HRM Exam Topic:

1. Basic on HR and HRD

SECTION A: MCQ

1. D 21. A 41. C
2. A 22. D 42. A
3. A 23. A 43. A
4. D 24. A 44. A
5. B 25. D 45. A
6. D 26. B 46. B
7. A 27. A 47. A
8. D 28. A 48. C
9. A 29. D 49. C
10. B 30. C 50. C
11. D 31. A 51. C
12. B 32. A 52. D
13. D 33. C 53. B
14. D 34. D 54. A
15. D 35. B 55. A
16. A 36. B 56. D
17. C 37. A 57. D
18. B 38. D 58. D
19. D 39. A 59. A
20. B 40. C 60. D
SECTION B: ESSAYS
Question 1

a. Briefly discuss what are succession planning and its process. (4 marks)
Answer:
Succession planning is the process of identifying very important positions in the organization
and creating a talent pipeline, by preparing employees to fill vacancies in their organization
as others retire or move on. Succession planning helps ensure business continuity and
performance, particularly during times of shifting leadership and change. Even when there is
no identifiable successor within an organization, succession planning can help identify the
knowledge, skills and training needed in a future external candidate for a vacant position.
The process of succession planning:
1. Identify critical and vulnerable positions.
2. Develop eligibility requirements.
3. Identify a talent pipeline.
4. Nominate successors from qualified positions.
5. Create an action plan to prepare successor(s).
6. Evaluate the succession plan.

b. "In a filing with Bursa Malaysia, Star Media said it has identified the replacement for the chief
executive officer position but will only make the announcement in due course." Discuss
THREE (3) dangers of not having a succession plan. (6 marks)

Answer:
1. Loss of mission-critical knowledge that may never be recovered.
2. Naming a successor who lacks the personal drive, commitment, knowledge, training, or
skills needed to perform the job successfully.
3. Significant loss of time spent getting a new successor up to speed.
4. Potential disruptions to workplace processes, workflows, and protocols.

Question 2
a. Briefly discuss what is Performance Management. (5 marks)
Answer:
Performance management is a corporate management tool that helps managers monitor and
evaluates employees' work. Performance management's goal is to create an environment
where people can perform to the best of their abilities and produce the highest-quality work
most efficiently and effectively. A formal performance-management program helps managers
and employees see eye-to-eye expectations, goals, and career progress. Performance
management views individuals in the context of the broader workplace system. Managers can
use performance management tools to adjust workflow and recommend new courses of
action. In turn, this helps the company reach its goals and perform optimally.
b. "Regular monitoring and evaluation of employee performance is critical for the profitability and
success of the organization. This responsibility again lies with the HR and senior managers.
It is vital to carry out these assessments as they not only measure performance but also
assess the employee's level of job satisfaction and his interest in the task. If the employees
are not content, their overall productivity may be affected".
Explain how the performance appraisal should be conducted and how it is affected by the
country's culture. (5 marks)
Answer:
1. Aligning employees' activities with the company's mission and goals.
Employees should understand how their goals contribute to the company's overall
achievements.
2. Developing specific job-performance outcomes.
What goods or services does the job produce? What effect should their work have on the
company? How should they interact with clients, colleagues, and supervisors? What
procedures does the job entail?
3. Creating measurable performance-based expectations.
Expectations include results, actions, and behaviors, as well as the demeanor and values
an employee demonstrates.
4. Defining job-development plans.
Supervisors and employees together should define a job's duties. Employees should have
a say in what types of new things they learn and how they can use their knowledge to the
company's benefit.
5. Meeting regularly.
Instead of waiting for an annual appraisal, managers and employees should engage
actively year-round to evaluate progress.

Question 3
a. As HR Specialist, provides FOUR (4) employment advice to Bob on how to effectively handle
the situation.
(6 marks)
Answer:
1. Have a proper contract of employment.
2. Personalized and communicate employee handbooks including compliant grievance and
disciplinary procedures.
3. Support onsite, by phone and by e-mail, whenever you require.
4. Keep records of procedures and documentation to accurately track disciplinary and
grievance processes.
b. Devised a plan to stop a similar thing from happening again so that Bob could concentrate
on running his business.
(4 marks)
Answer:
Employment Offer.
1. The hiring salary is established within the hiring range of the position's salary grade,
considering budget parameters and internal equity.
2. The employment offer, including salary, start date, work hours, and employment status
must be coordinated.
3. Make commitments or guarantees as to the likelihood of future employment or career
growth.
4. Once the offer is accepted, prepare a written confirmation to be given to the new
employee. The written employment offer should include a reference to the three (3) month
orientation period.