Ans – 1

Definition of Competency Assessment:

Competency assessment is defined as any system for measuring and documenting personnel
competency. The goal of competency assessment is to identify problems with employee
performance and to correct these issues before they affect patient care.
What is competency based assessment?
How do you know how good a person’s business skills really are?

This was the question posed by the TV show The Apprentice. For those not familiar with this
show, a group of people competed over a series of weeks to become the winner. Each week they
were assigned real world business related tasks to complete. Their performance was then judged
by the host of the show and a group of business savvy advisors. Each episode one person was
eliminated until the final winner was determined.

The show was in effect a form of competency based assessment and is a good place to start your
understanding on what it is and how it works. Like the show, competency based assessment
seeks to determine whether a person can do a task or group of tasks and how well they can do
them. It recognises that the most accurate way to determine a person’s competence at something
is to assess them using their knowledge and skills in an on-the-job situation.

Every job requires a specific set of knowledge and skills. This varies depending on the type and
complexity of the job. A competency based assessment process provides a way of building the
skills and knowledge people need to perform their job. Similarly, the TV show The Apprentice
was not just an assessment exercise. It was a learning process for the contestants. Beyond this
winning the show meant gaining a role where you were an apprentice and would be able to learn
further from an expert. Like the show, competency based assessment isn’t just an assessment
exercise. It is a process of assessment, learning and re-assessment.

A typical competency assessment process

There are different approaches to competency based assessment. One typical approach is
explained in the diagram below.

• STEP 1 - SELF ASSESSMENT

The first step in competency based assessment is for a person to conduct a self-assessment. This
could be as simple as completing a competency assessment form (see our sample form or it
might be as detailed as a collection of evidence that they can perform some skill.

• STEP 2 - ASSESSOR REVIEW

While a self-assessment may be sufficient for some processes, many require an assessor to also
assess an individual. This usually requires completing a competency assessment form and in
some cases reviewing the evidence a person has collected that they can perform a skill. For more
robust competency assessment processes an assessor may observe a person performing some
skill on-the-job.

• STEP 3 - IDENTIFY DEVELOPMENT NEEDS

An assessment will identify the areas where a person is already competent and the areas in which
they need development. Using this information a development plan can be created.

• STEP 4 - ON AND OFF THE JOB LEARNING

A good approach to a person’s development plan is to include a mix of on-the-job and off-the-
job learning. For instance, shadowing an expert, attending a training course or special
assignments. See our article on the 70:20:10 approach to learning for more information.

• STEP 5 - RE-ASSESSMENT

If development needs were identified a person will need to be re-assessed once learning has been
completed. Once the assessment has successfully completed a person is deemed competent and
in some cases awarded a certification.

An Ongoing Process

Competency assessment is an ongoing process in which knowledge and skills are continually
built. This is particularly important in today’s fast paced dynamic world. Being able to
understand current capabilities and develop new ones is critical to stay ahead of the curve.

But it’s not just new skills that need to be developed. Competency levels can be used to define
different stages of expertise. This is useful for individuals as they progress through career from
novice to expert. For companies, competency assessment can provide a great foundation for a
succession planning process.

Ans – 2

Definition of QWL:

Quality of work-life or QWL can be defined as the total quality of an employee's work-life at
an organization. Not only QWE is tied to happier employees but also better business results.
When the quality of work-life is stable, productivity is bound to increase. So does the level of
employee retention.

Strategies for improving Quality of Work Life:

1. Track Your Time

Analyzing your present situation is the beginning step in achieving a balanced life. Keep a time
log of everything you do for one week, including work-related and personal activities. This data
will serve as an eye-opener, helping you understand how you are using -- and where you are
losing -- your time.

2. Determine Your Priorities

Spend some time seriously reflecting on what is most important to you, and make a list of your
top priorities at work and at home. Then analyze your time audit by asking yourself these key
questions: What do I need to Start doing? Stop doing? Continue doing? Do more of? Do less of?
Do differently?

3. Set Specific Goals

Take your list of priorities and turn them into concrete and measurable goals. Block time into
your schedule for activities just like you would for an important meeting or a doctor's
appointment.

4. Schedule Scrupulously

Successful people plan their work and then work their plan. You have one life, so have one date
planner. Whether paper or electronic, this is the vehicle by which you turn your priorities and
goals into reality. Set aside 10 to 20 minutes at the beginning of each day (or the night before) to
plan your tasks and activities for the day and evening ahead.
5. Establish Boundaries

Set fair and realistic limits on what you will and will not do both at work and at home.
Clearly communicate these boundaries to your supervisor, coworkers, partner and family. For
instance, you might commit to not working late on certain days unless there is a crisis.
Additionally, set aside a time at home during which you will not check or respond to work-
related emails or voice mails.

6. Take Care of Your Health

Your health should always be your No. 1 priority. If you are not in good shape physically,
mentally, and emotionally, both your work life and your personal life will suffer. Take care of
yourself by eating healthy meals (especially breakfast), exercise at least three times per week and
sleep a minimum of seven hours per night. While you may not think you have time to add
exercise and extra sleep to your jam-packed schedule, these practices relieve stress, raise your
energy level, increase your stamina, improve your mental clarity, boost your immune system,
and make you a happier, more engaged, and more productive person. Additionally, refrain from
the excessive use of alcohol, tobacco, or drugs to relieve stress. These substances only tend to
keep the body in a stressed state and cause even more problems.

7. Nurture Your Family/Relationships

Relationships with family, friends, and loved ones are, by far, the greatest source of inner
satisfaction. If your job or career is damaging your personal relationships, both areas will
ultimately suffer. Sure there will be days when you will need to work overtime. The issue
becomes problematic when these days become the rule, not the exception. By making your
personal relationships a priority, your productivity and effectiveness on the job will actually
increase.

8. Make Time for You

As much as work, health, and relationships take priority in your life, it is also important to
schedule time for your own renewal. Indulge in some small pleasure daily. Take at least 30
minutes of uninterrupted "you time." It will do wonders for your well-being, and your
relationships and your career will benefit too. Connect with your spiritual source. Belief in God,
or a higher power, can be a deep well from which to draw inspiration, guidance, and strength.
Setting aside a weekly day of rest can be helpful, as well.

9. Leave Work at Work

Develop a mental on-off switch between work and home. It helps to establish a transitional
activity between the two realms. This might consist of listening to music or recorded books
during your evening commute, exercising at the fitness center, running errands, or keeping
personal appointments. Scheduling such activities immediately following your normal work
hours also prevents you from spending that extra twenty minutes at the office which then turns
into several hours.

10. Exercise Your Options

Many forward-thinking companies today are creating policies and programs that facilitate work-
life balance. Find out what options your business offers in terms of flex hours, telecommuting, a
compressed work week, job-sharing, or part-time employment. You may find an arrangement
that allows you to work more productively, while at the same time cutting stress and freeing-up
valuable personal/family time. If your company does not yet have a flexible scheduling program,
consider proposing one.

11. Work Smarter Not Harder

Using time more efficiently is an important skill that everyone from the receptionist to the CEO
can learn. Adopting the right combination of time-management practices can cut stress and save
you up to an hour a day. This can include the use of technology to become more organized,
grouping emails and voice messages, avoiding procrastination and learning to say "no."

12. Know When to Ask for Help

If you are overwhelmed at work, and it is causing undue stress don't suffer in silence. Shed the
Superwoman/Superman image and explain your situation to your boss or supervisor. Untenable
work situations can usually be alleviated, but it will take some assertiveness on your part.
Similarly, if a balanced life continues to elude you, or you are experiencing chronic stress, talk
with a professional -- a counselor, mental health worker, or clergyperson. Take advantage of the
services offered by your employee assistance program.

Ans – 3

Definition of HRD:

• According to Leonard Nadler, "Human resource development is a series of organised

activities, conducted within a specialised time and designed to produce behavioural
changes."

• According to M.M. Khan, "Human resource development is the across of increasing

knowledge, capabilities and positive work attitudes of all people working at all levels in a
business undertaking."
Ans – 4
Benefits of QWL:

1. Increase Productivity
2. Low Absenteeism
3. Reduce Labour Turnover Rate
4. Stressfree Workforce
5. Job security
6. Improvement in Employee’s health and wellbeing
7. Grievance and conflict can be resolve
8. Participative Management
9. Autonomous Decision Making
10. Job Satisfaction
11. Work-life balance
12. Enhancement of competencies and aptitude
13. Good working environment
14. Reward and recognition

Ans – 5

Definition of Competency mapping:

Competency mapping is a process of identifying key competencies needed to carry out

successfully a given job/role/a set of tasks at a given point of time. In other words, competency
mapping is a method of examining the weaknesses and strengths of an employee or
organization.

Competency mapping is the process of identifying the specific skills, knowledge, abilities, and
behaviours required to operate effectively in a specific trade, profession, or job
position. Competency maps are often referred to as competency profiles or skills profiles.

Steps in Competency Mapping:

The competency map shows where each person stands in terms of each skill, showing which
areas they should focus on. It will also help later when they want to track their progress in
developing those skills. The maps serve goals not only on a personal but also a team level for
team leaders because they can get a better overview of the team skill-set as a whole.

Competency maps can benefit any team, product or otherwise. Follow the five steps described
below and learn to design your own competency map in no time.

Step 1: Set up a list of key competencies.

Just to make it clear: product designers have come to no universal agreement on their key
competencies. Besides, the competencies change constantly, and so should your competency
management. Find tools and adapt them to your needs. We did exactly that here at UX studio.

Ultimate lists and expert articles about the basic UX and product design competencies fill the
internet. Dr. David Travis wrote a great article about the competencies of user experience that we
liked. Also, the product team at Vend seemed to have used a similar method for their mapping
activities. So, based on these two approaches, we created our own tool and are sharing our
experience here.

As a first step, we listed fourteen key competencies we use more or less during all product design
projects. Based on years of experience in our team, they include:

1. General User Research

2. User Needs Evaluation
3. Usability Evaluation
4. Metrics and Measurements
5. Information Architecture
6. Prototyping
7. Interaction Design
8. Visual Design
9. Writing
10. Client Management
11. Professional Cooperation
12. Business and Strategy
13. Development
14. Workshop Facilitation

Naturally, teams all come in different forms. The above competencies include those we find most
useful for our work. In teams of other types or domains, the list and hence competency
management itself will likely look completely different.

So, don’t hesitate to rewrite all this. This aims to give a holistic understanding of what your team
members must know.

Step 2: Define what those key competencies mean in practice

What do those competencies mean in practice? We identified skills and actions showing
someone has it or not.

We defined the following lists of knowledge and skills you should be familiar with in terms of
each key competency:
If you want to copy/paste this list, you can find it here.

Step 3. Set up different levels of knowledge.

Now we have finished with some basic goal-setting toward improved competency management,
we now need a scale.

This serves to measure each individual’s knowledge level in these areas. It will also set a good
framework for discussion to help people identify their strengths and weaknesses. Return to it and
assess the progress over time.

Six levels to measure the level of knowledge:

• 0 – Completely unfamiliar: Doesn’t understand the competency.

• 1 – Novice: Understands the competency and its importance.
• 2 – Advanced Beginner: Demonstrates this competency under supervision or with
encouragement.
 • 3 – Competent: Demonstrates this competency independent of supervision or
encouragement.
• 4 – Proficient: Encourages or supervises others in this competency.
• 5 – Expert: Develops new ways of applying this competence measured on the world
stage.

You can see the empty competency map here. For our team, I created this and the colorful maps
in Sketch. In case you don’t use software like Sketch or Figma, or you aren’t that confident in
your design skills, I suggest you start with a simple spider web / radar chart using Excel or
simple online tools like Vizzlo.

Our empty competency map – now it’s time to make one for everybody!

Step 4. Assess each team member using a competency map

Congrats! You’ve finished designing your competency mapping tool! This marks major progress
for improving competency management. Now try it out, use it and change it if needed.

Here, I share our experience and method for applying it. Feel free to find your own way.

We needed each team member to give their own input, but also some others to give their own
assessment of the person. So, we did the following:

1. We created a Google form with the list of competencies and levels.

2. We formed groups of three and asked everyone to fill out the form for themselves and
two others they worked within the past months. (Learning that novices tend to
overestimate and experts tend to underestimate their competency, we realized that we get
more objective results if we mix them.)
3. We discussed the results, similarities, and differences during one-on-one meetings with
the studio leader.
4. We added the final conclusions to the map.
5. Discussed three to five possible competencies they want to improve in the following
months.

Map of a senior user researcher who would like to focus more on Metrics and
Measurement, Prototyping, Interaction, and Visual Design, and Workshop Facilitation.

Step 5. Competency prioritization: Synthesize the results with product life-cycle

Now every team member has their map, which skill development should you focus on first? How
can you determine the most crucial areas of expertise for your team to have right now?

According to the Lean Analytics book, we can define five stages (empathy, stickiness, virality,
revenue and scale stages) for a product lifecycle.
As you go through those stages, you’ll need different competencies. Therefore, it might make
sense for a team leader to change the team, or improve your team members’ competencies
accordingly.

Empathy

This stage identifies the real problem and real solution. It also addresses the question: Will
anyone care? At this stage, you basically need “user needs and evaluation” competency,
someone to learn the domain knowledge, do competitor research, field research and interview the
potential users. They must also easily summarize and transfer the learnings to the team with user
personas, jobs-to-be-done sentences, or customer journeys.

Stickiness

Get the maximum amount of validated learning about customers with the least amount of effort.
In other words, experiment with an MVP and quickly validate, or most likely invalidate your
assumption. You definitely need a proficient level of information architecture, prototyping, and
interaction design competencies to create prototypes, visual design and development skills to
make it an MVP, and usability evaluation to learn from the feedback.

Virality

This simply involves starting user acquisition and growing the user base. “Metrics and
measurements” forms one of the basic skills at this stage, so learn what to do, measure, and make
conclusions. Also, bring all the other skills from the stickiness stage.

Revenue and Scale

Starting to charge people and scale the product basically requires all your team’s competencies,
especially the “Business and Strategy” for product feature prioritization. Don’t hesitate to read
our article about prioritization techniques to learn more.

Ans – 6

Definition of Workers participation in management:

Workers participation in management refers to the participation of non-managerial employees in

the decision-making process of the organisation. Workers participation gives employees the
mental and psychological satisfaction and thereby increase their involvement in the affairs of the
organization.

Forms of Workers Participation in Management

Everything you need to know about the different forms of workers participation in management.
Workers participation in management means giving scope for workers to influence the
managerial decision-making process at different levels by various forms in the organisation.
There are various forms of workers’ participation operation, among these include works
committees, joint management councils, shop councils, joint councils, unit councils,
representation on board of directors and a variety of joint committees in the private sector with
specialised functions.

Forms of participation vary from industry to industry, country to country and facility to facility
within the same industry. Thus, the following are the forms of worker’s participation:-

1. Works Committee 2. Joint Management Council (JMC) 3. Board of Representation 4.

Participation through Ownership 5. Participation through Complete Control 6. Collective
Bargaining 7. Job Enlargement and Job Enrichment 8. Suggestion Scheme 9. Quality Circle
(QC) 10. Empowered Team and Autonomous Teams 11. Total Quality Management (TQM) 12.
Financial Participation 13. Consultative Participation 14. Associative Participation 15.
Administrative Participation 16. Decisive Participation and 17. Worker Participation Scheme.

Forms of Worker Participation in Management – Works Committee, Joint Management

Council, TQM and a Few Other Forms
Forms of Workers Participation in Management – Top 12 Forms: Works Committee, Joint
Management Council, Board of Representation and a Few Others
The manager, workers and industrial relations experts interpret the term “workers’ participation
management” in different ways. Some managers interpret it as information sharing while others
consider it as joint consultation prior to decision making. However this is not all about it! The
workers generally think of it as joint decision-making. That means workers treat participation as
equivalent to co-decision in the spheres of management of the enterprise after all they want to
really participate!

They regard it as an association of labour with management without the final authority or
responsibility in the general area of managerial functions. It means that the management shares
in an appropriate manner the decision-making power with the lower ranks of the organization.
Thus, workers’ participation in management means giving scope for workers to influence the
managerial decision-making process at different levels by various forms in the organisation.
Forms of participation vary from industry to industry, country to country and facility to facility
within the same industry.
The following are the forms of participation:

Form # 1. Works Committee:

Enterprises with a workforce of 100 or more workers constitute a works committee with equal
number of representatives from employees and the management. This committee has to evolve
ways and means for maintaining cordial and harmonious relations between employees and the
management.

Form # 2. Joint Management Council (JMC):

JMCs were introduced in 1958. These councils are formed at plant level with equal number of
employee and employer representatives. These are mainly consultative and advisory ones. The
scope of JMCs encompasses to matters like working conditions, indiscipline, absenteeism,
accident prevention, preparation of holiday schemes etc. It is generally alleged that both works
committee and JMC are similar in scope and function. Hence multiplicity of bipartite
consultative bodies did not serve the purpose.

Form # 3. Board of Representation:

Under this scheme, one or two representatives of workers are nominated or elected to the Board
of Directors. The basic idea is to safeguard worker’s interest, and usher in industrial harmony
and good relations between workers and management. This is the highest form of participation.
Government of India introduced this schemes in public sector enterprises like Hindustan
Antibiotics Ltd, BHEL, NTC, National Coal Mines Development Corporation, Hindustan
Organic Chemicals, etc.
Public Sector Banks have introduced the scheme from 1970 onwards. The representative unions
have to give a panel containing names out of which one will be selected by the Government. The
success of the worker director depends in his role in the board and his prior consultation
communication with the other workers. He should articulate the worker’s concern very
effectively and cogently with facts and figures and enlighten the management of the implications
of various proposals at the board.

Form # 4. Participation through Ownership:

Workers by becoming shareholders take part in management. Management sell shares at reduced
price to its committed and loyal workforce. Such workers are allowed to pay the price in
installments or allowed financial accommodation to buy the shares. But participation is distinct
from management. But its effect on participation is observed to be limited. In some cases, sick
companies are allowed to be taken over by workers. For example, Kamani Tubes, New Central
Jute mills, etc., are some of the companies taken over by worker’s cooperatives.

Form # 5. Participation through Complete Control:

It is called self-management. Yugoslavia is the country practicing this model. This gives a
complete control to the workers to directly manage all aspects of industries through their
representatives. This method ensures complete identification of workers with their organization.
The scope for industrial conflict becomes lesser under the self-management method. But the
success of the method depends on the intensity of interest shown by workers in the management.

Form # 6. Collective Bargaining:

This mechanism gives the management and the employees to lay down rules relating to working
conditions and contract of employment. This type of participation is in practice.

Form # 7. Job Enlargement and Job Enrichment:

Job enlargement means addition of task elements horizontally. Job enrichment means adding
motivators to the existing job. Both are mechanisms to relieve the job holders of the monotony of
work. They serve as participative mechanisms as they offer freedom and scope to use their
wisdom.

Form # 8. Suggestion Scheme:

Suggestions are invited from workers on the various aspects of work. Management reviews the
suggestions made and put the constructive suggestions into action. Some companies share
financial benefits accruing through good suggestions with the workers who contribute the
suggestion. This mechanism kindles the creative or innovative urge in the workers. This is a win-
win mechanism. The rewards awarded should be commensurate with the benefits derived from
the suggestion.

Form # 9. Quality Circle (QC):

A Quality Circle (QC) consists of 7 to 10 people drawn from the same work area, who meet
regularly to define, analyse and solve quality and related problems in their area. Membership is
voluntary and meetings are held once a week for an hour. During the meetings, members are
trained in problem-solving. This concept originated from Japan. In India, the experience of
quality circle is a mixed one.
Form # 10. Empowered Team and Autonomous Teams:
Empowerment means transferring authority and responsibility to employees. When power is
transferred to employees, they experience a sense of ownership and control over their job. At the
same time, it engenders in them a sense of accountability.
i. Empowered team sets its own target.
ii. Decides the method of work.
iii. Decides the style of leadership and function.
iv. Creates its own work schedules and reviews its performance.
v. Prepares its own budget and coordinates its work with other departments.
vi. Chooses the source of supply of materials.
vii. Hires own replacement.
viii. Assumes responsibility for the discipline of its members.
ix. Takes responsibility for the quality of the products and services.
Indian companies practising empowered team concept includes TITAN, ABB, TATA
Information System, Philips, Wipro Infotech, etc.

Form # 11. Total Quality Management (TQM):

TQM denotes deep commitment of an organization to quality. The quality of product/service is
the sole focus of an organization. It intends to infuse quality in each and every process of
production and delivery of service to the end consumer.
Conventional belief that quality is the preserve of quality control department, quality can be
improved through inspection, quality costs high and defects cannot be eliminated totally, have
been thrown overboard.
The new TQM philosophy includes the following:
i. Meeting customer’s requirement on time.
ii. Ensuring error-free work.
iii. Managing by pro-action ‘not by correction’.
iv. Measuring the cost of quality.
TQM is viewed as one of the participative methods as every employee is involved and assumes
responsibility for quality improvement.

Form # 12. Financial Participation:

This type of participation has potential to involve the worker in the decision-making process or
consultation process intensively. It enhances employees’ commitment to the organization by
linking the performance of the firm to that of the employee. Many schemes of financial
participation include profit sharing plan, ESOP, management buyout, profit-linked pay, worker’s
co-operatives, pension fund participation and wage earner fund.

Ans - 7

HRD Audit as an OD Intervention

HRD AUDIT AS AN OD INTERVENTION:

A great deal of work has been done in India regarding the use of HRD Audit as an OD
intervention and is a unique feature of Indian organizations. The author’s experience in initiating
OD with the aid of HRD audit has shown the following results:

1) The audit in several organizations resulted in establishing several organizational systems and
processes such as potential and performance appraisal, career planning, training, mentoring.
Performance appraisal and job rotation are the two most frequently affected changes.

2) In a few companies it has resulted in the formulation of clear-cut policies including promotion
policy, communication policy, reward and recognition policy, etc.

3) In others it seemed to have drawn their attention to issues like developing trust, collaboration,
teamwork, quality orientation etc.
4) In a few others it has resulted in more role clarity and direction to the employees in terms of
their work leading to higher level of role efficacy.

5) In one of the organizations, as the audit started with the issues of future strategies the top
management team could not identify the future plans. They indicated that the plans come from
the multinational Head Office and they have no freedom in influencing the same. The turnover
from Indian operations was negligible and therefore the parent office paid little attention to the
corporation. As a result the top management could not communicate the future of the
organisation clearly to the employees. This resulted in morale and motivation issues though of
not a significant magnitude. The corporation has good practices and the employees were proud.

6) On the basis of the HRD Audit report, which indicated the difficulties in ensuring employee
commitment without an appreciation of the future plans of the company, the top management
team made it a point to negotiate and plan the future strategy and plans for the company.

7) In another company the HRD Audit indicated the need for developing locals as HRD
Managers and the need for reorienting the HRD systems to local culture. The company recruited
an HRD manager as a short-term basis who designed a number of HR systems and also trained
the local line managers in HRD. The systems designed were integrated into the TPM, ISO 9000
and such other interventions. The above consequences indicate that HRD Audit is cost effective
and can give many insights into a company’s performance improvements. While various
methods like individual and group interviews, workshop, questionnaires and observation can be
used as tools the success of the audit as an intervention depends on the efficiency of
implementation in the post-audit phase.

Ans – 8

Definition of Profit Sharing:

Profit sharing schemes may effectively supplement other incentive plans. Profit sharing is a
scheme to augment the compensation of workers through the sharing of profits of the company.
Profit sharing may be defined as an agreement freely entered into, by which the employees
receive a share, fixed in advance, of the profits.
This compensation is in addition to the regular wages and bears a definite percentage relationship
to company profits. This definition would exclude bonuses based on profits which are not
assured on a continuing basis.

A profit-sharing plan gives employees a share in their company's profits based on its quarterly
or annual earnings. It is up to the company to decide how much of its profits it wishes to share.
Contributions to a profit-sharing plan are made by the company only; employees cannot make
them, too.

Profit-sharing is a process wherein you share the profits with your key employees and is often
described as a form of additional remuneration to keep the employees engaged and satisfied in
the job so that the rate of employee retention is higher. The share allocation is in addition to the
standard wages or salary that an employee receives and is not based on output or time.
It is a general belief that profit sharing will make the employees work harder as they have a share
in the profits. It is a fact that a business entity that decides to implement the scheme of profit
sharing will choose amongst its key stakeholders the sharing allocation and the percentage of
profits they are willing to share and distribute so that there is no confusion later on. It is then that
profit sharing is paid out as a percentage on the annual salary of the employee.
A profit-sharing plan must be in writing so that all the pertaining rules and regulations can be
laid out explicitly. The payments are made on an annual basis after the year-end reports and the
profits are calculated. In most cases, restrictions are placed so that the access to funds is not so
easy. The employee might have to wait a specific time duration before he can withdraw any
amount from the profit-sharing funds.

Objectives:

The objectives of profit-sharing are as follows-

1. Raising the productivity of the workforce

2. Attract desirable and competent employees in the company
3. Boosting the efficiency of the employees
4. Encouraging the feeling of responsibility in an employee
5. Develop the attitude and habit of waste elimination and scrap reduction amongst the
workers
6. To align the interest of the employee with those of the employer
7. Encourage and develop a better understanding between the employees and management
so that sorting out issues in an amicable manner becomes possible.
8. Reduce employee turnover and rate of absenteeism in the organization
9. Bring about a spirit of cooperation and teamwork amongst the employees
10. Encourage a proprietary attitude in the employees
 11. Boost employee morale
12. Minimize administrative issues
13. Ensure job security
14. Encourage industrial democracy and harmony by developing good relations between the
workforce and the management
15. Encourage equitable distribution of wealth and social justice

Profit Sharing – 11 Common Objectives

Following are the common objectives of profit sharing:

(1) To achieve industrial harmony by developing healthy relations between the management and
workers.
(2) To eliminate all types of waste in human and non- human resources.
(3) To motivate the workers for higher productivity and efficiency
(4) To install a sense of partnership among the employees and employer.
(5) To enhance employees interest in work and in company where they work.
(6) To attract competent and desirable employees in the company and retain them for a longer
period.
(7) To reduce the rate of labour turnover and absenteeism.
(8) To ensure employee job security.
(9) To minimize administrative problems, simply means satisfied workers are better administered
because profit sharing brings that kind of satisfaction. They feel part and parcel of the
organisation.
(10) To provide social justice means, social justice demands more equitable distribution of
wealth rather than its going into the hands of few. Profit sharing achieves some measure of social
justice by observing the financial position of the organisation.
(11) Workers are getting additional remuneration in the form of profit sharing which ultimately
improves the earnings of the workers and thereby financial position.

Ans – 9

Concept of Competency Mapping:

Competency Mapping is processes of identifying key competencies for an organisation and/or a
job and incorporating those competencies throughout the various processes (i.e., job evaluation,
training, recruitment) of the organisation. It generally examines two areas – emotional
intelligence or emotional quotient (EQ), and strengths of the individual in areas like team
structure, leadership, and decision-making
.
Definition of Job Competency:
Competencies are the knowledge, skills and abilities, and other requirements that are needed for
someone to perform a job successfully. Competencies define not only what a person must know
and do, but also how a person does it.
Benefits of Competency Mapping:

From the time of its evolution, competency mapping has become the need of the hour. This is
because of the several benefits it offers, such as

1) increase employee’s self-awareness and aid in career management

2) identify new leaders and support organizations in succession planning
3) helps in making promotion and internal mobility decisions more accurate
4) helps in performance management of employees, individual departments and overall
organization
5) provides scope for designing goal-directed training interventions
6) assist in job evaluation
7) develop a competent workforce by making recruitment and selection structured and
objective
8) provide gap analysis reports which helps in all the above listed HR processes

These are just some of the benefits of competency mapping. Competency-based HR

systems have transformed the way organizations work today and have shown promising
results in various HR interventions and practices.

Benefits of a Competency-Based System for organization

1) It beneficial for Increases internal employee mobility, providing the organization with
grander ability scale and flex as needed.
2) It builds Establishes a framework for constructive feedback by management at scheduled
training and performance appraisal intervals and Clarifies job standards for performance
appraisals.
3) It will help to Outlines employee development and promotional paths within the
organization.
4) It is essential to ensure Ensures that organization-funded training and professional
development activities are cost-effective, goal-oriented and productive.
5) It will help employees to achieve a high level of competence efficiently and It will
Records the employee’s acquisition of the skills, knowledge, safety and other procedures
relating to each task.
6) Reduces cost overruns caused by poor performance or miscommunication of job
expectations and Improves communication between employee and management.

Ans - 10
Concept of HRD Audit:

HRD audit means the methodical authentication of job analysis and design, recruitment and
selection, direction and placement, training performance appraisal and job evaluation of
the HR of the organization.

Concept of HRD:

“Human Resource Development (HRD) is a process of developing skills, competencies,

knowledge and attitudes of people in an organization.” The people become human resource only
when they are competent to perform organizational activities.

HRD AUDIT FAILURES:

There are at least two cases of HRD Audit not resulting in anything. The HRD Manager was
very enthusiastic in getting the HRD audited. The Audit report indicated a very poor state of
HRD in the company. The staff competencies were rated as poor, the practices questioned and
improvements suggested. The Benchmarking data also indicated this company to be one of the
poor performers in terms of HRD though in terms of the profits etc. the company was in the
forefront and was facing competition. Though the audit started with an interview with the CEO,
no opportunity was provided to the Auditors to make a presentation to the CEO. As a result the
audit report did not receive any attention and the auditors considered the effort a waste.

In another company, the top management commissioned the Audit but got busy with
reorganization of one of their critical marketing functions. In the process and due to market
competition all the energies of the top management and their HR staff got diverted to the new
organizational structure and they did not even have an opportunity to know the findings of the
Audit. The auditors felt that some of the audit findings directly relate to business improvements
in terms of the very reorganization they were planning. But the auditors were not in a position to
draw the attention of the top management. The effort did not result in any thing.

These two events make it clear that the following processes in the HRD Audit have potential in
initiating and managing change:

• Initial interviews with the Top management.

• Bench Marking data on HRD Audit questionnaire supplied to the company.
• Presentation by the Auditors at the end of the audit.
• The report itself and the way the report is handled.
Ans - 11

Difficulties of QWL:
Ans – 12

Challenges of Competency Mapping:

1. Linking job requirements to organizational strategic goals.

2. Providing a road map for employee development and career planning.
3. Reduce cost of training by identifying real training need through identifying
competency gaps.
4. Providing a common language and common understanding of the behaviours
needed to achieve organizational objectives.
5. Promoting employees based on performance rather than solely on seniority.
6. Lack of appropriate level of specificity.
7. Ideal number of competencies per job profile.
8. Lack of integration with other talent management systems.

Ans – 13

Definition of HRD Culture:

HRD culture is essential for facilitating HRD climate. The HRD culture deals with the extent
to which Openness, Confrontation, Trust, Autonomy, Proactivity, Authenticity, Collaboration
and Experimentation (OCTAPACE) are valued and promoted in the organization.

The HRD (OCTAPACE) Culture deals with the following items:

A) OPENNESS: Openness can be defined as a spontaneous expression of feelings
and thoughts, and the sharing of these without defensiveness. Openness is in both
directions, receiving and giving. Both these may relate to ideas (including
suggestions), feedback (including criticism), and feelings. For example, openness
means receiving without reservation, and taking steps to encourage more
feedback and suggestions from customers, colleagues and others. Similarly, it
means giving, without hesitation, ideas, information, feedback, feelings, etc.
Openness may also mean spatial openness, in terms of accessibility. Installing
internal E-mailing may be a step in this direction: everyone having a computer
terminal has access to information which he may retrieve at any time. Offices
without walls are another symbolic arrangement promoting openness. In some
organizations, even the chief executive does not have a separate exclusive cabin;
floor space is shared by other colleagues at different levels in the organization.
This willingness to share and this openness results in greater clarity of objectives
and free interaction among people. As a result of openness, there should be more
unbiased performance feedback. Indicators of openness in an organization will be
productive meetings and improved implementation of systems and innovations.

B) CONFRONTATION: Confrontation can be defined as facing rather than shying

away from problems. It also implies deeper analysis of interpersonal problems.
All this involves taking up challenges. The term confrontation is being used with
some reservation and means putting up a front as contrasted with putting ones
back to the problem. A better term would be confrontation and exploration
(CE).Let us use the term confrontation in this sense of confrontation and
exploration, i.e. facing a problem and working jointly with others to find a
solution to the problem. The outcome of confrontation will be better role clarity,
improved problem solving, and willingness to deal with problems and with
'difficult' employees and customers. There will be willingness of teams to discuss
and resolve sensitive issues. The indicators, which are also outcomes, can be
improved by periodical discussions with clients, bold action, and not postponing
sticky matters.

C) TRUST: Trust is not used in the moral sense. It is reflected in maintaining the
confidentiality of information shared by others, and in not misusing it. It is also
reflected in a sense of assurance that others will help, when such help is needed
 and will honour mutual commitments and obligations. Trust is also reflected in
accepting what another person says at face value, and not searching for ulterior
motives. Trust is an extremely important ingredient in the institution building
process. The outcome of trust includes higher empathy, timely support, reduced
stress, reduction and simplification of forms and procedures. Such simplification
is an indicator of trust and of reduced paper work, effective delegation and higher
productivity.

D) AUTHENTICITY: Authenticity is the congruence of what one feels, says and

does. It is reflected in owning up one's mistakes, and in unreserved sharing of
feelings. Authenticity is closer to openness. The outcome of authenticity in an
organization is reduced distortion in communication. This can be seen in the
correspondence between members in an organization.

E) PROACTIVITY: Proaction means taking the initiative, preplanning, and taking

preventive action, and calculating the payoffs of an alternative course, before
taking the action. Proaction can be contrasted with the term react. In the latter,
action is in response to an act from some source; while in the former the action is
taken independent of the source. For example, if a person shouts back at his
friend's accusation he shows reactive behaviour. However, if he does not use this
pattern but responds calmly and suggests that they discuss the problem together,
he is showing proactive behaviour. Proactivity gives initiative to the person to
start a new process or set a new pattern of behaviour. Proactivity involves unusual
behaviour. In this sense pro activity means freeing oneself from, and taking action
beyond immediate concerns. A person showing proactivity functions at all the
three levels of feeling, thinking and action.

F) AUTONOMY: Autonomy is using and giving freedom to plan and act in one's
own sphere. It means respecting and encouraging individual and role autonomy. It
develops mutual respect and is likely to result in willingness to take on
responsibility, individual initiative, better succession planning. The main indicator
of autonomy is effective delegation in organization and reduction in references
made to senior people for approval of planned actions.
 G) COLLABORATION: Collaboration is giving help to, and asking for help from,
others. It means working together (individuals and groups) to solve problems with
team spirit. The outcome of collaboration includes timely help, team work,
sharing of experiences, improved communication and improved resource sharing.
The indication could be productivity reports, more meetings, and involvement of
staff, more joint decisions, better resource utilization and higher quality of
meetings.

H) EXPERIMENTING: Experimenting means, using and encouraging, innovative

approaches to solve problems; using feedback for improving, taking a fresh look
at hinges and encouraging creativity. We are so caught up with our daily tasks
that we often use only traditional, tried and tested ways of dealing with problems.
While these methods save time and energy, they also blind us from perceiving the
advantage of new ways of solving a problem. The more we work under pressure,
the less is our inclination to try a different approach as the risk seems to be too
high. And yet, complex problems require new approaches to their solutions.
Organizational learning does not imply repetitive action; it implies applying past
experience to current problems to go beyond. This can be called creativity. Other
terms such as innovations, experiments, new approaches, etc. also convey the
same meaning. There are several aspects of creativity in an organization.
Creativity is reflected in new suggestions generated by employees, attempts at
improving upon previous ways of working, trying out a new idea to which one
has been exposed, innovating new methods, and thinking about a problem while
ignoring the so called constraints. The last one is also called lateral thinking, i.e.
thinking aimed at generating alternatives. There is enough evidence that such
thinking contributes towards the development of new products, new methods and
new processes. The conventional implication with which the term 'climate' has
been used in literature is 'Organizational Climate'. The concept of climate with
specific reference to the human resource development context, i.e. human
resource development climate has been introduced by Rao (1996).

Ans - 14

Methods of HRD Audit:

HR audit is a tool to measure the level of human resources development system.
The following methods are adopted:
1. Interview Method:
Top management and senior management (Line managers and employees) are interviewed by the
HRD auditor. It is a structured interview designed to solicit information on the perspectives of
respondents on the future growth plans and goals of the organization, organization culture,
working style, career development, work flow system, leadership style, morale, motivation,
vision, mission etc. In view of the time and resources constraints, HRD auditor uses sampling
techniques to interview the employees.
2. Questionnaire Method:
HRD auditor designs and administers structured questionnaire to assess the various dimensions
of HR development. It is usual practice to test the reliability and validity of the instrument using
appropriate statistical technique by conducting a pilot study. Then he has to choose the proper
sample size. The questionnaire should accommodate questions reflecting the objectives of HRD
audit. It is given to the sample respondents who have to record appropriate response.
3. Observation Method:
HRD manager observes the employees in their natural environment i.e., workplace, canteen,
training camps, residential colony to assess the suitability and conduciveness of environment for
human resource development.
4. Desk Research Method:
HRD manager collects and uses details relating to performance appraisal report, ethical practices,
achievement records, welfare measures, suggestion scheme, career development, frequency of
training programmes, feedback of participant trainees, methods used to ascertain training needs,
safety practices, accident prevention, incentive and compensation system, etc. He analyses the
facts and figures relating to aforesaid areas and arrives at appropriate findings.
This method does not involve interviewing the respondents through a questionnaire or an
interview schedule. The entire information is gleaned from the relevant records of the
organization.
5. Workshop Method:
Employees are selected either through a sampling technique or through some other norms, for
participation in a workshop conducted exclusively for HRD audit purpose. All the participants
selected are divided into groups. Different dimensions of HRD are assigned to different groups
for SWOT analysis. Then each group is required to prepare a report and make presentation on
the themes assigned. The outcomes of the report of each group are deliberated deeply and
suggestions are made to the organization. The whole exercise is moderated by the HRD auditor.
6. Task Force Method:
A task force comprising different experts from various domains in the organization is constituted
to identify, evaluate and recommend an appropriate solution to the HRD problems identified.
HRD manager can work on the accepted recommendations for further development.

Ans – 15

Definition of Employee Participation:

Employee participation is the process whereby employees are involved in decision making
processes, rather than simply acting on orders. Employee participation is part of a process of
empowerment in the workplace.

Objectives of Employee Participation:

The main aim of business enterprises now-a-days is shifting towards maximisation of economic
welfare rather than the maximisation of profits. The basic idea of labour participation in
management is to get the fullest co-operation of workers. The success of such participation
depends on the existence of cordial industrial relations.

It is not a matter of a man being accorded the privilege of stating a complaint or offering a
suggestion, but of having a recognised responsibility for doing so because he is an employee and,
therefore, a joint partner in the enterprise in which he is investing not money but his life. A close
rapport is established between the employer and employees that motivates them to work together
productively and co-operatively.

The following are the main objectives of workers’ participation in management:

(i) To raise productivity, production and efficiency of workers.

(ii) To improve morale of workers.

(iii) To satisfy the desire of workers for self- expression.

(iv) To promote industrial peace in the concern.

(v) To have better industrial relations and establish harmonious relations between the workers
and management.

(vi) To evoke the fullest collaboration of the employees.

(vii) To encourage social education which promotes solidarity in the working class.
Advantages of Employee Participation:
Here are the top seven advantages that come with employee participation! You will be surprised
knowing the number of benefits that it comes with.

1. It motivates the other person:

With employee participation automatically comes motivation. When you are participating with a
group of others in an environment, you will create an environment that is more positive.
The employees may also have the chances of showing more creativity as well as analytical
ability.
Such opportunities shall make them all the more motivated.

If you are working in an environment that is motivated and enthusiastic, there are bigger chances
of seeing positivity and changes. After all, that is what we want to see.

2. Costs less and handles time:

Another benefit of employee participation is that it costs less time and much lesser money.
In fact, it is one of the most simple and effective ways to handle money without having to waste
too much time. After all, that is what participatory decisions do.
So you will have much lesser time in order to implement them. And at the cost of such
participation, you will be able to benefit the case of entire success participation.

3. Makes you more creative:

The third benefit of employee participation is that it makes you more creative and innovative. In
fact, these two happen to be some of the biggest and most essential benefits that come
with participative management.
By simply allowing a diverse group of people to have input into making decisions, the
organization benefits from the synergy come with a much wider range of options as well.
When all the employees instead of executives and managers have the opportunity to participate,
the chances will also increase at the same time.

4. Boosts influence and capacity:

Employee participation also boosts mutual faith, cooperation, and understanding. In that way,
the employees will hardly have any disagreements with the decisions of the manager.
It will indicate that the manager may easily influence the employees so that various other
decisions can be implemented.
When people are participating together and work, they are able to boost capacity easily and
influence each other in a much positive and better way.
5. Proper work environment:
With effective management and employee participation comes a proper working environment.
The manager will listen more to their staff, ask some of their friends for a few opinions and take
them more seriously.
Apart from that, the employees will also consider getting themselves into a part of some
organization. This will result in a better and much more positive environment at workplace.

6. Makes a more effective decision:

Finally, we come to the topic of a decision. With effective employee participation, you will also
be able to make better decisions which help in creating and selecting the best alternatives.

For every single problem, different people will give you different kinds of solutions. And that
will benefit the workplace that you are in drastically.
Therefore the participation shall facilitate the process of decision making.

7. Boosts productivity as well:

The best part of employee participation is that it will boost productivity in the working
environment.
An increased say in decision making will always mean that there is a strong feeling of
association now. There shall be employees who will take responsibility of their actions and take
charge of what they have done.

The working hours shall be stretched out easily on its own and the force from the management
shall also be handled easily. All of this shall easily lead to and boost productivity.

Other Benefits of Employee Participation:

1. To make use of human capital:

Co-operative management will not restrict the organizations to exploit the physical capital of
such employees.

Instead of making the best use of human intelligence as well as emotional capital, it will also
give all employees a good opportunity to contribute all of these ideas as well as suggestions
which will improve the process of business and create an environment which is better.

2. Meeting the psychological needs of employees:

When the employees have some say in the decision-making process, it will give them some sort
of psychological satisfaction.
It will also give a simple force that will drive them towards boosting and improving their
performance, creating a good channel and communication and coming up with a practical and
better solution that can design even better organizational processes.
3. Retaining the best talents:
Also, another benefit of employee participation is that it will become the most effective
strategies to find talent within the industry.
It will also give the employees a sense of pride to have some say in the process of decision
making. Others have been valued by the seniors.
They will stick towards the organization and become much better management partners in
meeting a few goals and achieve better success. Finally, it is the best when it comes to boosting
productivity inside the industry.
In the competitive world that we live in, the job security, as well as high pay packages, are not
good enough for boosting the productivity of the industry. What also matters alongside is
industrial democracy and authority.

Ans - 16

Process of HRD Audit:

Though the process would vary from organization to organization, generally it involves the
following steps:

1) Briefing and orientation:

This is a preparatory meeting of key staff members to:

• discuss particular issues considered to be significant,

• chart out audit procedures, and
• develop plans and programme of audit.

2) Scanning material information:

This involves scrutiny of all available information pertaining to the personnel, personnel
handbooks and manuals, guides, appraisal forms, material on recruitment, computer capabilities
and all such other information considered material.

3) Surveying employees:

Surveying employees involves interview with key managers, functional executives, top
functionaries in the organisation, and even employees’ representatives, if necessary. The purpose
is to pinpoint issues of concern, present strengths, anticipated needs and managerial philosophies
on human resources.

4) Conducting interviews:
What questions to ask? The direction which audit must follow is based on issues developed
through the scanning of information gathered for the purpose. However, the audit efforts will get
impetus if clarity is obtained as to the key factors of human resource management selected for
audit and the related questions that need to be examined.

The following model depicts the various key factors on which information needs during human
resource audit need to be focussed. It is developed from the interview guide used in an
electronics company. It covers a wide range of topics of profound interest relating to human
resource management practices in the organisation. The questions to be asked on these topics
need to be framed very carefully. These questions may be developed by the interviewer/audit
team on the following aspects as indicated against each topic.

The process of the interview and the sequence of questions is often as important as their content.
Another effective method is the ‘focus interview’. A focus interview involves meetings between
a trained interviewer and selected members of the organisation. Here the interviewer asks a
variety of questions planned and prepared in the same fashion as the interview questionnaire
explained earlier.

5) Synthesizing:

The data thus gathered is synthesized to present the

• current situation
• priorities
• staff pattern, and
• issues identified.

Similarly, future needs are identified and appropriate criteria developed for spotlighting the
human resource priorities and specific recommendations made.
6) Reporting:

Just as the planning meetings of briefing and orientation, the results of the audit are discussed
within several rounds with the managers and staff specialists. In the process, the issues that get
crystallized are brought to the notice of the management in a formal report. Follow-ups are
necessary after an audit to see if the action plan used to solve problems found this the audit
worked or not.

In conclusion, human resource audit is an important approach to human resource planning. It is

practical because if correctly conducted, it should increase the effectiveness of the design and
implementation of human resource policies, planning and programmes. A periodic and
systematic audit helps human resource planners develop and update employment and programme
plans.

Ans – 17

HRD Styles: