HRM 2

By
Dr. Neha Tripathi
Assistant Professor
Human Resources Management
Indian Institute of Management Ahmedabad
India
Contact: nehat@iima.ac.in

Academic Associate: Gunjal Shah

Contact: guljals@iima.ac.in; +919265266385
 GROUPS SECTION B

No Session Teams Team members

Debate 1 Session 3 Team A: The critics A: Rupesh Gupta, Rishi Bansal, Shivani Dhillon, Iragaraju Bhavani
TCS Team B: The defenders Susmitha, S Mukeshwaran
B:Ishita Panwar, Sanjith S , Ankur, Shweta Bhilware, Pothukanoori
Brahmateja
Debate 2 Session 3 Team A: The critics A:Aishwarya Pai, Archit Kumar, Dipayan Sarkar , Ishika Kotadia, Bhaskar
GE Team B: The defenders Jyoti Das
B:Sadhna Sharma, Guna Sekhar , Pooja Vijay Kulkarni , Dibyajit Bardhan, K
R Anandh Natarajan
Debate 3 Session 5 Team A: The critics A: Soumya T, Greeshma, Roshan Joseph, Harish, Mohan Nanda Kumar
Sonoco Team B: The defenders B: Naren Ashok, Harshal Gupta, Vishakha Singh, Akshay Sharma, Yatharth
Singh, Yugandhara Hiray
Debate 4 Session 5 Team A: The critics A: Sarthak Sharma, Anumeha Saxena, Shirin Kumar, Shah Harshil
Dennis Team B: The defenders Kalpeshkumar, Son Kamble Rohit
Hightower B: Faisal Khan, Shriyak Jain, Rahul Toppo, Yogesh, Md Ramiz, Lucky
Wamankar
Debate 5 Session 7 Team A: The critics A: Manshi Poonia, Preeti, Deepika, Prerana, Aaradhya, Sai Pavan
Microsoft Team B: The defenders B: Tarun Surana, Inayat Arora, Manish Kumar, Debashish Reang, Nikita
Kishore
Debate 6 Session 7 Team A: The critics A: Harshit Jain, Utkarsh Agarwal, Jay Mehta, Prakhar Gupta, R V Gowtham
Shree Team B: The defenders B: M Vikas, Rohan, Sakshi Mahto, Darpan, Kiranmayee, Neel Patel
CLASS PARTICIPATION (15%)
 
Evaluation: Debate
 Peer-evaluation (Add-on).
 Audience, those who did not participate in debate, will record
evaluation of the teams and individuals at the link below. Each
survey entry has a timestamp. Ensure to record your rating on
time!

https://iima.au1.qualtrics.com/jfe/form/SV_6XPLgId32xmdcR
U
CLASS PARTICIPATION: (15%)
NO MATCH FIXING
 
Group assignment

• Guidelines
• Peers evaluation form
• Submission Date: 5 or 6 December
HRM 2

LECTURE 2 :
RECAP
 MBA

HRM
 HRM

Highly
Valued

ORGANIZATIO HUGE
NS TROUBLE
ARE
IN
 GET
OUT
OF
YOUR
TECHNICAL
PROGRAMMIN
G
MINDSET
 CEOs
DO
NOT
PROGRAM
THEY
HIRE
PEOPLE
TO
PROGRAM
HRM 2

DEVELOPING
PEOPLE IN
ORGANIZATIONS
 Orienting and Onboarding New Employees

The purpose:

New employees feel welcomed, to be part of the team/organization.

To have basic information to function effectively

email access, personnel policies, benefits, expectations,

To understand the culture of an organization (its past, present,

strategies, work norms, practices and vision for the future

To enable social interaction and socialization to know people, place,

customs and others
 Orienting and Onboarding New Employees

The orientation process:

Time: How long the orientation lasts.

Generally a month (the Honeymoon period!)
As short as a few hours
As long as two years (L’Oreal onboarding program takes 2 years)
New employees feel welcomed, to be part of the

Minimum coverage:
employee benefits
personnel policies
safety measures and regulations
facility tours
 Orienting and Onboarding New Employees

The orientation process:

Employee Handbook
Contains information useful to organization’s HR policies

Orientation Technology
Videos
virtual avatar
Welcome collage
More innovative ways to welcome new employees
 Orienting and Onboarding New Employees

Onboarding at Toyota:

Day 1:
Day 2:
Day 3:
Day 4:

Show examples of on boarding checklist…

SHOW ORIENTATION
CHECKLISTS
 Training Process

Training and the Law

Some areas mandate training
Reserve bank of India
Project Managers: PMP, RMP
Software skill training
Quality control, ISO, etc.

Choice to training:
Two approaches
1: Hire top performers, minimum training
2. Hire average, comprehensive training
 Training Process

Training: A Five-step process (ADDIE)

Analysis-design-develop-implement-evaluate
Analyze the training need
Design the overall training program
Develop the course
Implement training
Evaluate the course’s effectiveness
 Training Process
Training: A Five-step process (ADDIE)
Analysis-Design-Develop-Implement-Evaluate
Analyze the training need

Tacit knowledge
Learn specific tool, software, hardware, process, standard, etc.
Long term need vs short term need
Take the job, break into subtasks and then use
Task analysis
performance analysis
Competency profiles and models
American Society for Training and Development (ASTD)
Indian Society for Training and Development (ISTD)
**the course offers 8 theory papers and an internship to fulfil competency requirements of training/HRD professionals .
 Task Analysis

Examples…
Task Analysis Template
SHOW CHECKLISTS
 Task Analysis

Question: Can you prepare Task Analysis for all job?

Challenges?

Mechanical, repetitive jobs

Vs

Knowledge workers

Creative, innovative jobs?

 Performance Analysis

To verify there is performance deficiency and determining whether

the employer should correct such deficiencies through training or
some other means

Performance Analysis
1. Performance appraisal
2. Job-related performance data
3. Observation by supervisor or SME
4. Interview with employee/supervisor
5. Tests of KSAO, attendance, etc.
6. Attitude survey
7. Assessment center
8. Employee daily diaries
9. Technology-enabled tools
 Performance Analysis

A Fundamental Problem

Can’t do VS Won’t do

Example: public sector

 Performance Analysis

A Fundamental Problem: Can’t do VS Won’t do

Can’t Do
you have hire the people who are not skilled to do the job; or training is inadequate

Wont Do
problems that training just wont fix.
Attitude problem
organization culture
incentive systems
 Designing the Training Program

Design mean planning the training program

Training/learning Objectives
Delivery Methods
Program Evaluation
 Designing the Training Program

Design means planning the training program

Training/learning Objectives

Learning objectives should address the performance deficiencies

Two constraints: Budget and Time
Trade off of learning-cost-time (Triangulation)
Create a motivational learning environment
Make the learning more meaningful
Make skill transfer obvious and easy
reinforce learning
Ensure transfer of learning to the job

Issues: training methodology, use of technology, evaluation of effectiveness of the

programs, management and operational issues
 Designing the Training Program

Design means planning the training program

Developing the Programs

In-house programs
Customized programs, IIMA executive programs

New trends in HR
The cloud based programs
Podcasts
MOOCs
E-MBA
 Designing the Training Program

Apprenticeship Training

A structured training by which people become skilled workers through a

combination of classroom instruction and on-the-job training.
The Apprentice Act of 1961 allows Indian companies – private and public – to hire
apprentices and train them.
The Board of Apprentice Training (BOAT)
http://www.apprentship.gov.org
National Apprenticeship Training Scheme (NATS)
http://mhrdnats.gov.in
Trains 20L youths by 2020

Private sector: Tata Apprentice Program, Amara Raja Skill Development Center, etc.
 Designing the Training Program

Informal Learning

Very important
80% of what employees learn on the job they learn from informal means
Based on daily interactions with colleagues
Youtube tutorials, online short tutorials, Google, Wikipedia, are all sources of free
informal learning

Fun Fact: Installing of white boards enhances informal learning at work.

 Designing the Training Program

Job Instruction Training

 Designing the Training Program

Behavior Modeling

One of the most widely used, well-researched and highly regarded psychological based
training interventions
1. Modelling
2. Role-play
3. Social reinforcement
4. Transfer of training
 WHAT
IS
MISSING
 TATA
CONSULTANCY
SERVICE:
A SYSTEMS
APPROACH TO HRD
HRM 2

MANAGEMENT
DEVELOPMENT
 MANAGEMENT DEVELOPMENT PROGRAMS

Leadership or Management Development Programs

Purpose: Improve managerial skills, attitude, knowledge to assume high-level

positions

Strategic Management Development

strategies to enter new businesses

Succession Planning
developing workforce to plans for top positions
 MANAGEMENT DEVELOPMENT PROGRAMS

9 Box Grid
 MANAGEMENT DEVELOPMENT PROGRAMS

Leadership Development at Bank of Baroda

52,000 employees, retiring employees create void for leadership

“We Lead” initiative , multiyear, four stage program for identified employees
Leadership succession plan
Bank of Baroda

Organization Chart
 MANAGEMENT DEVELOPMENT PROGRAMS

Leadership Development at General Electric (GE)

https://jobs.gecareers.com/global/en/global-
leadership-programs
 WHAT
IS
MISSING
 GE’s
TALENT
MACHINE
HRM 2

ORGANIZATION
CHANGE
 MANAGEMENT ORGANIZATION CHANGE PROGRAMS

Lewin’s Change Process

Step 1: Unfreezing
Step 2: Moving
Step 3: Refreezing

To implement organization change

1. Establish a sense of urgency
2. Mobilize commitment
3. Create a guiding coalition
4. Develop and communicate a shared vision
5. Help employees make the change
6. Aim first for short term accomplishments
7. Monitor and assess progress
ORGANIZATION DEVELOPMENT
 Evaluating Training Effort

Training effects to measure

1. Reaction: evaluate trainees’ reactions to the program, did they like the program, did
they think it is worth their time, did it create value for them?
2. Learning: to test if the trainees learned the principles, skills, knowledge
3. Behavior: Whether trainees’ on-job behaviors changed or not?
4. Results: are training objectives met? For example, productivity improved, or
performance-related indicators improved?
 Evaluating Training Effort

How do we measure training effectiveness

Randomized Experiment: Assign trainees into two randomly assigned groups

Group A: Intervention Group

Group B: Control Group

After training performance indicators of intervention groups should improved compared

to the control group.
AFTER CLASS READING
 
 Chapter 8 Human Resources Management

 TCS: A Systems Approach to HRD

 GE’s Talent Machine: The making of a CEO

 Bartlett and Ghoshal (2002): Building competitive advantage

through people
NEXT CLASS
 
Debate 1: Tata Consultancy Services: A Systems Approach to Human
Resources Development
 
Scenario: TCS’s Board of Directors are meeting with an important agenda. The
BOD are to decide whether TCS should embark their journey in China. The
BOD is divided, some are enthusiastic with the TCS’s success in India and
foresee unprecedented opportunity and success of TCS model in China, others
are skeptical of failure of TCS’s HRD system in China.

Team A: The Critics of TCS approach to Human resources development

Team B : The Defenders

Audience: Lock the winners of this debate.

Survey Link: https://iima.au1.qualtrics.com/jfe/form/SV_6XPLgId32xmdcRU
Debate 2: GE Talent Machine: The making of a CEO
 
Scenario: Historically GE developed policies and practices that shaped its HR
development capabilities as a source of competitive advantage. Jeff was
shaped by these himself to become CEO 19 years later. His predecessor, Jack,
adapted, modified and built on management development structures and
practices he inherited. He built on a “social architecture”, “nine block
evaluation tool”, and “vitality curve”.

Team A: The critics to GE approach of talent management (proponents of

overhaul).
Team B : The defenders (keep the same structure built by Jack).

Audience: Lock the winners of this debate.

Survey Link:
https://iima.au1.qualtrics.com/jfe/form/SV_6XPLgId32xmdcRU