Manjari Mahato, UH19093

XAVIER UNIVERSITY BHUBANESWAR

Name : Manjari Mahato

Roll No. : UH19093

Program : MBA-HRM

Course : HRAHCA

Term : VI (Mid Term)

Date of Exam : 02/05/2020

Time : 2:15 PM

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 Manjari Mahato, UH19093

1. SWOT ANALYSIS:

INTERNAL FACTORS

STRENGTHS (+)

1 Proper scenario analysis and planning in place

Proper integration of business strategies into the Sales, Product development,
2
Supply Chain, Manpower and Financial strategies
Well defined and robust performance management (performance plan, review,
3
appraisal and development) system in place
4 Role efficacy measured informally with a focus on role linking
5 Effective job promotion, compensation and reward policies in place
Well established career systems like manpower planning, recruitment,
6
selection, career planning, succession planning and retention
7 Sufficient self learning, project trainings and job enrichment practices
8 Periodical survey, OD interventions for self-renewal and improvement
9 Collaborative work culture with adequate autonomy
10 Sufficient employee engagement policies in place

INTERNAL FACTORS

WEAKNESSES (–)

1 No formal mechanisms for conducting job analysis and measuring role efficacy
No formal process or a definite schedule for carrying out job rotation in the
2 organization and mostly based on choice of internal employees

3 Absence of regular/generic corporate trainings

4 Competency mapping yet to implemented

Reward and employee development schemes not followed consistently with
5 defined protocols
Exercises & diagnostics pertaining to people resources carried out so far in an
6 isolated way; HR more of a support function rather than a strategic business
partner

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 Manjari Mahato, UH19093

EXTERNAL FACTORS

OPPORTUNITIES (+)

1 Upgradation of employee benefit policies (leaves, medical, etc.)

Corporate trainings and job rotation policies should be developed which are in
2 tune with the business goals of the organization

3 Development of a robust behavioral and technical competency framework

4 Regular administering of development and reward schemes
5 Linkage of Team and individual rewards with performance appraisals
6 HR to become a strategic business partner
Applying business & staffing strategies based on Cost-Leadership strategy,
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considering RBV (Resource based View) to achieve operational excellence

EXTERNAL FACTORS

THREATS (–)

Fragile HRD system because of absence of an Integrated Talent Management

1 framework
Normal distribution, i.e., bell curve is used for performance. could lead to
2 demotivated employees
Promotions happen if Colorbar has vacancy in any such position, which might
3 hamper the healthy competition between employees and decrease the motivation to
grow
Chances of reduced employee motivation due to less focus on welfare policies like
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leaves, transportation, medical, etc.
Competition from firms having well-established, data driven, integrated HRD
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systems

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 Manjari Mahato, UH19093

2. Comprehensive report of HR Audit Findings:

Solution: HRD Pillars
a) HRD Systems, Strategies Maturity:

Strengths -
• Proper integration of business strategies into the Sales, Product development, Supply
Chain, Manpower and Financial strategies
• Performance reviews happen on monthly and quarterly basis for front -end (Operations &
Sales Team). Performance (achievement) is measured in both quantitative and qualitative
terms, at the time of annual review
• Performance counselling in place to identify and close performance gaps
• Role efficacy measured through 360-degree informal mechanism with a focus on role
linking
• A very robust Talent Review (TR) system where all the concerned Superiors of a
department/section review the performances, development needs, job rotation, etc. in detail
for each officer before finalizing a performance rating for the officer
• Plans for smart pay and choice pay components which result in much better take-home
salary after tax & other statutory deductions
• Usage of Work-Breakdown structure technique and the industry benchmark to ascertain
the manpower required
• Well established career systems like recruitment, selection, career planning, succession
planning and retention
• Great on-boarding and “setting the right expectation” along with soliciting feedback from
the participant (newcomer) on various dimensions for improvement
• Helping the Job holder to get rid of possible threat of his succession and encourage him/her
to participate creating his own successor
• Real implementation across Operations (Sales) team by providing opportunities w.r.t
internal transfers, re- position, region (Geography), Scope, change in role expectation etc.
• Sufficient self learning, project trainings and job enrichment practices
• Periodical survey, OD interventions for self-renewal and improvement
• Structured Activities in the form of PAR(Plan>Action>Results) for improving Process &
task(s)
• Vision, mission and value adequately propagated within the organization through formal
and informal meetings, dialogues, get-togethers
• Collaborative work culture with adequate autonomy

Weaknesses -
• Subsequent changes to role analysis document (JD) based on perception of the role
sender-receiver and job holder which can be subjective. No other formal Role Analysis
technique is present
• No formal mechanism to get role efficacy

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 Manjari Mahato, UH19093

• No formal process or a definite schedule for carrying out job rotation in the organization
and mostly based on choice of internal employees
• Absence of regular/generic corporate trainings
• Competency mapping yet to implemented
• Less consistency in implementing and/or administering development programs
• Reward schemes not followed consistently with defined protocols
• HR systems need to be more integrated rather than standalone entities and aligned with
business strategy

b) HRD Competence:

Strengths –
• Leadership and change management interventions are in place
• HRD policies are linked with annual business plan
• Personnel management is done adequately
• Goal setting, decision making activities of senior management support HRD
• Learning attitude of employees with proper mentoring and coaching support HRD
Weaknesses -
• HRD staff needs to be up to date with ongoing changes in business and new strategies
• No mention of HRD skill requirements or competencies
• Competence framework yet to be implemented for all departments, including for HRD

c) HRD Culture:

Strengths -
• Vision, mission and value adequately propagated within the organization through formal
and informal meetings and dialogues
• Collaborative work culture with adequate autonomy
• Formal & Informal communication both exist
• Implementation of 5S within the organization by creation of task force with a Champion
with definite/desired outcomes w.r.t Work stations, Desk, & Drawers, signage, indicated
travel path, utility areas, demarcated smoking and non-smoking zones etc.
• Small group activities and get-togethers are conducted regularly
Weaknesses -
• No mention of employee welfare policies like leaves, medical, safety, transportation
facilities might indicate low/inadequate focus on these aspects

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 Manjari Mahato, UH19093

d) Business Impact of HRD and Alignment:

Strengths –
• HRD receives the annual business plan with which different HR policies are aligned
• Sufficient talent management practices in place with respect to recruitment and selection,
induction and integration, human resource utilization, employee engagement (PMS,
rewards, mentoring, coaching, etc.) and in alignment with business goals of creating a
performance driven culture
Weaknesses –
• HRD acts more as a support department rather than as a business partner since it is not
directly involved in the strategic planning exercise
• No integrated talent management framework in place since the exercises & diagnostics
pertaining to people resources are carried out so far in an isolated way
• HR Competency building and renewal needs more focus

3. Recommendations and Suggested Action Plan based on HRD findings:

Solution:
Recommendations-

• Validated methods for measuring role efficacy should be implemented for employees at
different roles and functions
• Formal Job/Role analysis methods should be utilized and JDs should be updated regularly
with help from HR department
• Corporate trainings and job rotation policies should be developed which are in tune with the
business goals of the organization
• An abstract of personnel policies should be given to all employees at time of appointment
• Team rewards in addition to individual rewards should be linked with performance for easy
administering
• Competency framework should be developed incorporating both behavioral and technical
competencies
• Facilities/policies to be put in place for transportation, medical, drinking water, leaves, etc.
• Other departments need to be oriented towards the significance of HRD function and how it
can become an instrument to attain business goals

Action Plan-

• Structured methods like Role Efficacy Scale (consisting of pre-weighted 20 triads of

statements describing a role most accurately), scoring essays, structured interviews can be
implemented to determine the Role Efficacy Index of employees
• Structured questionnaires can be developed by the HR department and given to the focal role
holders for creating and updating respective JDs.

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 Manjari Mahato, UH19093

• Formal job rotation programs that offer customized assignments to promising employees
should be implemented to give them a view of the entire business and to round out their
experience. Rotation programs can vary in size and formality, depending on the organization
• In addition to generic and compliance trainings given at the time of onboarding, the company
should implement a formal policy on corporate trainings to be completed at regular intervals.
It should be evaluated more actively by the HRD department with proper feedback
mechanisms in place. These trainings can include hard and soft skills training, product
knowledge training, etc.
• To create a high-performance work culture, team and individual rewards should be linked
with performance appraisals and administered at regular intervals
• An organization-wide behavioral competency framework should be developed, whereas, a
technical competency framework should be developed specific to different functions and
grades of employees. Proper assessment criteria and methods should be put in place for
regular updation of employee competencies
• A redressal system should be put in place where employees can raise their concerns, get their
issues addressed and rewarded for providing solutions
• Some of the personnel welfare practices which should be given focus include - Onsite food
options (canteens inside the campus), access to company transportation, basic medical
facilities with on-site doctors/nurses, establishing leave management system, developing an
internal communication app, etc.
• HRD heads should be involved in strategic planning exercises and an integrated Talent
Management Framework should be developed (considering the 3 pillars- Talent Acquisition,
Talent Development and Talent Engagement) for proper integration of all HR functions in
alignment with the business objectives
• Finally, a presentation of the HRD audit findings in a 1-day workshop, followed by a series
of sessions on the role of top management in HRD is suggested

4. Comprehensive HRD Scorecard

Solution:

Rating Explanation Maturity Score

All systems are extremely adequate, relevant to

Highest Score and
organizational goals, well designed/implemented, highly
A* Highest Maturity >= 90%
relevant to organizational needs, well linked with corporate
Level
plans and well-integrated

Very High Maturity

A 80% to 90%
Level

B* High Maturity Level 70% to 80%

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 Manjari Mahato, UH19093

Good on most systems and meets most of the standards to a

satisfactory level. This is the minimum acceptable grade for
Moderately High
B 60% to 70% a good company. Scores below this indicate that the
Maturity Level
company needs to improve substantially to be a world class
company

Moderate Maturity
C* 50% to 60%
Level

Moderately Low
C 40% to 50%
Maturity Level

D* Low Maturity Level 30% to 40%

Very Low Maturity

D 20% to 30%
Level

Fails to meet the minimum standards on most systems and

F Not at all Present < 20%
on most dimensions; the organization has a long way to go

Cannot be graded
U Ungraded due to absence of
data

Rating Colorbar Cosmetics

Dimension 2
Dimension 1 Dimension 3 Dimension 4
HRD Overall Points
HRD Systems HRD Culture Business
Competence (2500)
Maturity Points Grade Linkage Grade
Grade
(1000) (500) (500)
(500)

81% 79% 85% 85% 82.20%

Score = Score = Score = Score =

0.81*1000 = 0.79*500 = 0.85*500 = 0.85*500 = 2055
810 395 425 425

Range = 80% - Range = 70%- Range = 80% - Range = 80% - Range = 80% -
90% 80% 90% 90% 90%

A B* A A A