HRDp

4. Compare and contrast the advantages and disadvantages of

designing an HRD program in house versus purchasing programs
from vendors.
Designing an HRD (Human Resource Development) program in-
house and purchasing programs from vendors both have their
advantages and disadvantages. Let's compare and contrast them:
Advantages of designing an HRD program in-house:
1. Control and ownership: Developing the program internally gives
the organization full control over its design, content, and
implementation..
2. Cost-effectiveness: Designing an HRD program in-house can be
cost-effective in the long run, especially if the organization has
the necessary expertise, resources, and infrastructure.
3. Employee engagement: Involving internal subject matter experts
in the design process can enhance employee engagement and
foster a sense of ownership and pride in the program.
Disadvantages of designing an HRD program in-house:
1. Expertise and resource limitations: Developing an effective HRD
program requires expertise in instructional design, content
development, and program evaluation.
2. Time and effort: Designing an HRD program from scratch can be
time-consuming and resource-intensive. It requires significant
planning, research, and development efforts, which may divert
attention from other critical organizational priorities.
3. Limited external perspectives: Internal teams may be limited in
their exposure to industry best practices and emerging trends.
 Advantages of purchasing HRD programs from vendors:
1. Expertise and specialization: Vendors specializing in HRD
programs often bring extensive expertise and experience in
instructional design, content development, and program
implementation. They are likely to have a deep understanding of
industry best practices and the latest trends.
2. Time and cost savings: Purchasing programs from vendors can
save significant time and effort, as the programs are pre-
designed and ready for implementation.
3. Support and maintenance: Vendors typically provide ongoing
support, updates, and maintenance for their programs. They can
handle technical issues, program updates, and customization
requests, freeing up internal resources for other priorities.
Disadvantages of purchasing HRD programs from vendors:
1. Lack of customization: Off-the-shelf programs may not fully
align with an organization's unique needs, culture, or specific
skill gaps. They may require additional customization or
supplementation to maximize their effectiveness.
2. Limited control and ownership: Using vendor programs means
relinquishing some control over the program design, content,
and updates.
3. Dependency on vendors: Organizations become reliant on
vendors for ongoing support, updates, and maintenance. If the
vendor discontinues the program or faces financial issues, it can
disrupt the organization's HRD initiatives.
Ultimately, the decision between designing an HRD program in-house
or purchasing from vendors depends on factors such as organizational
resources, expertise, timelines, budget, and the level of customization
required. It can be beneficial to evaluate these factors and consider a
hybrid approach that combines the strengths of both options, such as
customizing vendor programs or utilizing internal expertise to
supplement vendor offerings.
14. Define term competency mapping. Discuss in detail key
components of competency mapping.

Competency mapping is a systematic process of identifying, defining,

and assessing the key competencies required for various roles within
an organization. It involves identifying the skills, knowledge,
abilities, and behaviors that individuals need to possess in order to
perform their jobs effectively.
Key Components of Competency Mapping:
1. Job Analysis:
The first step in competency mapping is conducting a thorough
job analysis. This involves gathering information about various
job roles, including their tasks, responsibilities, and performance
expectations. Job analysis helps in understanding the specific
competencies required for each role.
2. Competency Identification: Once the job analysis is complete,
the next step is to identify the competencies needed for each job
role. Competencies can be broadly categorized into three types:

 Technical Competencies: For example, programming skills for a

software developer.
 b. Functional Competencies: Examples include communication
skills, problem-solving skills, and leadership abilities.
 c. Behavioral Competencies: Examples include adaptability,
teamwork, and customer orientation.

3. Competency Framework Development:

A competency framework is a structured framework that
outlines the identified competencies for each job role. It
provides a clear description of the knowledge, skills, and
behaviors required at different proficiency levels. The
 framework serves as a reference for assessing and developing
employees' competencies.
4. Competency Assessment:
Competency assessment involves evaluating individuals' current
competencies against the defined competency framework. This
can be done through various methods such as interviews, self-
assessment, assessment centers, and performance appraisals.
The assessment helps identify competency gaps and areas for
improvement.
5. Competency Development:
Once competency gaps are identified, organizations can design
and implement competency development programs. These
programs can include training, coaching, mentoring, and job
rotations to enhance employees' competencies and bridge the
gaps.
6. Performance Management:
Competency mapping is closely linked to performance
management systems. By aligning competencies with
performance expectations, organizations can effectively evaluate
and measure employees' performance based on the defined
competencies. This facilitates objective feedback, career
development, and succession planning.
7. Succession Planning:
Competency mapping provides valuable insights for succession
planning by identifying high-potential employees and their
readiness for future roles. It helps in identifying and developing
talent within the organization, ensuring a smooth transition
when key positions become vacant.
8. Continuous Improvement:
Competency mapping is an ongoing process. Organizations need
to regularly review and update the competency framework to
align with changing job requirements, industry trends, and
business strategies. Continuous improvement ensures that the
competency mapping process remains relevant and effective
over time.
15. Define term coaching. Describe in detail process given by
Fournier for conducting coaching analysis concerning employee’s
performance.
Coaching is a process that involves supporting and guiding
individuals to improve their performance, develop their skills, and
achieve their goals.
In the context of coaching analysis, Fournier's process provides a
structured approach for conducting coaching sessions to address an
employee's performance-related issues. Here is a detailed description
of the steps involved:
1. Establishing the Coaching Relationship: The first step is to
establish a positive and trusting relationship between the coach
and the employee. The coach should create an open and non-
judgmental environment where the employee feels comfortable
discussing their challenges and goals.
2. Defining the Issue: The coach and the employee work together
to clearly define the performance issue or challenge that needs
to be addressed. It could be a specific task, behavior, skill, or
overall performance concern.
3. Gathering Information: The coach gathers relevant
information about the employee's performance by collecting
data from various sources such as performance reviews,
feedback from supervisors or colleagues, and self-assessments.
This helps in gaining a comprehensive understanding of the
situation.
4. Analyzing Performance Factors: Fournier suggests analyzing
the employee's performance by considering three key factors:
Competence, Motivation, and Environment.
5. Identifying Root Causes: Based on the analysis of competence,
motivation, and environment, the coach helps the employee
identify the root causes contributing to their performance issue.
This involves pinpointing specific areas for improvement and
understanding the underlying factors that are hindering progress.
6. Setting SMART Goals: SMART goals are specific,
measurable, achievable, relevant, and time-bound. The coach
assists the employee in setting goals that address the identified
performance issues. These goals should be actionable, realistic,
and aligned with the employee's aspirations and the
organization's objectives.
7. Developing an Action Plan: The coach collaborates with the
employee to develop an action plan that outlines the steps,
strategies, and resources required to achieve the set goals. The
plan should be tailored to the employee's needs and preferences,
focusing on areas where improvement is most critical.
8. Implementing and Monitoring Progress: The coach supports
the employee throughout the implementation of the action plan.
Regular check-ins and feedback sessions are conducted to
monitor progress, provide guidance, and make any necessary
adjustments. The coach also helps the employee overcome any
obstacles encountered along the way.
9. Evaluating and Celebrating Success: Once the employee has
made progress towards their goals, the coach facilitates a review
to evaluate the outcomes and celebrate the achievements.
Positive reinforcement and recognition are essential for
maintaining motivation and reinforcing the employee's growth
and development.