Sachin Report

A STUDY ON HR CHALLENGES RELATING TO PERFORMANCE MANGEMENT SYSTEM AT NEXT
MILES COUNSELING SERVICE
CHAPTER-1
INTRODUCTION
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CITY COLLEGE JAYNAGAR
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INTRODUCTION TO HUMAN RESOURCE MANAGEMENT:
HR is a term that refers to both employees of an organisation or association and the office in charge of
dealing with all issues relating to representatives, who collectively address one of an organization's or
association's most valuable assets. The phrase HR was coined in the 1960s, when the value of working
relationships began to be recognised, and concepts such as inspiration, authoritative behaviour, and
choice evaluations began to take shape in a variety of workplaces.
Human resource management is the most important approach to deal with the viable and productive
management of individuals in an organisation or association to the point where they are able to achieve
their goals. Assist their company in gaining a competitive advantage Its goal is to increase worker
execution in support of a company's primary objectives.
Physical resources, such as materials and equipment; financial resources, such as cash, credit, and debt;
and people are the three primary resources that businesses and organizations rely on in practice. There is
no doubt that people are a valuable resource in any company or corporation.
A well-thought-out plan, a viable product or service, and effective operations are all essential. All of
this, however, is dependant on the capacity of the organization's people to put strategy, plans, and
processes into action in order for the company to succeed. Every aspect of the business revolves around
people. Organizations can be more lucrative, lead more effectively, build brand loyalty, and accomplish
better work through managing people.
The human resource function determines the success of every organisation. A company's human
resources department is crucial to its bottom line growth and the success of its business plan. The people
that make up a company are its most important asset, and human resource management (HRM) is all
about giving them direction. HRM provides an organisation with the best services and processes,
resulting in greater profit and team cohesion.
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According to Michael Beer's Harvard Model of Human Resource Management, human resource
management is a strategic approach to the employment, growth, and well-being of persons working in a
company. An effective HRM system enables an organization's staff to contribute efficiently and
effectively to the fulfilment of the organization's objectives. It may seem weird to refer to humans as
"human resources." All of the people who work for or contribute to a firm in any form are referred to as
human resources. These are the people who make up a company's staff. They could be full-time
employees or independent contractors, for example. With the rise of the gig economy, more people are
preferring to work for a company on a contract basis rather than under a normal employment contract.
Independent contractors, contract workers, on-call workers, and temporary help agency employees are
among these folks. An independent contractor may work for the same company for years, whereas an
agency employee may work for 20 different companies in a single year. Independent contractors,
contract workers, on-call workers, and temporary help agency employees are all examples of these
individuals. An independent contractor may work for the same company for years, whereas an agency
employee may work for 20 different companies in a single year. Because these individuals are all active
in the company to varying degrees, the manner in which they are managed and involved in the
organization should be as well. In addition, the corporation employs a growing number of nonhumans.
THE SEVEN HR BASICS:

Several aspects are considered pillars for good HRM policies when we talk about Human Resource
Management. These are the cornerstones:
1. Recruitment & selection
2. Performance management
3. Learning & development
4. Succession planning
5. Compensation and benefits
6. Human Resources Information Systems
7. HR data and analytics
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In the following section, we will cover these HR basics one by one.

1. Recruitment & selection:
Recruitment and selection are undoubtedly the most visible components of HR. Isn't it true that we
all have vivid memories of our first job interview? Recruiting applications and selecting the finest
ones to work for the company is an important HR function. People are the heartbeat of any
company, so finding the right fit is crucial. A request for new employment is typically made when a
new position is created or an existing job becomes available. Following that, the direct manager
transmits the job description to HR, who then begins the recruitment process. In order to find the
best candidate for the job, HR might use a range of selection tools. Interviews, a variety of exams,
and a list of references. HR may utilize reselection strategies when there are a significant number of
candidates. These approaches can help you separate the wheat from the chaff when it comes to
discovering qualified candidates. Successful candidates move on to the next round, where they will
be interviewed and evaluated more thoroughly.
2. Performance management:
Following the onboarding of new employees, performance management becomes crucial.
Performance management is the second HR fundamental. It comprises aiding employees in being
their most productive selves at work, hence enhancing the bottom line. Employees are frequently
assigned a certain set of obligations to complete. Employees can obtain feedback on their job
through performance management, which allows them to enhance their performance. Examples
include formal one-on-one performance reviews, 360-degree feedback instruments that include
peer, client, and other relationship evaluations, and more informal feedback. An annual performance
management system is commonly used by enterprises. This process includes planning, monitoring,
reviewing, and rewarding employee performance. As a result of this method, employees can be
categorized as high vs. low achievers and high vs. low potentials. Successful performance
management requires a collaborative effort from HR and management, with the direct manager
taking the lead and HR assisting. Having a robust performance management system in place is
crucial. Employees who are given the chance to fulfil their full potential improve the efficiency,
sustainability, and profit margin of a company. Employees who perform poorly on a regular basis
may not be a good fit for their role or the company's culture. It's possible that these positions will be
filled.
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3. Learning & development:

People are a mash-up of their life experiences, the country and age group in which they grew up,
and a wide range of cultural influences. Human resource learning and development guarantees that
employees can adapt to changes in procedures, technology, and societal or legal changes with the
help of learning and development, employees can re skill and up skill. Learning and development
(L&D) is the responsibility of HR, and excellent policies can help the company meet its long-term goals.
Many businesses have budgeted for training and development. This budget is then distributed among
employees, with trainees, future leaders, and other high-potentials receiving more training than others.
Individuals with significantly differing expertise and experience may arrive at a corporation. Employees can
use learning and development to bridge skill gaps and grow into leaders. The 9-Box grid is a well-known
system that integrates performance management with L&D operations. HR and managers might recommend
different growth programmes based on people's performance and potential ratings.
4. Succession planning:
The practice of arranging contingencies in the event that key personnel leave the organization is
known as succession planning. If, for example, a key senior manager leaves, having a replacement
on hand ensures continuity and can save the organization a lot of money. Performance ratings and
L&D initiatives are frequently used in succession planning. As a result, a talent pipeline is
established. This is a pool of qualified people who are ready to fill (senior) positions if someone
leaves. Good people management requires the creation and nurturing of this pipeline.
5. Compensation and benefits:

Another HR fundamental is compensation and benefits. Fair pay is critical for motivating and
retaining workers. One of the basics of human resource management is to ensure justice and fairness
in remuneration. Making the correct price offer is an important element of attracting top personnel.
This must be balanced against the company's budget and profit margins. HR should keep track of
salary raises and establish merit-based pay criteria. On occasion, HR may conduct a compensation
audit. There are two types of compensation: main compensation and secondary compensation.
Primary compensation refers to money that is directly paid for work, such as a monthly wage or
performance based pay. All non-monetary gains are considered secondary advantages. Extra
vacation time, flexible working hours, daycare, pensions, a company car and laptop, and other
benefits are all possible. The idea is to encourage people by rewarding them in ways that motivate
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them.
6. Human Resource Information System:

The final two HR basics are tools for doing HR better, rather than HR practises. The first is the
Human Resource Information System, or HRIS. An HRIS supports all of the pillars we discussed
earlier. For example, throughout the recruitment and selection process, HR professionals commonly
use an Applicant Tracking System, or ATS, to keep track of applications and employees. A
performance management system is used to keep track of individual goals and assign performance
ratings for performance management. A Learning Management System (LMS) is utilized in L&D
for internal material distribution, and other HR tools are used to handle budgets and training
approvals. A payroll system is frequently used by compensation specialists. All of these functions
are frequently performed by a single system — the HRIS. However, the management of these
functions is sometimes broken up into separate HR systems. The bottom line is that working in HR
has a substantial digital component, which is why the HRIS is the final ingredient when discussing
HR fundamentals.
7. HR data and analytics:

The final element of HR fundamentals is data and analytics. HR has come a long way in the last half
decade in terms of becoming more data-driven. Human Resource Information Systems is primarily
a data-entry system, as we just stated. These systems' data can be used to make more informed and
better judgments. HR metrics, often known as HR KPIs, are a simple way to keep track of important
data. These are precise measurements that show how well a company is performing on a particular
metric. HR reporting is the term for this. This reporting focuses on the organization's current and
previous situation. HR analytics can also be used to create forecasts. Workforce requirements,
employee turnover intentions, and the impact of the (recruitment) candidate experience on customer
satisfaction are just a few examples. HR can make better data-driven decisions if they actively
measure and analyze this data. These decisions are usually more objective, making it easier to gain
management support for them.
DIGITAL HR SKILLS TO FUTURE-PROOF YOUR CAREER:
We asked HR experts and small business CEOs for their best suggestions to help HR professionals
determine which digital-related skills will best future-proof their jobs. There are various ideas that can
help you concentrate in on a digital-related talent to future-proof your HR profession, from preserving
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a personal touch to employing virtual recruiting.
DIGITAL HR SKILLS:
1. Keep a human touch
2. Get social media savvy
3. Keep sharpening tech skills
4. Get familiar with HR software
5. Leverage cloud technologies
6. Navigate digital interviews
7. Boost analytical skills
8. Utilize virtual recruiting
9. Learn more about marketing
 Keep a human touch:

The obstacles that a year in the epidemic posed to the workforce, HR directors needed to demonstrate
their willingness to innovate. Learning how to integrate digital-related competencies to HR operations,
such as data literacy, will position professionals as industry leaders. By spotting trends and making
decisions based on business strategy, the correct technology capabilities will expedite business
operations and bring value to their firm or clients. It's also important to keep in mind the soft talents
that technology can't replace, such as selecting culturally compatible talent. While you're honing your
digital abilities, make sure you're also honing your interpersonal skills.
 Get social media savvy:
So much of human resources now depends on how successfully HR professionals can adopt and use
digital tools. Social media sites like Facebook, Twitter, and LinkedIn are among the most widely
utilised digital resources. Get social media aware and create creative ways to recruit people on that
platform to future-proof your HR profession. You may post to many job boards career sites, and social
media platforms from one place if you use an applicant tracking system (ATS) that is integrated with
social media accounts. Data analytics are also provided by ATS software to objectively evaluate
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recruiting procedures.
 Keep sharpening tech skills:
Although HR is primarily concerned with people and human relationships, there is a tremendous
demand for technology in the HR department. Technology procedures are critical to keeping
everything connected, from candidate application experiences to feedback channels to career
development and coaching. Your applicants and employees will pass you by if you don't keep honing
your saw in the field of technology.
 Get familiar with HR software:
HR software systems have become a must-have for both large and small businesses. That is why it is
advantageous for HR experts in those companies to be able to lead the charge in terms of deploying
and maximizing this software. Understanding what is available on the HR software market, from less
expensive off-the-shelf systems to more expensive, customized modular systems, will help you make
an informed decision on the best software for your company. Then it's all about understanding how to
use the software's many features and maximizing your knowledge of the system's functionality:
vacations, absences, training management, performance tracking, health and safety, and representation.
Finally, HR software can help you save time on time-consuming HR administration. It enables you to
automate tasks like as calculating vacation pay or sending out reminders to plan a performance review.
It's preferable to maximize the system's capabilities.
 Leverage cloud technologies:
As a way of future-proofing their careers, HR professionals should increase their cloud technology
abilities. In HR, cloud-based software is becoming more common. This means that the abilities
required to operate this type of software will be in high demand for the foreseeable future. It is up to
HR professionals to understand how to use cloud-based software and apply it to their HR management
efforts to increase efficiency and productivity.
 Navigating digital interviews:
Conducting digital interviews is a skill that HR professionals must master. This does not imply that
they are proficient in the usage of Zoom or other video applications. They must improve their video
interviewing skills, which are distinct from in-person interviews. In a video interview, it can be more
difficult to pick up on factors like body language. As a result, it's critical to pay close attention to how
candidates act. Remember to document your interviews so you can refer to them afterwards.
 Boost analytical skills:
If HR professionals want to stay relevant in their jobs in the coming years, they must improve their
analytical skills. To get the most out of the data provided, these specialists must also learn how to use
analytical software. HR professionals can use analytical skills to extract meaningful and actionable
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insights from enormous amounts of data. These information can then be used to help the organization
make strategic HR decisions. Such decisions aid in the reduction of human resource management
expenses, the improvement of employee work satisfaction, and the attraction and retention of the
greatest people for the firm.
 Utilize virtual recruiting:

HR departments have to adjust to virtual recruiting and identifying top talent online as a result of the
fast shift to remote work. Innovative technologies, on the other hand, aren't adequate if you don't spend
time honing your digital recruitment skills. If you want to ensure that your HR job is future-proofed,
you must keep your understanding of new remote recruitment tools up to date. This understanding will
aid you in streamlining your hiring process and coordinating the technological parts of internet
recruiting. You'll also be able to better manage existing online recruiting platforms and come up with
fresh selection process concepts in a virtual setting. Having a wide understanding of the many remote
recruitment tools available might help you come up with innovative ways to conduct group interviews,
assessment centers, or job simulations. This type of unconventional thinking will help you stand out
from the crowd and become a more effective recruiter.
 Learn more about marketing:
Surprisingly, marketing knowledge can be really useful for HR workers. Candidates are generally
drawn to companies with a strong brand recognition. As a result, it's critical for HR professionals to
understand how to pitch a company as a wonderful place to work. This can assist you attract new
people who are looking for a renowned organization to work.
HUMAN RESOURCE PLANNING (HRP)
“Human resource planning is a business strategy for acquiring, utilising, improving, and retaining
employee”. The main goal is to match job seekers or workers to the appropriate role and to make the
most use of the company's human resources. “Human resource planning is the process of identifying
the best talent for a job at the proper time and location. It also entails forecasting to determine the
company's future human resource need and supply.” Human resource planning not only assists firms
in placing qualified individuals in open jobs, but it also assists them in anticipating employment
openings that may arise as a result of various changes. Retirement, worker transfers, promotion, and
termination of employee appointments are only a few examples. As a result of efficient human
resource planning, the company will be better prepared for the aforementioned emergencies and will be
able to hire the suitable people to fill the hole left by those who have left the company.
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IMPORTANCE OF HUMAN RESOURCE PLANNING

However, in order to Emphasise the significance of human resource planning, consider the following
points:
 Future Personnel Needs:
Planning is important since it aids in determining future people requirements. The absence of or poor
planning is the cause of excess or deficit in staff strength. Because they never planned for their staffing
requirements, all public sector firms are currently overstaffed. Up until the late 1980s, they were on a
hiring binge. Recruitment and selection have been almost outlawed since then, but the ban came too
late. There is no exception in the private sector. Surplus labor exists in as many as 76.5 percent of our
companies, with the excess ranging from 10 to 20% in as many as 47 percent of the units. Overstaffing
has become such a concern that many businesses are resorting to layoffs. The fact that government
agencies employ far more people than they require is well acknowledged. However, most public sector
units lack succession planning, which is not publicly understood.
As a result of a lack of succession planning, many firms are operating without a chief executive. The
paradox of abundant labor paired with a scarcity of top executives is due to a lack of or faulty human
resource planning. The fact that government agencies employ far more people than they require is well
acknowledged. However, most public sector units lack succession planning, which is not publicly
understood. As a result of a lack of succession planning, many firms are operating without a chief
executive. The paradox of abundant labor paired with a scarcity of top executives is due to a lack of or
faulty human resource planning.
 Part of Strategic Planning:

Human resource management must become a critical component of the strategic management process.
Human resource management tasks such as hiring, training, remunerating, and sustaining employees
must be linked with strategic management. At both ends, HR planning can become an element of
strategic planning. Human resource planning provides a set of inputs into the strategy formulation
process in terms of determining if the types and numbers of personnel available to pursue a given
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strategy are available at the outset. Human resource planning is important in terms of implementation
concerns at the end of the strategic planning phase. Once the strategy has been developed, executives
must make resource allocation a top focus. Most successful firms don't make much of a distinction
between strategic planning and human resource planning; the planning cycles are nearly identical, and
HR issues are considered as a natural part of business management. HR managers play an essential role
in the strategic planning process and are seen as key players in shaping the organization's future.
 Creating Highly Talented Personnel:

As previously indicated, positions are becoming increasingly intellectual, and incumbents are
becoming increasingly professionalized. MBAs, engineers, and technicians make about 70% of the
20,000 employees at L&T, an engineering behemoth. To attract and retain competent and skilled
workers, the HR manager must use his or her resourcefulness. These individuals are noted for changing
jobs frequently, resulting in recurrent shortages in the organization. Such shortages
can be avoided with proper manpower planning. Furthermore, technological advancements frequently
update some vocations while degrading others. To begin with, Indian Telephone Industries (ITI) had a
more advanced technology, which subsequently evolved into the crossbar telephone system.
Later, the term was modified to "electronic technology." When ancient technologies were in use, jobs
were created and people were hired, but those jobs and people became extinct, obsolete, and redundant.
ITI was retrained and redeployed to manage the electronic system now in use after becoming a public
sector project and being unable to retrench its employees. Jobs got are technical, necessitating the
hiring of engineers with an electronics background. As a result, ITI had no need for civil or mechanical
engine Because the jobs are technical, engineers with an electronics background are required. As a
result, civil and mechanical engineers were no longer required at ITI. As a result, ITI is in a tight place
in terms of shop-floor workers, whose number exceeds the demand for them. Even when it comes to
electronics experts, the corporation is not in a good place. ITI is unable to attract talented workers due
to its current remuneration plan.
If ITI had done human resource planning, this problem may have been averted. Management
succession planning is another component of high-talent individuals. Who will take over as CEO when
the current one steps down? As a result, ITI is in a tight place in terms of shop-floor workers, whose
number exceeds the demand for them. Even when it comes to electronics experts, the corporation is not
in a good place. ITI is unable to attract talented workers due to its current remuneration plan. If ITI had
done human resource planning, this problem may have been averted. Management succession planning
is another component of high-talent individuals. Who will take over as CEO when the current one steps
down? Top executives will be chosen from what pool of people, and how will these individuals be
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nurtured for their growing responsibilities? These and other relevant questions can be answered by
HRP.
 International Strategies :
HRP is critical to international expansion initiatives. International businesses face a significant issue in
filling important positions with foreign nationals and re-assigning staff from inside or beyond national
borders. Human resource planning will become increasingly important as the
trend toward global operations continues, as will the need to integrate human resource planning more
closely into the organization's strategic plans. As the process of satisfying staffing needs from other
nations, as well as the associated cultural, language, and developmental factors, becomes more
complex, human resource planning will become increasingly critical. The increased rivalry for foreign
leaders may result in costly and strategically disruptive turnover among key decision-makers without
efficient human resource planning and subsequent attention to employee recruiting, selection,
placement, development, and career planning.
PERFORMANCE MANAGEMENT SYSTEM
Administrators and representatives can use a performance management programme to agree on

assumptions, targets, and vocation progress, as well as how people's work aligns with the
organization's overall vision. In most cases, the board of directors sees people in the context of a larger
work environment framework. In theory, you should aim for the highest conceivable display standard,
but this is regarded unattainable.
Traditional tools, such as setting and estimating objectives, targets, and accomplishments, are used in
performance management programmes. They also want to define what compelling execution looks like
and develop cycles to quantify execution. However, rather than using the traditional perspective of
year-end audits, execute the executives turns every interaction with a worker into an opportunity to
learn. Directors can use executive devices to adjust work processes, propose new designs, and make
other decisions that will help representatives achieve their objectives.
As a result, the organization is better able to achieve its goals and execute optimally. For example, the
supervisor of an outreach group assigns her workers certain revenue targets that they must meet within
a certain time frame. In a presentation the board framework, alongside the numbers, the director would
offer direction measured to help the salesmen succeed Along with the figures, the director would offer
instructions measured to help the salesperson succeed in a presentation to the board.
PERFORMANCE MANAGEMENT:
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Planning:
Planning means setting performance expectations and goals for groups and individuals to channel their
efforts toward achieving organizational objectives. Getting employees involved in the planning process
helps them understand the goals of the organization, what needs to be done, why it needs to be done,
and the level of effort or responsibility required. The regulatory requirements for planning employees’
performance include establishing the elements and standards of their performance appraisal plans.
Performance elements and standards should be measurable, understandable, verifiable, equitable, and
achievable. Through critical elements, employees are held accountable as individuals for work
assignments or responsibilities. Employee performance plans should be flexible so they can be adjusted
for changing program objectives and work requirements. When used effectively, these plans can be
beneficial working documents that are discussed often, and not merely paperwork filed in a drawer and
seen only when ratings of record are required. Monitoring In an effective organization, assignments
and projects are monitored continually.
Monitoring:
Means consistently measuring performance and providing ongoing feedback to employees and work
groups on their progress toward reaching their goals. September 2005 Performance Management
Overview Monitoring Regulatory requirements for monitoring performance include conducting
progress reviews with employees in which their performance is compared against their elements and
standards. Ongoing monitoring provides the opportunity to check how well employees are meeting
predetermined standards and to make changes to unrealistic or problematic standards. Unacceptable
performance can be identified at any time during the appraisal period and assistance provided to
address such performance rather than waiting until the end of the period when summary rating levels
are assigned.
Developing:
In an effective organization, employee developmental needs are evaluated and addressed. Developing
in this instance means increasing the capacity to perform through training, giving assignments that
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introduce new skills or higher levels of responsibility, improving work processes, or using other
developmental methods. Providing employees with training and developmental opportunities
encourages good performance, strengthens job-related skills and competencies, and helps employees
keep up with changes in the workplace, such as the introduction of new technology. Carrying out the
processes of performance management provides an excellent opportunity to identify developmental
needs. During planning and monitoring of work, deficiencies in performance become evident and can
be addressed. Areas for improving good performance also stand out, and action can be taken to help
successful employees improve even further.
Rating:
It useful to summarize employee performance. This can be helpful for looking at and comparing
performance over time or among various employees. Organizations need to know who their best
performers are. September 2005 Performance Management Overview Rating Within the context of
formal performance appraisal regulatory requirements, rating means evaluating employee performance
against the elements and standards in an employee’s performance plan and assigning a summary rating
of record. The rating of record is assigned according to procedures included in the organization’s
appraisal program. It is based on work performed during an entire appraisal period. The rating of
record has a bearing on various other personnel actions, such as granting within-grade pay increases
and determining additional retention service credit in a reduction in force. Note: Although group
performance may have an impact on an employee’s summary rating, a rating of record is assigned only
to an individual, not to a group. Rewarding In an effective organization, rewards are used well.
Rewarding:
Means recognizing employees, individually and as members of groups, for their performance and
acknowledging their contributions to the agency’s mission. A basic principle of effective management
is all behavior is controlled by its consequences. Those consequences can and should be both formal
and informal and both positive and negative. Good performance is recognized without waiting for
nominations for formal awards to be solicited. Recognition is an ongoing, natural part of day-to-day
experience. A lot of the actions that reward good performance—like saying “Thank you”—don’t
require a specific regulatory authority. Nonetheless, awards regulations provide a broad range of forms
that more formal rewards can take, such as cash, time off, and many nonmonetary items. The
regulations also cover a variety of contributions that can be rewarded, from suggestions to group
accomplishments.
FEATURES OF PERFORMANCE MANAGEMENT
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Good performance management software supports a variety of performance management

methodologies, such as annual evaluations, quarterly targets, and constant feedback, and the finest
software adjusts as your business's needs change.
1. All performance management systems should include goals, feedback, and check-ins as part of
their process. Goals offer direction, feedback connects goals to the day-to-day, and check-ins
provide a forum for discussing long-term performance.
2. Review Cycles and Timing - There should be a wide range of review cycle design and timing
options available. You should be able to choose who evaluates whom and when, as well as in
what order.
3. Form Question Types - The programme should be able to handle whatever questions you wish to
ask your staff, not simply the most typical ones.
4. Goal Options - Good software lets you choose what kind of objectives you want to set, such as
KPIs, anything else.
5. Flexible feedback - Good software makes it simple to give downward, upward, peer, or external
comments, as well as alter visibility settings so reviewers may pick who and when their feedback
is shown.
6. HR should be able to track the progress of evaluations and goals at a glance and customise the
software on their own with self-serve administration.
7. Employees and supervisors alike will find useful performance management software simple to
use. Allowing employees to focus on feedback rather than bells and whistles is the key to high
engagement rates.
8. Clean Design - The finest systems will have simple dashboards that show employees everything
they need to know right away.
9. Flexible Notification/Reminder System - Good performance management software includes a

flexible notification/reminder system that eliminates the need for employees to keep the software
open.
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10. Single Sign On - The software you choose should be able to interact with an existing system,
such as your system or your SSO provider, or work with your own SSO solution
11. Single Sign On - The software you choose should be able to interact with an existing system,
such as your system or your SSO provider, or work with your own SSO solution.
12. Simple Flow - With a single click, managers should be able to launch check-ins from their email
and pass them to the appropriate personnel.
13. Smart Automation - The right technology automates routine processes such as distributing forms,
collecting signatures, tracking cycle progress, and collating data, among other things.
DEDICATED SUCCESS MANAGER:
The greatest performance management firms provide your company a specialised success manager.
Performance management involves everyone from the CEO to the newest hire, therefore the stakes are
too high to rely on help pages or unanswered support tickets. The most effective support teams will:
1. Create Custom Implementations –

The most effective performance management approaches are those that are adapted to the
company's demands. You want someone who will first listen to you before encouraging you to
pursue your goals.
2. Train Your Employees –

Expert live employee training ensures that every person at the company has the skills they need
to succeed.
3. Develop a Long-Term Relationship –

A competent success manager will work with you as long as you use the programme, which
means you won't have to explain your scenario every time you have a query.
4. Proactively contact you –

Strong support teams go above and beyond answering queries by contacting you on a frequent
basis to assist you with your continuing process.
5. Know Your Software and Performance Management Processes:

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A competent support team will be familiar with your software and performance management
processes, as well as be able to advise you on best practices.
6. If your performance management –

provider outsources or offshores support personnel, it may indicate that the company is more
concerned with saving costs than with assuring your success.
PERFORANCE MANAGEMENT SYSTEM GOALS
The following are the five primary goals of performance management systems:
1) Goals must be set and defined in order to achieve the company's objectives:
Setting goals is the most effective technique to motivate employees to improve their
performance.
It has been often said that setting realistic goals:
1. Allows employees to concentrate on what matters..
2. Individual and organisational goals must be aligned.
3. Enhances the individual performance of employees.
4. Assists in identifying significant result areas and working to improve them.Setting goals is one
of the primary conditions of a strong performance management system set targets that will
enhance both employee and corporate success as a manager.
2) Managers and employees should be held to the following standards:

Both managers and employees have distinct expectations when it comes to performance
management. manager, you must set realistic goals for your employees. Expecting a bad
performer to produce good outcomes straight away is unrealistic. Alternatively, a regular star
performer every other week. Holding managers to high standards, on the other hand, will only
result in poor management judgments.
The following are the five primary goals of performance management systems:
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To create realistic expectations that will yield results:

1. Define your employees' expectations in explicit terms. Make it clear to staff what you expect of
them.
2. Justify your expectation's reasoning. Describe how these expectations will contribute to the
achievement of the company's goals.
3. Document expectations. Don't let it be a word-by-mouth interaction. Have a specific spreadsheet

or document about what to do and who handles it. Use a tool such as Airtable or pick one of the
many Airtable alternatives that'd be a better fit for your business.
4. People are more likely to be consistent and effective once they understand their own roles,
obligations, and accountability.
5. Better corporate performance will be facilitated as a result of this. Furthermore, it will promote
the employee's personal development.
3) Effective communication between individuals and teams:

Today's workplace is undergoing a cultural transformation as a result of changing workplace dynamics.
As a result, communication has played a critical role. Employees that are engaged and satisfied
are the outcome of good communication techniques. It also ensures that individual goals are in
sync with the company's goals.To operate well together, team members must be aware of their
peers' goals, succession plans, and ideas. A team that lacks communication among its members
lacks the cohesiveness that is required of a high-performing group.
Here are some pointers on how to create an environment that encourages active communication:
1. First and foremost, team leaders or managers should make time for one-on-one contact with team
members.
2. By fostering professional development, continuous feedback and coaching help to create a
workforce with diverse talents. Performance appraisals or evaluations are one method of
accomplishing this.
3. In addition, engage in periodic team-building exercises.
4. Make teamwork and communication a priority in your organisation.
5. Use acceptable and beneficial business communication technologies as well.
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4) Set performance standards:

Setting performance standards is one of the most essential goals of performance management.
Setting appropriate performance standards can aid in the development of a more effective
performance strategy. As a result, employee performance may be evaluated more easily. Every
task has its own set of performance requirements that must be met.
Failure to meet performance criteria can result in the following consequences:
1. Employees who don't put in any effort.
2. Having established more unrealistic expectations for the task in question.
3. Meanwhile, there were insufficient resources to accomplish the task.
4. A team or manager's failure to cooperate or collaborate in particular.
5. Here's the deal: If you don't have a performance management system in place, you may never
know why something went wrong.
6. A good performance management system will reveal where you are falling short and where you
should be proud of yourself.
7. The company's strengths and shortcomings will be more obvious, making improvements easier.
5) Determining individual training and performance plans:

Another important goal of performance management systems is to determine the workforce's
training and development needs. It encourages employees' personal development and career
advancement by assisting them in acquiring the necessary information and skills. A strong
performance plan allows your employees to improve personally. Your employees will be more
self-assured and contribute more effectively.
Here's how to make an efficient employee performance plan that will help you advance your
career:
1. To begin, inquire as to what skills, training, or courses your personnel require in order to produce
excellent work.
2. Then come up with a training strategy and budget.
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3. Determine how the new training skills will be used to update outdated approaches.
4. Finally, select some organising goals to put your newfound abilities to use.
THE BENEFITS OF PERFORMANCE APPRAISAL ARE AS FOLLOWS:
1. Documentation: APA is a record of an employee's performance throughout a certain time

period. It's a piece of paper that goes into an employee's file.
2. Structure: This procedure establishes a framework under which a management and an employee
can meet and discuss performance. It forces the difficult dialogues that must be had on a regular
basis.
3. Feedback: Employees desire feedback, and this procedure allows a manager to provide feedback
on an employee's performance as well as evaluate how successfully the employee's goals were
met. It also gives you the chance to talk about staff development options.
4. Clarify Expectations: Employees must know what is expected of them, and the PA process lets
managers to clarify expectations and discuss difficulties with their employees.
5. Annual Planning: It gives a framework for thinking about and preparing the following year, as
well as setting personnel objectives.
6. Motivation: Employees should be motivated by the process, which includes a merit increase and
a thorough compensation strategy.
7. Improves Performance. Performance assessments are primarily concerned with enhancing
employee performance by analyzing and evaluating opportunity elements such as social
processes and technology.
8. Employee Development: Performance appraisal helps determine who is in nee Employees'
talents and potentials, as well as their limitations, are revealed in a performance review, which
aids in determining who requires additional training. More training is needed because it provides
knowledge about the employees' skills and potentials as well as their flaws.
9. Corrects Deficiencies: Employee inadequacy is detected by performance appraisal, which then
recommends corrective actions.
10. Career Growth: Appraisal aids in the preparation of each employee's SWOT analysis, making it
a useful tool for career planning and growth.
11. Promotion: Appraisals help the management determine which employee is to be promoted,
transferred or rewarded.
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The following are the limitations of performance Management:

1. Halo effect:
In this situation, the superior exclusively considers the person's positive traits. The unfavourable
characteristics are not taken into account. This type of evaluation will not provide a true image of
the employee. Employees who do not merit promotions may also receive them.
2. Central tendency:
In this situation, the superior evaluates the employee by assigning core values. This hinders a truly
talented person from receiving the promotions he deserves, while allowing other people who do
not deserve to be promoted to do so.
3. Leniency and strictness:
Some employers are forgiving when it comes to assessing their employees, while others are harsh.
Employees who truly deserve advancements may be denied because of tough managers, while
others who do not may gain from a tolerant supervisor.
4. Spill over effect :

In this situation, the supervisor evaluates the employee positively or negatively based on previous
performance. As a result, even if the employee's performance has improved, he may still be
denied the reward.
5. Fear of loosing subordinates and spoiling relations :
Many supervisors do not want to jeo pardise their relationships with their employees. As a result,
when they evaluate the employee, they may wind up awarding greater grades than are warranted.
This is a disservice to those who are truly deserving of their jobs.
6. Goodwill and techniques to be used : The goodwill between senior and junior can be harmed
by a harsh review. Similarly, it's difficult to compare personnel when various departments within
the same organization utilize different appraisal methodologies.
7. Paper work and personal biased : Appraisal necessitates a significant amount of paperwork.
As a result, the HR department's workload grows. As a result of personal bias and prejudice,
supervisors favor some persons over others.
8. Influence of Man’s Job: Highly compensated employment have a tendency to receive a high
ranking. As a result, a senior employee's rating may be higher than that of a junior employee.
9. Average Rating Problem: Top managers must explain reasons for giving a very low or very
high rating in order to justify the grade. The most common performance appraisal blunder is
assigning an average rating to all employees. Furthermore, low ratings enrage subordinates.
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9. Similarity Error: The evaluator seeks to find in subordinates those traits that he possesses.
Those who exhibit similar characteristics are given a high rating.
A performance management system is a systematic technique to measuring employee performance. It

is a process in which an organization's mission, goals, and objectives are matched with its existing
resources (e.g., manpower, material, etc.) and procedures, as well as its priorities.
The execution management framework is a continuous process of identifying and communicating
activity parts and responsibilities, execution wants, goals, and demands between the boss
(administrator) and subordinates (workers). It contains shared objectives and aims for the association,
office, and representatives, all of which are aligned with frameworks and assets. It is a conduit for
establishing goals and improving company operations using a variety of approaches and mechanisms.
This method also identifies competency, skill, and knowledge gaps, which can be addressed by
offering guidance, training, coaching, and mentoring to people or teams at various levels. The
competency, skills and knowledge gaps are also identified through this process which can be improved
by providing guidance, trainings, coaching and mentoring to employees or teams at different levels.
It improves performance by reducing disagreements and grievances among teams or employees via a
roper channel and process. Because each individual understands what is expected of him or her in his
or her role and works hard to satisfy those expectations.
This method can be used to improve a specific department or function, or the entire corporation. Its
goal is to keep track of performance standards and compare them to the targeted goals and objectives
on a regular basis.
An organization's management system. The six primary functions of these process servers in the
company are as follows:
1. Strategic:
A performance managed system is a tool that should be aligned with the general organization's
aim, next departmental goals, and finally individual goals. In other words, each department's or
employee's action should be related to the organization's strategic goals.
2. Administrative:
Employee promotions, demotions, wage increases, transfers, and terminations are all based on the
performance management system. It allows an organization's performers, non-performers, and
underperformers to be identified. It is deserving of the employees' competence and skill level. As
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a result, the administrative position is clearly defined, and management decisions are supported.
3. Communication:
It is the most effective means of informing employees about their objectives, job duties,
critical deliverables, and performance expectations. It's also a framework way for indicating the
major areas where the employee needs to improve in order to increase his performance. To put it
another way, it provides a platform for learning and training on skills and knowledge in order to
improve performance and outcomes.
4. Developmental:
It is a means of delivering positive comments, improvement areas, and development plans in a
structured manner. The manager can utilise a variety of techniques, such as training, mentoring,
and coaching, to help their team members perform better.
5. Organizational Maintenance:
The yardstick for assessing person, department, and organisation successes and analysing
performance gaps using various tools and approaches is the performance management system. As
a result, the organization's health and performance standards are preserved.
6. Documentation:
Every organization's performance management reviews, feedback, and forms should be
documented and kept on a regular basis. It would allow them to look ahead and set new goals, as
well as design developmental needs, training and learning programmes, and employee and
department career progression. As a result, it aids in the alignment of organizational needs with
desired outcomes.
In order for an organization to grow, it is necessary to manage employee performance:
In any firm that wants to expand, a well-designed performance management system is essential.
Strategic HR practices are critical for every organization at this level of globalization. Performance
management assists firms in overcoming internal competition Performance Management is critical for
harmonizing various primary company functions and achieving corporate goals. Performance
management is the development, execution, assessment, and evaluation of numerous processes that aid
in the tracking of employee performance and, as a result, the growth of both the individual and the
company. Performance management also aids in the distribution of work tasks, as well as KRA, which
aids in the development of a solid management system that allows staff to deliver better results.
Consistent performance is difficult and a tremendous challenge in today's competitive world; in this
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instance, it is entirely dependent on the employee's devotion, competency, and performance mindset.
When it comes to rewarding an employee for their greatest performance, a proper incentive strategy is
critical, and it also serves as a fantastic motivator. When the age-old increment system started to fail, a
robust performance system became a must. The present performance management system takes a
futuristic approach, allowing for a systematic approach to organizational progress. Transparency,
explicit declarations of diameters and measuring factors, and employee participation in performance
management made this process more transparent. Performance management is a holistic approach that
considers the company's overall performance. Performance Management, as a strategic instrument,
must help to shape the organization's culture. Performance management also aids in the establishment
of smart goals for personnel, allowing the organization to reach new heights. In order to construct a
successful performance management system, a corporation must first establish proper objectives.
Performance management has been a major hit in most companies these days, and it's now being
combined with a variety of management procedures including career management, talent management,
growth and development plans, and so on.
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CHAPTER- 2
COMPANY PROFILE
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ABOUT THE COMPANY
INTRODUCTION
Since 2018, Next Miles Counseling Service has been working to establish a secure environment for all
people's varied viewpoints. In keeping with this well-known adage, Next Miles Counseling
Service(NMCS) encourages openness, ownership, and the importance of feelings, a priceless human
resource.
Top Counseling Services in Bangalore
 Customer-focused Method:
They recognize that every one of them thinks and sees the world in unique ways. As a result,
they create treatment sessions specifically for each client.
 Empathy:
They create a culture where everyone feels heard if we are open about our empathy. It creates
a calm and safe environment for counseling sessions.
 Emotional Support:
Even the most resilient minds need emotional assistance to work more efficiently, as they
are all too aware. Their experts focus on identifying the client's emotional requirements and
providing vital support.
 Confidentiality:
Their first concern is to protect our clients' privacy. They strongly promise that the
counseling sessions take place in a confidential, private setting.
.
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Working hours
Mon - Sat
10:00 AM – 6 PM
MISSION:
Their goal is to comprehend, dissect, and simplify the intricate network of psychological, emotional,
and social triggers that influence the thoughts, feelings, and decisions of their customers. Their main
goal is to assist in managing both in positive and negative emotions as well as the stress that has
become an inevitable part of contemporary living. They address issues that are becoming more
prevalent, such as stress, anxiety, and depression, and they provide carefully crafted mental health
programs that are wholly devoted to our wellbeing. They provide a variety of Counseling services,
including sports Counseling, child and adolescent Counseling, career Counseling, individual
Counseling, geriatric Counseling, and relationship Counseling, among others, to improve the mental
health of our clientele. They use sophisticated Counseling methods that are supported by years of
experience. They use sophisticated Counseling methods that are supported by years of experience.
Their methods are intended to delve into the murky corners of the human psyche. Every service they
provide is intended to aid clients in overcoming a variety of mental health challenges. They have
already made a difference in hundreds of lives; therefore, it would be an honor for them to help us
flourish as well.
VISSION:
Them foresee an open, honest world of equal communication where no mental issue is ever
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stigmatised or de-prioritized and we strive relentlessly to achieve that vision. They really believe
that there should be more open discussion, sincerity, and openness surrounding mental health issues.
Although they don't profess to be mined readers, they will unquestionably assist us in improving
yourself little by little. Recovery is a continuous process. A day at a time, one step at a time, it is a
lifelong process. And we'll travel the entire distance with us!
FOUNDER OF NEXT MILES COUNSELING SERVICES:
Pruthvi VM had long cherished the idea of developing a fair, open, and compassionate forum for
people looking for mental health care. He spent 11 years working in corporate before deciding to
devote his time to providing effective Counseling services to those who are experiencing mental
health issues. He decided to pursue a career in career Counseling because of his empathy for
human psychology. His decision to launch Next Miles Counseling Services (NMCS) in 2018 was
motivated by the same philosophy of assisting individuals in living lives of the highest possible
quality. His extensive corporate background enables him to nimbly examine the commercial and
staffing issues. He embodies the unwavering spirit of selfless service that has always
distinguished Next Miles Counseling’s offerings. NMCS does not guarantee overnight
improvements; instead, it emphasizes long-term wellbeing and individual awareness.
CORE TEAM:
Pruthvi M Gowda, the founder of NMCS, is in charge of our group. Pruthvi M Gowda has
always felt compelled to support others because of his charitable nature. He had always wanted to
assist those in need, and now he is doing it through NMCS. He has shifted his focus from his 11-
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year career in accounting and finance to providing specialized Counseling services for the benefit
of others. His extensive business background enables him to examine the administration, finance,
human resource, accounts, and marketing areas with the utmost diligence and skill.
Next Miles Nandisha c Gowda, co-founder and certified psychologist with a focus on sports and
child psychology, is another essential and really crucial component of this company. Next Miles
has a distinguished career as an international swimmer and has participated actively in
competitive sports for more than ten years. As a result, she is acutely sensitive to the flaws
and mental health problems that affect not just supposedly strong athletes but the entire
population. As a result, she concentrates on boosting the mental fortitude of those who are
emotionally and mentally weak, making them more resilient to life's adversities. In addition to
having won several gold at numerous national and international tournaments, Next Miles has a
keen understanding of her patients' thoughts and an endearing, approachable air that makes her
clients love her.
ORGANIZATIONAL STRUCTURE
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COUNSELING SERVICES PROVIDE:
1. COVID COUNSELING:
The Covid-19 worldwide epidemic and its wide-ranging effects have changed our lives in
unexpected ways. Larger populations are expected to experience significant mental strain due to
the pandemic's prolonged, complex, and unknown outcome. At NMCS, they are cognizant of the
need to address the major public mental health challenges now plaguing our community. Since
the pandemic began, the demand for mental health services has grown more urgent because of
the social isolation and paralyzing uncertainty that resulted, which has increased the incidence of
mental health conditions like anxiety, depression, traumatic stress, and more. A significant
challenge is the rising incidence of mental health disorders in the general population, particularly
among the elderly, children, migrant workers, and healthcare professionals in addition to people
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with COVID-19 infection.
 Feeling anxious or overwhelmed
 Having frenzied thoughts
 Sadness, weepiness, and a lack of interest in previously enjoyed activities
 Physical symptoms including a faster heartbeat, upset stomach, exhaustion, or other

unpleasant sensations
 Anger, impatience, or frustration; agitation or restlessness; a sense of helplessness Trouble

concentrating or sleeping.
 Using a digital platform to enable secure, encrypted, audio-video conferencing as a way to

communicate with the client in real time, such as Tele-Behavioural Health or distance
Counseling.
 Anxiety & Stress Management: By enabling our customers to express their anxieties and
examining the causes, we may assist them come up with solutions.
 Post-Covid-19 mental health care, which involves helping our clients who have recovered
from the infection but who still experience emotional, psychological, and mental effects
like stress, depression, and anxiety. Assisting our clients to come to terms with the current
situation and offering directives for healthy and precautionary measures.
 Encouraging clients to adopt various lifestyle-related measures and self-care techniques in

order to manage with mental health difficulties.
2. INDIVIDUAL COUNSELING:
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Individual Counseling is a procedure where a licenced counsellor works one-on-one with a client
to help them examine and address their personal feelings, beliefs, or behaviours in a secure and
caring environment. This approach will help them understand themselves and others better.
Through one-on-one Counseling, clients can pinpoint personal objectives, set them, and work
toward changing parts of their lives.
The root causes for these emotional and mental setbacks can be traced in a number of reasons as
listed below:
 Childhood trauma, abuse, or neglect
 Loneliness brought on by social exclusion or prejudice
 Poverty or debt
 Bereavement; severe long-term stress
 Having a chronic physical health condition  Unemployment or losing your work.
 Genetics, possibility of a certain underlying mental illness that runs in the family
 Insomnia (not getting enough sleep), not maintaining a balanced diet, or consuming bad
food are all environmental factors, such as pollution.
 Abusing drugs and alcohol can lead to mental illnesses or make them worse.
Individual Counseling with a qualified therapist can assist in giving instructions to people on how to
transform their lives for the better. They aid in determining the underlying causes of symptoms and
offer techniques for changing unwelcome thoughts and habits. Interventions in therapy can help
patients develop the skills they need to better control their symptoms, feel less stressed, and live
better overall.
Individual Counseling at NMCS:
 Anger, stress and anxiety
 Concerns with eating habits
 Marital problems,
 Relationship- and stress-related issues

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 Substance abuse, alcoholism, history of abuse
 Family problems involving strife between relatives or among immediate family

members
 Insomnia, sexual orientation, and gender identity
3. RELATIONSHIP COUNSELING:
The need for relationship Counseling, also known as couple Counseling, emerges when couples
are unable to resolve their relationship problems on their own. A therapist's intervention can
assist couples in gaining a glimpse of their relationship's bigger picture. They may be distracted
from the unimportant problems that are currently affecting their relationship with the help of this
kind of couple therapy. At NMCS, we work to provide the troubled couples with a secure
environment where they may examine their patterns of conduct toward one another and offer tips
on how to be more mindful of their choices.
4. FAMILY COUNSELING:
Family Counseling addresses a problem that has an impact on the entire family. It affects the
whole family, not just couples. The family may be going through what they see as "trouble,"
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which could be influencing how they interact with one another. The therapist works methodically
with the family structure to assist them in adjusting to various changes in family dynamics and
more.
Benefits of getting counseled at Next Miles Counseling Services:
 They’ve improved communication between couples
 They design strategies to repair the breaks & dents in a relationship
 They create a space of honesty and non-judgment to heal relationships
 They help couples identify the causes of conflict and rectify themselves
 They create the right mindset for a healthy relationship and long-term commitments
 They help couples manage expectations
 They offer resolutions for troubled partnership
 They help in boundary setting
 They help identify unmet and met needs
5. CORPORATE COUNSELING:
An employee may encounter a variety of difficulties and worries when working in a professional
setting. These may worsen if left unattended, which could affect the person's productivity and
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efficiency and, in turn, the performance of the firm. Counseling at work is the most effective
remedy for this.
Employees may be offered a variety of Counseling services, including the following:
I. Directive Counseling
II. Non-directive Counseling
III. Participative Counseling
IV. Disciplinary Counseling
V. Personal Counseling
Why is workplace Counseling necessary?
 It is cost-effective because it eliminates the need to hire and train new staff.
 It bridges the gap between employers and employees
 It helps them work in smooth coordination.
 It boosts the process of decision-making.
 It provides an alternative perspective.
 It helps motivate employees and bring down absenteeism, resignations, and even
terminations of employees.
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6. HEALTHCARE COUNSELING:
Healthcare counselors are experts that form a close relationship with patients in order to
investigate the psychological effects of a condition and assist the patient in acquiring coping
mechanisms. While a doctor can start the body's healing process, a healthcare counselor can help
the patient feel at ease and relaxed both throughout and after the healing process. Positively
viewing a sickness can do wonders, even speeding up the recovery process. Healthcare
counselors can assist patients in making the best of their illnesses and improving their overall
well-being.
How do healthcare counselors from NMCS help?
At NMCS, their goal is to promote a patient's complete recuperation. While the doctor works to
improve the patient' physical condition, we try to soothe the patient's agitated mind and plan
strategies for helping the patient recover without experiencing mental or emotional lows. The
following are some ways in which our qualified counselors can assist:
 Their counselors will help to manage fears and apprehensions related to treatment in a
better way
 Their counselors will inculcate a positive mind-set in the patient towards disease and
treatment
 Their counselors will devise new coping skills for patients
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 Their counselors will guide patients to stay relaxed despite being diseased
 Their counselors try to divert the patient’s attitude and attention towards creative
things of life
 Their counselors help a patient or healthcare staffs release pent up feelings
 Their counselors will make the patient’s family beat their stress  Their counselors
make the healing process easy for the patient
7. REMEDIAL COUNSELING:
The development of the core academic abilities of reading, spelling, writing, math,
comprehending, and reasoning are the main objectives of remedial Counseling. To identify areas
where a student is experiencing difficulty and to ascertain whether these challenges are caused by
any underlying physical or neurological concerns, it often entails the cooperation of other
educators and the analysis of data. In the process, remedial techniques are frequently employed to
correct any conceptual misconceptions right away.
The need for Remedial Counseling:
These people are gradually challenged by the community's orthodox notions of normalcy as a
result of their failure to fit in, and as a result, they are classified as abnormal or delinquent.
Perceptions and ideas about what qualify as "abnormality" are influenced by the frame of
reference created by societal norms, individuals, and families in accordance with the structure of
a particular society. A person could be viewed as normal in one frame of reference and mentally
ill in another. Another factor could be students who had a gap in their education and were less
competent in essential subjects because they frequently moved or missed a lot of school due to
illness. The sessions further make use of one-on-one instruction, small group instruction, written
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work, verbal work and computer-based work. Their Counseling sessions primarily focuses upon
studying, analyzing and improving various aspects such as
 The development of functional academic skills
 The development of fine motor abilities
 The development of language and vocabulary skills
 The development of functioning social and behavioral skills.
8. CAREER COUNSELING:
A career counselor will provide integrated sessions, tests, and guidance as part of the career
Counseling process. It is intended to aid clients in identifying and considering possibilities while
making sound professional decisions, as well as in managing job changes, providing instructions
for lifetime learning for a progressive career path, and handling other career-related concerns.
Through a variety of aptitude tests and assessments, career counselors are qualified professionals
who evaluate their clients' aptitude, personality, interests, and other characteristics. The finest
career option from among all the accessible and pertinent possibilities is then suggested using the
results of this examination. Through career Counseling, a client has access to the tools and
expertise a professional counselor possesses.
Importance of Career Counseling:
 As career prospects and possibilities have grown, competition has increased, particularly
in fields where a certain skill set and knowledge are needed.
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 It is now more crucial than ever to be well-informed about the different job options and to
pursue the ones that interest you.
 The information given to students by career counselors can aid them in making the best
decisions in regards to their studies or careers and in exploring potential choices.
 There have been numerous reports of mental and emotional health problems among
students and learning individuals that may have resulted from confusion, frustration, and
anxiety due to intense competition in the job industry.
 Students are exposed to all possibilities in the various career fields through career
counselors.
The methods and points of discussions in career Counseling mainly comprises of:
 The education and training needed for various careers
 The potential financial prospects of various careers
 The room for mobility or opportunities for change or advancement in a particular career
 The necessary skills/education for a desired career
 The analysis of specific skills or talents and in which careers they may be useful.
Additionally, career Counseling can help students and others in need in a number of ways,
including:
 Enhancing students' ability to solve problems
 Empowering them to find answers to their own career-related questions
 Improving their communication, patience, and listening abilities.
Career Counseling at Next Miles Counseling Services
Experts in career Counseling introduce approaches in individualized sessions while working

side by side with clients in a methodical framework. The interests of the clients are best served
during these sessions. Their techniques and sessions for efficient career Counseling include:
 Using communication to establish a therapeutic connection
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 Assessing aptitude for academic, personality, and career purposes

 Setting and outlining goals
 Creating an action plan
 Using technological tools and comprehending the job market
 Keeping up with career alternatives
8. SPORTS COUNSELING:
Any person needs a sound mind and an even stronger intellect to be able to persevere in the face
of difficulty and perform at their best in any Endeavour. Through extended interactions with our
professionals and efforts to address any stress-inducing issues, NMCS encourages understanding
and analysis of the basics that support the mental wellbeing of athletes. Their fundamental idea is
that the way one thinks determines how effective an athlete may be in their particular sport. This
in turn affects how each practice and competition start.
The importance of Sports Counseling:
 Just like their body needs time to recover from wear and tear, their mind too needs breaks
from intense pressures coming from many directions.
 Working with professional athletes requires a therapist to comprehend, priorities, and analyze
their issues on various personal and professional fronts that have an impact on their
performance.
 Student-athletes who are not only physically able to be exceptional athletes but also
emotionally mature to participate successfully and retain a good academic standing are in high
demand by acclaimed colleges and prestigious institutions.
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How does NMCS Sports Counseling benefit?
 Concentrating on techniques that are especially designed to improve athletes' psychological,

emotional, and mental health in order to better prepare them for obstacles both on and off the
field.
 Determining and evaluating psychological and social factors that have an impact on a player's
conduct and output both on and off the field.
 Providing a private, judgment-free environment in which to discuss any problem
 Sincere one-on-one conversations with mental health professionals that address worries and
promote constructive self-talk
 Providing athletes with the tools they need to deal with setbacks, injuries, and mental stress
 Using cognitive restructuring to spot and change negative thinking
 Holding group workshops and gathering feedback on topics including mental skills
development and self-analysis of performance.
 Offering counsel and direction to coaches to promote comradery and communication within
the group as motivators for improved teamwork
Challenges in HR
HR's Challenges in COVID-19 Pandemic Era
Every business and employment role is bound to face difficulties. HR's problems exemplify this,
making it one of the most demanding corporate professions. It is, however, necessary because it gives
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us with the incentive to learn more and improve our skills.

Every day, HR professionals encounter new challenges that help them grow as professionals. These
can include things like business policies, employee grievances, and new employees. However, among
these countless challenges, some HR issues stand out more than others.
These issues might be viewed as fundamentals that every person working in this sector must master.
After all, the human resource department plays a critical role in a company's success. This is because
they are in control of the company's most important asset: its employees.
HR Problems and How to Solve Them
1) Rules and Regulations:

Compliance with government regulations is one of a human resource professional's main
objectives. Change is the one constant in today's dynamic corporate world. As a result, a
business must comply with it completely.
As a result, you must constantly adhere to these guidelines and guarantee that the rest of the
firm does as well. Failure to comply might result in significant fines and penalties. It will not
only add to the company's expenses, but it will also damage its reputation. This will have an
impact on future hiring and retention.
Approach: To do so, all HR teams must regularly consult the governing business rules in their
respective nations. In this way, each country is unique. For example, if you live in the United States,
you should constantly consult the US Department of Labor for the most up-to-date regulations.
2) Hiring:
When it comes to human resources, one of the first things that comes to mind is hiring. Though
not the only one, it is unquestionably an important component of the job. The success of a firm
is heavily reliant on its staff.
As a result, if you want to hire the finest, having the best hiring practises in the labour market in
place is vital. When doing so, one should not solely focus on competence. Cultural fit,
employee persona, and career objectives are just a few of the many elements that an HR
practitioner must evaluate.
Approach: Many things should be checked by the recruiting staff in order to discover the ideal hire.
Skills exams, previous work experience, candidates' future aspirations, and employee personas are just
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a few examples. Recruitment tools are a big assistance when it comes to putting these things in place.
Because of the fast-paced nature of business, it's not uncommon for HR departments to enlist the help
of a third party. These third parties are staffing experts who put temporary or permanent hires in
businesses as needed.
3) Changes in Company Rules:

Change is never easy, but it is unavoidable in the business world. To stay afloat, a corporation
must adapt, which entails making changes. It's realistic to suppose that the workforce will not
enthusiastically embrace all of these changes.
These changes can lead to workplace discrimination, new job problems, a shift in team
relationships, and other issues. As a result, the HR team must ensure that these regulatory
changes are smoothly implemented at these times.
Approach: You must be transparent about your company's policies in order to cope with this HR
issue. It is best to put new rules through a trial period with a grace period rather than implementing
them all at once. It will make things go more smoothly at work. It will also give them sufficient time to
adjust to the changes.
Also, underline the advantages of the transition and how a change in the way the firm operates can
benefit the personnel.
4) Employee Training:
Employee training and development programmes are a crucial part of workforce grooming.
Training is important because it saves money by reducing the cost of recruiting new specialists
for each new role that occurs. It also helps to boost employee motivation.
The most common problem with this feature is a lack of resources for training team members.
As a result, selecting the appropriate course and instructor to train a workforce is crucial.
Failure to do so will result in money being squandered and no results.
Approach: One of the simplest ways to tackle this HR issue is to implement a mentorship programme
for seniors and juniors. It operates by having senior executives advise junior executives, which has two
advantages.
First, by coaching juniors, top leaders can strengthen their communication skills. This will help
determine their leadership style and talents in the future. Second, juniors are mentored by industry
specialists at a low cost with minimal out-of-pocket expenses.
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5) Compensation:
Compensation is one of the most commonly asked questions of HR professionals. It is,
nonetheless, an important aspect of keeping an employee pleased. Here, one must be careful to
keep an employee motivated while also keeping payroll expenditures under control. You must
exercise tremendous caution in this situation.
Approach: Salary isn't the only factor in compensation. Instead, you can create a variety of staff
recognition and reward programmes. It will compensate for your employee's hard work without
causing a continuous increase in salary.
It's because incorporating a rewards programme doesn't need increasing a worker's normal
compensation. Rather, it's a token of employee gratitude for a job well done. As a result, it will
motivate your employees while also increasing employee engagement.
6) Employee Retention:
The challenge of staff retention is the last item on our agenda today. It's a serious issue because
retaining a worker is just as difficult as hiring one. Employees now have a plethora of
possibilities thanks to today's diverse career options.
It indicates that if you don't treat them nicely, you have a lot of other possibilities. It is for this
reason that staff attrition is becoming a serious threat to businesses all over the world. This
turnover not only degrades the working atmosphere and decreases productivity, but it also
raises costs.
Approach: The first few days of onboarding are critical in terms of retention since, as the saying goes,
the first impression is the last. According to a study, new workers who go through adequate onboarding
procedures are 58 percent more likely to stay for three years than those who don't.
As a result, it is critical to follow proper procedures during the initial few days of employment. A
defined plan, proper job description, designating playbook with assignments, mentor matching, and
feedback are all examples of this.
HR Challenges That Managers Are Facing Due To The COVID-19
COVID-19 has presented HR professionals with issues they had not anticipated. The economy has
been crushed by uncertainty, employees are under stress, and HR experts are doing their best to keep
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things in perspective and coordinated. Is it, however, as simple as it appears?

As a result of the dramatic shift in work culture, HR is confronted with new challenges. The top
concerns for HR professionals are now crisis response and employee motivation, as well as providing
proper communication channels and tools for remote work.
1) Mental Health and Wellbeing:

Employee health and happiness suffered as a result of the abrupt shift in work culture. It is not a new
news that stress, anxiety, and other mental health concerns exist.
Organizations have historically adopted wellness programmes and given employees with security,
health benefits, and flexibility to help them overcome health challenges. The sudden breakout of
COVID-19, on the other hand, has brought the employees' mental health problems to the fore.
When your employees work in an office setting, you get a better sense of their pulse and sensitivity,
which can help you deal with problems more effectively. However, communication routes have been
considerably harmed as a result of people working from home, resulting in a major loss of productivity.
When your employees work in an office setting, you get a better sense of their pulse and sensitivity,
which helps you deal with problems more effectively. However, as more employees work from home,
communication lines have been severely harmed, leaving supervisors unaware or unconcerned. In a
recent
2) Managing Remote Work:

The shift to a remote work culture isn't as simple as it appears. Before the COVID-19 outbreak, only
about half of all businesses had a remote work programme. Furthermore, remote working was
discouraged by banks, regulated sectors, and many financial services firms. Almost all of them are now
hurrying to develop solutions for remote work.
This has resulted in a slew of previously unknown issues. HR managers are attempting to create
seamless channels and methods in order to address the issues it presents. Strategies are no longer
developed on a regular basis or in advance, but rather in real time. The emphasis has changed away
from employee productivity and engagement and toward fast answers and diagnosis.
To provide staff with the necessary tools and to obtain real-time updates from them on a regular basis
in order to untangle the complexities and provide help. Here's a podcast from Shashi Kalyanpur, a
Page | 46
thought leader and mental coach, on 'Managing mental health of employees working from home.
3) Lack of Agility:
One of the biggest reasons HR departments underperform is their lack of agility. Many HR
departments were not designed to be adaptable. And HR professionals are affected significantly as a
result of this. In this situation, it's critical to react promptly and move quickly. Before any action can be
performed, however, a number of approvals must be obtained. This slows down the process of
acquiring information and responding quickly to a crisis. As a result, becoming more flexible in their
approach and re-prioritizing business goals, as well as good communication and alignment among
middle management and leaders, are now essential.
4) Employee Communication:
Another important difficulty that is high on the priority list is communication. Communication is a
crucial issue that must be considered regardless of whether the workforce is working remotely or not.
It is impossible to manage a staff without effective communication channels. The COVID-19 problem,
for example, kept HR professionals on their toes. It kept them on the lookout for the ideal remote
working tools to fit their working style. Though solutions like Zoom or Slack are frequently utilized to
fulfil the demands of the workforce, getting everyone on the same page is far from sufficient.
SWOT ANALYSIS
STRENGTHS:
1. Counselors are skilled listeners who have been taught how to elicit personal information from
complete strangers.
2. When a counselor demonstrates empathy, they show consideration and respect for the client's
experiences, feelings, and ideas.
3. Counselors must update their understanding of the most recent theories of human behavior as the
corpus of information continues to expand.
4. Using the client's comments, counselors can improve their approach and make it more suitable
for each person who seeks their assistance.
5. A sincere desire to learn about others
6. Ability to establish trust in the therapeutic interaction
7. Being open to and accepting of criticism is a quality that makes counselors strong.
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WEAKNESS:
1. The client must wish to assist themselves, first. Although the therapist can provide motivation,
the client must put in the effort.
2. Fixing the issues is difficult.
3. Must be able to deal with worries that might momentarily make them worse.
4. Professionalism deficit Therapists' ability to uphold the proper working framework is constrained
by a lack of sufficient professional knowledge, personal characteristics, and experiences.
OPPORTUNITIES:
1. Aids in the successful problem-solving of the workforce
2. The ability of employees to resolve issues
3. Decision-making assistance
4. Assisting the individual in comprehending and assisting themselves
5. Recognize the circumstances and approach them from a fresh angle and with optimism.
THREATS:
1. There are possible risks to the counselor's bodily and emotional well-being because of the
closeness and serious nature of the counselor-patient interaction.
2. Counselors and therapists run the risk of losing interest in their area of work if they fail to take
the risks mentioned above and succumb to stress, overwork, or uneasy relationships with patients.
3. Before opting to assist someone, one must keep in mind to set aside personal opinions and biases.
4. The solitude of working one-on-one with patients can become unpleasant, and maintaining
private and close relationships.
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CHAPTER- 3
RESEARCH DESIGN
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STATEMENT OF PROBLEMS:
Research technique is a systematic approach to solving a research topic. It may be thought of as a

science that studies how scientific research is conducted. We look at the many processes that a
researcher takes when researching a problem, as well as the logic behind them.
SCOPE OF THE STUDY:

The study's scope is determined both during and after the investigation is completed. The goal of the
research was to put the theoretical aspects of the study into practise through real-world job experience.
Working on various job portals and other completed chores as specified by the mentor were prioritised.
REVIEW OF LITERATURE:
Stone, F. (2007). Coaching, counseling and mentoring: how to choose and use the right technique to
boost employee performance. Amacom. Employee satisfaction refers to whether or not workers are
content, pleased, and getting what they want and need from their jobs. Numerous studies confirm that
employee satisfaction has a role in employee motivation, goal attainment, and a positive work
environment. Employee satisfaction essentially serves as a gauge for how content employees are with
their employment and workplace. Various elements that affect employee satisfaction have been
explored in this study, including organizational development factors, job security considerations, work
factors, compensation and benefit policies, and opportunities that boost employee satisfaction
including promotions and career development. This essay also discusses the numerous approaches to
raise employee satisfaction.
Eskildsen, J. K., & Dahlgaard, J. J. (2000): A causal model for employee satisfaction. Total
quality management, 11(8), 1081-1094. In recent years, both academics and practitioners have paid
more and more attention to corporate social responsibility. Regarding whether or how corporate social
responsibility affects employees, however, very little is known. Understanding employee
responses to corporate social responsibility may help resolve unresolved questions about the potential
effects of corporate social responsibility on firms as well as shed light on some of the processes liable
for them because employees are the primary stakeholders who directly contribute to the success of the
company.
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Mahardikawati, E., & Ridha, M. (2019): The Relationship of Job Stress with Employee Job
Satisfaction in the Company and its Implications for Guidance and Counseling Services. Jurnal Neo
Konseling, 1(4). The phenomenon of many workers complaining about the demands of the jobs they
have sparked this study. Employees are greatly impacted by issues that develop in the workplace.
Employees frequently report complaints in the form of physical maladies. Due to a tremendous
workload, some individuals decide to leave their jobs after less than a month. Job satisfaction is a
person's perception of their work as a result of how they view various facets of their position. Job stress
is one element that impacts job satisfaction. This study uses quantitative methodologies and is a
descriptive correlation kind.
Cox, W. M., & Klinger, E. (2011): Systematic motivational counseling: From motivational
assessment to motivational change. Many types of psychiatric disorders manifest in patients who
exhibit maladaptive motivational patterns that either directly cause or greatly exacerbate the disorder.
In order to help people, lead happier and more satisfying lives, systematic motivational counselling
(SMC) is a technique for identifying and altering these maladaptive habits. An essential component of
SMC is the Motivational Structure Questionnaire (MSQ), Personal Worries Inventory (PCI), or
Personal Aspirations and Concerns Inventory (PACI), each of which is used to evaluate the concerns,
goals, and motivational structure of clients. SMC motivational restructuring components are used to
assist a client in finding better solutions to pressing issues after maladaptive motivational patterns have
been identified as the goals for change.
Gupta, A., & Upadhyay, D. (2012): Impact of effectiveness of performance management system on
employee satisfaction and commitment. International journal of management, IT and engineering, 2(7),
96-106. In competitive industries like banking, pharmaceuticals, etc. where
fiercer competition is the new catchphrase, performance management systems have emerged as the
foundation of any firm. and the tenets of the modern age include survival of the fittest. Poaching has
become the newest method of hiring new employees, particularly in the current environment when
banks end up paying 200% more than the prior employer. The study article consequently focuses on
evaluating the efficiency of the performance management system while also reviewing organizational
commitment and work satisfaction. Therefore, the goal of the current study is to investigate the
connection between employee commitment and satisfaction and the effectiveness of the performance
management system.
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Tait, M., Padgett, M. Y., & Baldwin, T. T. (1989): Job and life satisfaction: A reevaluation of the
strength of the relationship and gender effects as a function of the date of the study. Journal of applied
psychology, 74(3), 502. We discovered 34 research (combined n = 19,811) reporting correlations
between employment and life happiness using literature searches in psychology, sociology,
counselling, management, and leisure. This meta-analysis discovered significant overlap between work
and nonwork experiences, in contrast to earlier reviews (such as Rice, Near, & Hunt, 1980). The
difference vanished in research published after 1974, despite the fact that this connection was
noticeably higher for males than for women in studies published before 1974. The higher correlation
found for women in more recent studies has been attributed to changes in the demographics of female
workers and the relative significance of employment in women's lives. All rights reserved.
Hossain, M. (2014): Job satisfaction of bank employees in Bangladesh. Job Satisfaction of Bank
Employees in Bangladesh (January 3, 2014). This study aims to gauge Bangladeshi bank employees'
job satisfaction. The emphasis is on the relative weighting of job satisfaction components and how they
affect workers' overall job satisfaction. The target population for this study is bank employees. There
are both public and private banks. A systematic questionnaire was used to gather and administer the
data. The results of the study demonstrated how organizational aspects including working conditions,
salary, fairness, and promotion have a big impact on employee job satisfaction in the Bank. Individual
characteristics like age and gender, though, had little impact on Banks' employees' level of job
satisfaction. The overall job satisfaction of bank employees is high, which appeals to their clients.
WM.SEHIEMAN AND ASSOCIATES (1996) This national survey of cross section of executives
concluded that measurement managed companies especially those that measured employee
performance outperform those that down play measurement this research studied 122 organization
making between $27 million and $50 billion in sales.
ROBERT AND ANGELO (2001) essence the productivity of an organization is jointly determined by
the efficiency with which the organization utilize several available factors of production which
invariably or scare relative together demand for them.
SHARMISTA BHATTACHARJEE AND SANTHOSHI SENGUPTA(2011) Studied that employs

are the most valuable and dynamic assets of an organization for achieving the strategy objective of
sustained and speedy growth managing human resource has been featured as vital requirement in all
organizations
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The research paper of MOHAMMED TANVI NEWAZ (2012) provides an analysis and evaluation of
the role of performance management system in shaping psychological contract at sainbury’s UK by a
case study approach.
The article of JAVED IQBAL, SAMINA NAZ (2012) offers a survey of selected literature on
performance management. Purpose to identify key themes that govern topic in the contemporary
turbulent economic and business environment where employs are more ascertained that anything else
because every day they face downsizing volunteer retirement and golden handshakes to get rid of them.
PRADEEP KRANTH (2022) the success or failure of public sector business organizations depends
on a ability to attract develop retain empower and reward a diverse array of appropriately skilled
people and is the key to improving organizational performance.
COUNSELLING MODEL FOR PERSONAL DEVELOPMENT:
Competitive Advantage (SCA), 2(1). Our coaching and counselling services focus on helping people
develop and acquire work skills, which leads to better personal performance. Enhancing a person's
awareness of their own effect and that of others is a major area of concentration. The individual's
identification of the changes they would like to see in their behavior, attitude, and interpersonal skills,
as well as the development of their self-awareness and personal responsibility, are the intervention's
top priorities. A growing HR competency model is required for the transformation behavior. The main
competency that the HR organization needs to support that function will be identified as part of the
competency model creation process.
RESEARCH OBJECTIVES:
The objective of this research study is critically the following areas:
 To look into the demographics of the two supplementary automobile companies' work force.
 To determine whether the following characteristics contribute to employee commitment to their

jobs work culture, work environment, and the degree of fairness in performance rating systems.
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 To assess the utility of the identified parameters and how they lead to improved employee
performance in the automotive ancillary business.
 Determine whether all of the measures are consistent with the indicated values, so that the
structural model can indicate a "good fit" on the obtained data.
PLAN OF STUDY:
The phrase "research design" refers to a technique for conducting research that is regarded appropriate
for the study. The study will employ a descriptive research design. The descriptive design depicts
things in their natural state. It was created to detect and collect data on the features of a certain problem
or issue. The descriptive research design was chosen because it offers the benefit of generating a large
number of responses from a diverse group of people. The methodology utilised in the study is a blend
of quantitative and qualitative research. The secondary data was used to acquire the necessary
information to address the study's goal of workplace flexibility.
POPULATION OF THE STUDY:

Any group of people that share one or more traits and are of interest to the researcher is referred to as a
population. As a result, human resources officers and staff employees were included in the study's
target demographic. Honda Motorcycle Pvt Ltd employs a total of 4000 people.
CHAPTER SCHEME:
 CHAPTER 1-INTRODUCTION:
First chapter gives an introduction to human resource management, its meaning,
concept, evolution, functions, objectives and scope. This chapter also gives an
overview of the topic under study, its meaning, objectives, importance, limitations,
benefits and other relevant aspects of the subject to the title of the study.
 CHAPTER 2-RESEARCH DESIGN:

This chapter gives the details relating to the topic under consideration. This chapter
deals with recognition of problem which is a major concern of the company. It also
includes objectives of the study, scope, statement of problem, research methodology,
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limitations, and sources of data collection.
 CHAPTER 3-COMPANY PROFILE:

This chapter gives a brief details about the company, its type, its nature, key
personnel, its Board of directors, vision and mission, and it also highlights the
products of the company.
 CHAPTER 4-DATA ANALYSIS AND INTERPRETATION:

This chapter is the crucial part of the study it gives the graphical representation of
data which is collected by the employees through the questionnaire for the purpose of
the study. This helps in analyzing the data collected and arriving at a conclusion
which will help the organization to perform better.
 CHAPTER 5-FINDINGS, SUGGESTIONS AND CONCLUSIONS:

This chapter contains suggestions, findings of the study and conclusions drawn. It
helps to identify various issues, positives and negatives of the company and hence, a
summary of them helping to arrive at a meaningful conclusion.
Annexure-1
NAME: SACHIN
REG NO:
1) Gender
(a) Male
(b) Female
(c) Others
2) Age
(a) Less than 25 years
(b) 25-35 years
(c) 35-45 years
(d) Above 45 years
Page | 55
3) Education
(a) Undergraduate
(b) Graduate
(c) Post Graduate
4) Working experience
(a) Less than 5 years
(b) 5-10 years
(c) Above 10 years
5) Due to overall office environment can you complete your daily tasks easily?
(a) To some extent
(b) Often
(c) Mostly
(d) Always
6) How would you rate the effectiveness of our current performance management system in
aligning with organizational goals?
(a) Very effective
(b) Somewhat effective
(c) Neutral
(d) Not very effective
(e) Not at all effective
7) Are employees actively engaged in the performance management process?

(a) Yes, they are highly engaged
(b) Yes, but engagement could be improved
(c) No, there is limited engagement
(d) Not sure
8) How do you assess the level of objectivity and fairness in the performance management system?
(a) Very objective and fair
(b) Somewhat objective and fair
(c) Neutral
(d) Not very objective and fair
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(e) Not at all objective and fair

9) How frequently do managers provide feedback and coaching to employees?
(a) Very frequently
(b) Moderately frequently
(c) Occasionally
(d) Rarely
10) How well does the performance management system differentiate between high performers,
average performers, and low performers?
(a) Very well
(b) Moderately well
(c) Neutral
(d) Not very well
(e) Not at all well
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CHAPTER-4
ANALYSIS AND INTERPRETATION
Page | 63
Analysis and interpretation is the process of identifying strengths and weaknesses of a firm by properly
established relationship between two items. It is useful for decision making, there are number of
methods or techniques, which are generally used in analysis of financial services.
MEANING OF THE FOLLOWING TERMS:
Analysis:
It refers to the proper arrangement of data where in the total figures are regroup in to their distinct or
different parts.
Interpretation:
If refers to the comparison of various components and definite conclusion may be drawn about the
earning, capacity, efficiency, profitability, liquidity, solvency and trend etc.
Analysis and interpretation:
It is the process of identifying strength and weakness of firm by properly established relationship
between two items, it useful for decision making.
Data Collection:
Use the chosen research methods to collect data from the selected participants. This may involve
administering surveys, conducting interviews, or observing performance appraisal sessions. The data
collected should be relevant to the research questions or hypotheses.
Data Analysis:
Analyze the collected data using appropriate statistical or qualitative analysis techniques. This may
involve coding and categorizing qualitative data, performing statistical tests on quantitative data, or
using data visualization methods to identify patterns and trends.
Page | 64
TABLE 5.1
Table Shows Gender Of The Respondents
SL.NO PARTCULAR NO. OF % OF

RESPONSES RESPONSES
1 MALE 26 67%
2 FEMALE 13 33%
TOTAL 39 100%
GRAPH 5.1
Graph shows Gender Of The Respondents
120
100 33%
80
67%
60
13%
40
26%
20
0
NO. OF RESPONSES % OF RESPONSES
MALE FEMALE
DATA AND INTERPRETATION:
From the above table it shows that the total respondents are 100% in that most of the respondents are
male 26 and female is 13. In the above graph shows the gender that they are responses male is 67%
and female is 33%.
TABLE 5.2
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Table Shows Age Of The Respondents
SL.NO PARTICULAR NO OF % OF
RESPONSES RESPONSES
1 LESS THEN 25 22 58%
2 25 - 35 14 37%
3 35 - 45 2 5%
4 ABOVE 45 0 0%
TOTAL 38 100%
GRAPH -5.2
Graph Shows Age Of The Respondents
70
60 LESS THEN 25;

58%
50
40
25 - 35; 37%
NO OF RESPONSES
30
LESS THEN 25; % OF RESPONSES
20 22
25 - 35; 14
10 35 - 45; 5%
0 35 - 45; 2 ABOVE 45; 0%

0
LESS THEN 25 - 35 35 - 45 ABOVE 45
25

From the above chart it is data and interpreted that the total respondents are 100% in that most of the
respondents are from the age group 22 years with a percentage of 58%, age group 25-35 years is 14
with percentage of 35%, 35-45 years is 2 percentage 5% and no on in the age of above 45 respondents
is 0 percentage is 0%.
TABLE 5.3
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Tables Shows The Education Of Respondents
RESPONSES RESPONSES
1 UNDERGRADUATE 10 26%
2 GRADUATE 16 42%
3 POST GRADUATE 12 32%
TOTAL 38 100%
GRAPH-5.3
Graph Shows The Education Of Respondents
26%
32%
10
12
UNDERGRADUATE
GRADUATE
POST GRADUATE
16
42%

From the above chart it is interpreted that most of the respondents are graduate 16 and the percentage
of 42%, undergraduate are 10 with the percentage of 26% and post graduate are 12 with a percentage of
32% second highest responses.
TABLE-5.4
Table Shows Work Experience by Responses
RESPONSES RESPONSES
Page | 67
1 Less than 5 years 30 79%

2 5-10 years 6 16%
3 Above 10 years 2 5%
TOTAL 38 100%
GRAPH-5.4
Graph Shows Work Experience by Responses
NO OF RESPONSES
35
78.9473684
30 210527
25
20
15 15.7894736
842105
10 5.26315789
5 473684
0
0.5 1 1.5 2 2.5 3 3.5

From the above Table and Graph Shows it is interpreted that the total respondents are 100% in that
most of the respondents have a working experience of less than 5 years is 30 percentage 79%, 5-10
years is 6 respondents with percentage 16% and lastly above 10 years is 2 percentage is 5%, majority
work experience of respondents is less than 5 years.
TABLE- 5.5
Table Shows Due to overfall office environment can you complete your daily task easily
SL.NO PARTICULAR NO OF RESPONSES % OF

RESPONSES
1 To some extent 5 14%
2 Often 6 16%
3 Mostly 16 43%
4 Always 10 27%
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TOTAL 37 100%
GRAPH-5.5
Graph Shows Due to overfall office environment can you complete your daily task easily
DATA AND INTERPRETATION

The Above Table that Shows respondents are to some extent 5, often 6, mostly 16 and always is 10.
The graph shows some extent 14%, often 16%, mostly 43% and always is 27% in human resources
challenges with regards performance management workplace environment mostly some response said
can complete work easily in their organization.
TABLE-5.6
Table Shows How Would Rate The Effectiveness Of Our Current Performance Management System
In Aligning With Organizational Goal
SL.NO PARTCULAR NO OF RESPONSES % OF RESPONSES

1 Very effective 18 47%
2 Some what effective 8 21%
3 Neutral 8 21%
4 Not very effective 3 8%
5 Not at all effective 1 3%
TOTA 38 100%
L
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GRAPH-5.6
Graph Shows How Would Rate The Effectiveness Of Our Current Performance Management System
In Aligning With Organizational Goal
From the above table shows that the total respondents are 100% in that most of the respondents say that
they receive the call related to counselling regularly, with a percentage of 74.1% and 25.9%
respondents say no they do not get call regularly
TABLE-5.7
Table Shows Are Employee Engaged In The Performance Management Process
RESPONSES RESPONSES
1 Yes, they are highly engaged 24 63%
2 Yes, but engagement could be improved 7 18%
3 No, there is limited engagement 5 13%
4 Not sure 2 5%
TOTA 38 100%
L
GRAPH-5.7
Graph Shows Are Employee Engaged In The Performance Management Process
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Chart Title
60 63%
40
20 24 18%
7 13%
5 5%
0 2
NO OF RESPONSES % OF RESPONSES

Above Table shows that Yes they are highly engaged is 24 with the percentage of 63%, Yes but
engagement could be improved is 7 respondents percentage is 18%, No there is limited engagement is
5 percentage is 13% and the percentage of 5% respondents is 2 Not Sure should be trained on data
protection policies and protocols the challenges of organisation can improve the effectiveness of
performance management processes and enable employees to make data driven decisions that lead to
improved performance and business outcomes.
TABLE-5.8
Table Shows How Do You Access The Level Of The Objectively And fairness In The Performance
Management System
RESPONSES RESPONSES
1 Very objective and fair 17 46%
2 Somewhat objective and 13 35%
fair
3 Neutral 7 19%
4 Not very objective and fair 0 0%
TOTA 37 100%
L
Page | 71
GRAPH-5.8
Graph Shows How Do You Access The Level Of The Objectively And fairness In The Performance
Management System
Very objective
19% and fair
46% Somewhat objec-
tive and fair
13
35% Neutral
Not very objective
and fair

The Above Table shows Very objective and fair 17 respondents with percentage of 46%, Some what
objective and fair 13 percentage is 35%, Neutral is 7 percentage is 19% and No One said that Not
very objective and fair is 0% in this most of the respondents agree that they are very objective and
fair about the level of organization and services they are providing for their employees by
performance so the help of gathering feedback from employees and managers can provide valuable
insights for challenges of organization fairness in the performance management system.
TABLE-5.9
Table Shows How Frequently Do Managers Provide Feedback And Coaching To Employees
SL.NO PARTICULAR NO OF RESPONSES % OF

RESPONSES
1 Very frequently 16 43%
2 Moderately frequently 6 16%
3 Occasionally 12 32%
4 Rarely 3 8%
TOTAL 37 100%
GRAPH-5.9
Graph Shows How Frequently Do Managers Provide Feedback And Coaching To Employees
Page | 72
43% 16% 32% 8%

100%
90%
80%
70%
60%
50%
40%
16 6 12 3
30%
20%
10%
0%
Very frequently Moderately Occasionally Rarely
frequently

The above table shows frequently manager can provide feedback and coaching are not, So 16
respondents said that very frequently, moderately frequently 6, occasionally is 12 and rarely is 3.
Above graph shows that very frequently is 43%, moderately frequently 16%, occasionally 32% and
lastly rarely 8% so most of the responses agree that manager will provide feedback and good coaching
so may depends on the organization’s culture and needs of individual employees unique requirements
of the job approaches.
TABLE-5.10
Table Shows Performance Management System Different Between High Performance, Average
Performance and Low Performance
SL.NO PARTICULAR NO OF RESPONSES % OF RESPONSES

1 Very well 16 43%
2 Moderately well 9 24%
3 Neutral 7 19%
4 Not very well 4 11%
5 Not at all well 1 3%
TOTAL 37 100%
GRAPH-5.10
Page | 73
Graph Shows Performance Management System Different Between High Performance, Average
Performance and Low Performance
50
45 43%
40
35
30
25 24%
20 19%
15
10 16 11%
5 9 7 3%
0 4
0.5 1 1.5 2 2.5 3 3.5 4 4.5 5
1 5.5
The above Table most of the respondents say very well 16, moderately well 9, neutral 7, not very well
4 and not at all well 1. The Above graph shows very well 43%, moderately well 24%, neutral 19%, not
very well 1% and not at all well 3% it creates decision making, identify trends, address performance
and support employee’s growth it depends on organization’s performance management capabilities that
their job makes positive difference in others life.
Page | 74
CHAPTER 5
FINDINGS, SUGGESTIONS AND CONCLUSION
Page | 75
FINDINGS:
1. Determine the specific skills, qualifications, and experience needed for the role. Identify the key
responsibilities and competencies required to successfully implement and manage the
performance management system.
2. Look within your organization for potential candidates who have the necessary skills and
expertise. They may already be familiar with your company's culture, processes, and goals,
which can be an advantage.
3. Advertise the position externally through job postings on relevant platforms such as job boards,
professional networking sites, and your company's careers page. Clearly outline the job
description, qualifications, and expectations for the role.
4. Leverage your professional network and connections to spread the word about the job opening.
Inform colleagues, industry peers, and professional associations that you are seeking a resource
for performance management.
5. Consider partnering with recruitment agencies specializing in HR or talent management. They
can help you identify and connect with qualified candidates who match your requirements.
6. Review resumes and conduct interviews to assess candidates' qualifications, experience, and fit
with your organization's culture. Focus on their knowledge of performance management
systems, their ability to analyze data, communicate effectively, and drive organizational change.
7. Verify candidates' qualifications and experience by contacting their references. This step helps
you gain insights into their past performance and reliability.
8. Consider conducting skill assessments or exercises to evaluate candidates' abilities to work with
performance data, analyze information, and provide actionable insights.
9. Once you select the right candidate, provide comprehensive onboarding and training on your
organization's performance management system, processes, and expectations. This will ensure
they are equipped to effectively manage the system.
Page | 76
CONCLUSION:
1. The right human resources for implementing and managing a performance management system
is crucial for its success. Advertise externally, utilize networking, or seek assistance from
recruitment agencies, it's important to clearly define your requirements and thoroughly assess
candidates during the screening and interviewing process.
2. Communicate the purpose and expectations of the performance management system to ensure
employees understand how their performance will be assessed and how it aligns with
organizational goals.
3. Provide training to HR professionals responsible for managing the system to enhance their skills
in performance measurement, feedback delivery, and data analysis.
4. Offer continuous support to HR professionals, including regular check-ins, access to resources,
and assistance in addressing challenges or questions.
5. The right human resources for implementing and managing a performance management system
is crucial for its success. Advertise externally, utilize networking, or seek assistance from
recruitment agencies, it's important to clearly define your requirements and thoroughly assess
candidates during the screening and interviewing process.
6. Establish clear performance metrics that are aligned with organizational objectives, allowing HR
professionals to effectively track and measure individual and team performance.
7. Continuous improvement: Encourage HR professionals to regularly review and refine the
performance management system based on feedback, best practices, and evolving business
needs.
8. Additionally, conducting reference checks and skill assessments can further validate candidates'
qualifications. Once you have selected the ideal candidate, providing comprehensive onboarding
and training will ensure they are equipped to effectively manage the performance management
system.
9. Train HR professionals on providing constructive feedback and coaching to employees, helping
them identify strengths, areas for improvement, and development opportunities.
10. Stay informed about industry trends, best practices, and legal requirements related to
performance management to ensure compliance and effective implementation.
Page | 77
SUGGESIONS:
1. Improve the understanding of the system, the forms and technology to be applied. Increase
accuracy and reduce common judgment errors. Enhance appraiser`s self confidence about his
rating skills and improve the skill level through practice and feedback.
2. It is the job of an organization's leadership to foster a favourable culture that allows managers
and their employees to accept performance appraisals. Effective communication between
managers and employees, as well as for the improvement of the organisation, should be
maintained.
3. The problem of unequal standards can be mitigated by ensuring that appraisal criteria are job-
oriented and that performance expectations are communicated to employees prior to the
appraisal review. Keep a strong image management system in place.
4. Discuss company Goals and Mission.
5. Make sure they are listening to you
6. Conduct a small activity so that they are interested in the program.
7. Make them feel comfortable.
8. Ask for employee for feedback on the Induction program.
9. A performance management programme must be implemented in the company for the

development and enhancement of employee performance.
10. A performance management system improves an employee's ability to perform effectively.
Employees who do not take their responsibilities seriously or are not reviewed by management
through a performance management system. A performance management system improves time
management and resource optimization skills.
11. It help appraisers enhance their ability to watch, provide constructive feedback, listen, support,
set goals, and ask appropriate questions.
Employee happiness and comfort at work, as well as meeting their wants and desires, are all considered
Page | 78
to be indicators of employee satisfaction. Employee happiness may also be dependent on how well a
person experiences their job or how fulfilling their working environment in terms of its relationship
with several important factors, such as wellbeing, stress at work, control at work, working conditions,
etc., employee satisfaction may be clearly recognized. Effective employee happiness for individuals
reflects from the emotional sensation they have about their employment. Employee satisfaction is
founded on how the organization treats them.
.
Despite the diverse perspectives and methods used in workplace counselling, it is still a very effective
tool for managing stress and emotional issues at work. After discussing their issues with a counsellor,
employees will feel greatly relieved because the counsellor will assist them grasp their issue more
clearly. They will discover that the problem is actually solvable if they have a better knowledge of it.
Additionally, with proper information regarding counselling services, their acceptability will increase,
lowering the stigma associated with them. In that case, more people would be inclined to attend
counselling sessions. To earn the public's trust, counsellors must also receive enough training and be
held accountable for their ethical conduct (integrity, privacy, etc.).
Therefore, it is important to support workplace counselling because when workers are less stressed,
they tend to be more productive, which increases the profitability of the business and creates a more
joyful work environment.
BIBLIOLOGY:
https://www.bing.com/search?q=suggestions+for+employee+couns
elling&qs=n&form=QBRE&sp=-
1&pq=suggestions+for+employee+counselling&sc=9-
36&sk=&cvid=4FEA4D967D6A44F7B4CCB8AE12A43E9A&ghsh
=0&ghacc=0&ghpl=&ntref=1#:~:text=%2D%20PM%20WORKS HOPS-
,pm%2Dworkshops.com/best%2Dtips%2Dfor%2Deffective%2De mployee
%2Dcounseling/,-Was%20this%20helpful
Page | 79
BOOKS:
1. Human Resource Management
2. HR from the Outside In: Six Competencies for the Future of Human Resources
3. The HR Scorecard
4. Victory Through Organization
5. Predictive HR Analytics: Mastering the HR Metric
6. Work Rules!
7. HR Rising!!: From Ownership to Leadership
8. Belonging at Work: Everyday Actions You Can Take to Cultivate an Inclusive

Organization
9. The Fearless Organization: Creating Psychological Safety in the Workplace for

Learning, Innovation, and Growth
Page | 80

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A STUDY ON HR CHALLENGES RELATING TO PERFORMANCE MANGEMENT SYSTEM AT NEXT

MILES COUNSELING SERVICE

INTRODUCTION TO HUMAN RESOURCE MANAGEMENT:

THE SEVEN HR BASICS:

3. Learning & development

5. Compensation and benefits

6. Human Resources Information Systems

7. HR data and analytics

In the following section, we will cover these HR basics one by one.

3. Learning & development:

5. Compensation and benefits:

6. Human Resource Information System:

7. HR data and analytics:

a personal touch to employing virtual recruiting.

2. Get social media savvy

3. Keep sharpening tech skills

4. Get familiar with HR software

5. Leverage cloud technologies

6. Navigate digital interviews

7. Boost analytical skills

8. Utilize virtual recruiting

9. Learn more about marketing

 Keep a human touch:

 Utilize virtual recruiting:

HUMAN RESOURCE PLANNING (HRP)

IMPORTANCE OF HUMAN RESOURCE PLANNING

 Part of Strategic Planning:

 Creating Highly Talented Personnel:

PERFORMANCE MANAGEMENT SYSTEM

Administrators and representatives can use a performance management programme to agree on

Good performance management software supports a variety of performance management

9. Flexible Notification/Reminder System - Good performance management software includes a

DEDICATED SUCCESS MANAGER:

1. Create Custom Implementations –

2. Train Your Employees –

3. Develop a Long-Term Relationship –

4. Proactively contact you –

5. Know Your Software and Performance Management Processes:

6. If your performance management –

PERFORANCE MANAGEMENT SYSTEM GOALS

2) Managers and employees should be held to the following standards:

To create realistic expectations that will yield results:

3. Document expectations. Don't let it be a word-by-mouth interaction. Have a specific spreadsheet

3) Effective communication between individuals and teams:

4) Set performance standards:

Failure to meet performance criteria can result in the following consequences:

1. Employees who don't put in any effort.

2. Having established more unrealistic expectations for the task in question.

3. Meanwhile, there were insufficient resources to accomplish the task.

4. A team or manager's failure to cooperate or collaborate in particular.

5) Determining individual training and performance plans:

2. Then come up with a training strategy and budget.

THE BENEFITS OF PERFORMANCE APPRAISAL ARE AS FOLLOWS:

1. Documentation: APA is a record of an employee's performance throughout a certain time

The following are the limitations of performance Management:

4. Spill over effect :

A performance management system is a systematic technique to measuring employee performance. It

In order for an organization to grow, it is necessary to manage employee performance:

ABOUT THE COMPANY

Top Counseling Services in Bangalore

FOUNDER OF NEXT MILES COUNSELING SERVICES:

COUNSELING SERVICES PROVIDE:

with COVID-19 infection.