I.T.

S School of Management
Mohan Nagar, Ghaziabad
PGDM-II Trimester
End Term Examination – January 2021
Subject: Human Resource Management

Duration: 2:30 Hrs. Max. Marks: 100

Q. No. 1: Attempt any five questions (5x4 Marks=20 Marks)

A) Discuss the selection procedure of an organization engaged in social service.

B) Differentiate between human resource audit and human resource accounting

C ) A growing number of employees are reluctant to accept overseas assignments. What benefit
& services would you offer to them to accept such transfers?
D) Write short note on Dispute settlement machinery.
E) Design thinking is capable of making employee experience more memorable in organizations.
Comment.

F) How technology has changed training and development landscape in organizations?

SECTION B

Q. No. 2: Attempt any five questions (5x10 Marks=50 Marks)

A) What specific factors will restrain managers’ freedom to recruit & select a candidate of their
choice? How can social networking sites affect recruitment & selection process of any
organization?

B) Discuss the various components of employee compensation. If you were establishing your
business, which benefits would you be legally required to pay and which would you choose to
offer?
C) Prepare the Job analysis statement for the position of Chief happiness officer.
D) Assume you have to develop an HR plan for a new-generation private sector bank having
branches in major towns in India. What specific external factors would be important for you to
consider?

E) How is performance management different from performance appraisal? Which appraisal

Q. No. 3: Compulsory Cases (30 Marks)

Shekhar had recently joined as the HR Head of the global operations business of Supreme Bank
in Mumbai. The bank had over 10,000 people in its India operations alone, across different cities
and several thousand more across other low-cost, high value destinations globally. He felt like a
cross between being a senior leader and a nobody. Every location had an HR Head and all of
them reported to another regional HR Head who reported to the global HR Head of Operations
who then reported to the HR Head for the Bank globally.

Shekhar found his team to be extremely tenured within the system. They had all spent anywhere
between eight to fourteen years with Supreme Bank in largely operations roles and eventually
moved to HR. The word on the floor was that people applied for HR internal job postings when
they needed a break from the hectic life in operations, because life in HR was like a holiday with
fixed times to come in and sign out for the day and not much to do while one was in office. It
was the same situation in all the cities, the team said.

Even the senior HR leadership was over 20 years in the system and they hadn't changed anything
or questioned it so far. The reputation of HR in the organization disturbed Shekhar, but somehow
what surprised him was that it didn't affect any of his team members. His first meeting with his
team confirmed his worst fears. They were largely involved in less value adding administration
activities such as updating information and organizing hiring drives and then conducting new-
hire orientations. The high attrition of over 26 per cent, which was far greater than industry
benchmark, ensured that they only had recruitment and new-hire orientations to do throughout
the year. Moreover, his team that came with prior experience in hardcore operations continued to
work with a process mindset. They 'logged-in' at fixed times and 'loggedout' at fixed times no
matter what. Leaving early meant booking a half-day leave and staying back meant recording
over-time. As a result, he noticed that most employees in the 24/7 process never saw the face of
an HR person because they would have all logged out after their general shift. Apparently, the
move to the general shift was the USP of applying for an HR job posting. They also had a tool
that mandatorily captured productivity by making everyone account for their 9-hours in 30
minute slots every day.

He was also surprised that his team of 11 people had 10 women. On discussing further with his
team, he found out that a round of downsizing had taken place about seven years ago. Fearing
the worst, most male employees had put out their CVs and had shifted jobs, while most female
members decided that it was the best time to take a long break for maternity and then after the
break period was over, some came back. His lone male team member came up to him and said, "I
am extremely demotivated and I think of quitting. I always get left out of conversations.
One of his first meetings was with the Business Head – Mr. Roy , for the Mumbai office & he
tried to understand the management's expectation from HR people. Mr. Roy shared that
management really want HR to do a lot more than what it is being done at present. A lot of
things such as training, performance management and mobility are being managed by the
business itself and it is a huge pressure on their time. We need HR to step in and take over. Mr.
Roy informed him about the business moves of the company - As a business, we are moving into
new products for erstwhile untouched markets – both in terms of people and geographies. This
means not only being able to ramp up efficiency on existing products and services, but also being
able to ideate and innovate new products. And, I will expect HR to support that strategy in every
way it can."

As Shekhar left the meeting with Roy, his antennae were up . Was the problem within HR itself?
The team has not been fully engaged; forget being involved in more non-admin roles. Will they
have the capabilities needed to execute on the new expectations? Back at his desk, Shekhar
drafted a detailed document asking questions about HR's role in the Bank. Unfortunately for him,
his boss' enthusiasm was not reflected in the larger group. The other HR Heads did not even
respond to an all-HR Head email by the Regional Head of HR on this topic. When invited on
calls to discuss, they were largely quiet and unfriendly.In a few one-on-one discussions with
some of his HR Head peers, Shekhar saw stiff resistance to the idea and a reaction that was very
personal. People felt as if asking those questions was a personal attack on their capability and
that Shekhar, who was new to the system, was questioning their contributions and their role in
the last several years, which he had no right to do. Shekhar felt taken aback. These are supposed
to be senior leaders, he said to himself. How can they react personally?

Questions

1. As Mr Shekhar. Analyze the case and discuss the key issues and problems. (15)
2. Discuss the business strategy of SUPREME and how can Mr. Shekhar ensure the
contribution of HR function towards business goals? (15)