those results were that there are five distinct personalitytraits/dimensions. Here are your results on each dimension:

Extroversion results were moderately high which suggests you are, at times,overly talkative, outgoing, sociable and interacting at the expense of developingyour own individual interests and internally based identity.

Orderliness results were moderately high which suggests you are, at times, overlyorganized, neat, structured and restrained at the expense too often of flexibility,variety, spontaneity, and fun.

Emotional Stability results were medium which suggests you average somewherein between being calm and resilient and being anxious and reactive.

Accommodation results were medium which suggests you are moderately kindnatured, trusting, and helpful while still maintaining your own interests.

Inquisitiveness results were medium which suggests you are moderately

intellectual, curious, and imaginative.