Contemporary Issues in HRM: Topic:-Competency Mapping, Balance Scorecard, Employee Branding, Quality Circles

CONTEMPORARY
ISSUES IN HRM
TOPIC:- COMPETENCY MAPPING, BALANCE
SCORECARD, EMPLOYEE BRANDING , QUALITY
CIRCLES.
Presented By Presented TO
Dr. Kanchan Goyal Manpreet Kaur(234)
Ankita(232)
Gurpreet Kaur (233)
Gursewak Singh (228)
COMPETENCY
• ANY UNDERLYING CHARACTERISTICS
REQUIRED FOR PERFORMING A GIVEN TASK,
ACTIVITY OR ROLE SUCCESSFULLY CAN BE
CONSIDERED A COMPETENCY
COMPETENCY DEFINITION
• A COMPETENCY IS A SET OF SKILLS, RELATED
KNOWLEDGE AND ATTRIBUTES THAT ALLOW AN
INDIVIDUAL TO SUCCESSFULLY PERFORM A TASK
OR AN ACTIVITY WITHIN A SPECIFIC FUNCTION
OR JOB.
• “COMPETENCIENS ARE DEFINATION OF SKILL
AND BEHAVIOUR THAT ORGANIZATION EXPECT
COMPETENCY MAPPING
• COMPETENCY MAP :- A LIST AN INDIVIDUAL’S
COMPETENCIES THAT REPRESENT THE FACTORS MOST
CRITICAL TO SUCCESS IN GIVEN JOBS, DEPARTMENTS,
ORGANIZATION OR INDUSTRIES THAT ARE PART OF
THE INDIVIDUAL’S CURRENT CAREER PLAN.
• COMPETENCY MAPPING :- A PROCESS INDIVIDUAL
USES TO IDENTIFY AND DESCRIBE COMPETENCIES
THAT ARE THE MOST CRITICAL TO SUCCESS IN A
STEP IN COMPETENCY
MAPPING
1. DECIDE THE POSITIONS FOR WHICH COMPETENCIES NEED
TO BE MAPPED.
2. IDENTIFY THE LOCATION OF THE POSITION IN THE
ORGANISATION STRUCTURE.
3. IDENTIFY THE OBJECTIVES OF THE FUNCTION OR THE
DEPARTMENT OR THE UNIT SECTION WHERE THE
POSITION IS LOCATED.
4. IDENTIFY THE OBJECTIVES OF THE ROLE,WHY DOES THE
5. COLLECT THE KEY PERFORMANCE AREA OF THE
POSITION HOLDER FOR THE LAST TWO TO THREE YEARS
FROM THE PERFORMANCE APPRAISAL RECORDS.
6. INTERVIEW THE POSITION HOLDER TO LIST THE TASK
AND ACTIVITIES EXPECTED TO BE PERFORMED BY THE
INDIVIDUAL. GROUP THEM INTO A SET OF TASKS. THE
TASKS LUST MAY BE AS MANY AS 15 TO 20 FOR SOME
POSITIONS AND AS COMPETENCY MAPPING FEW AS TO SIX
FOR OTHER POSITIONS.
7. INTERVIEW THE POSITION HOLDER TO LIST THE ACTUAL
KNOWLEDGE ATTITUDE,SKILL AND OTHERS
8. REPEAT THE PROCESS WITH ALL THE POSITION
SET POSITION SET MEMBERS.
9. CONSOLIDATE THE LIST OF COMPETENCIES FROM
ALL THE POSITION HOLDERS BY EACH TASK.
10. EDIT AND FINALIZE PRESENT IT TO THE
SUPERVISORS OF THE POSITION HOLDER AND THE
POSITION HOLDER FOR APPROVAL AND
FINALIZATION.
EFFECTS OF COMPETENCY
MAPPING OTHER HRD
SYSTEM
1. RECRUITMENT AND SELECTION
2. PERFORMANCE MANAGEMENT SYSTEM
3. TRAINING
4. DEVELOPMENT
5. COMPENSATION MANAGEMENT
RECRUITMENT AND
SELECTION
• COMPETENCY BASED ON RECRUITMENT IS A PROCESS
OF REQUIRMENT BAST ON THE ABILITY OF
CANDIDATES TO PRODUCE ANECDOTES ABOUT THEIR
PROFESSIONAL EXPERIENCE WHICH CAN BE USED
EVIDENCE THAT THE CANDIDATE HAS A GIVEN
COMPETENCY.
• A COMPETENCY BASED APPROACH TO RECRUITMENT AND
SELECTION OF STAFF CAN HELP AN ORGANISATION TO MAKE
IT CAN EFFECTIVE AND SUCCESSFUL INVESTMENT OF TIME,
MONEY AND EXPERTISE SUCH AN APPROACH WILL HELP TO
ENSURE THAT:
1. THE ORGANISATION IS CLEAR REGARDING THE
COMPETENCIES AND SKILL SETS REQUIRED BY THE JOB.
2. SELECTION PROCESS ENCOURAGE A GOOD FIT BETWEEN
INDIVIDUAL AND THEIR MANAGERS AND STAFF HAVE THE
REQUIRED SKILLS AND COMPETENCIES.
3. INDIVIDUAL SKILLS AND ABILITIES ARE MATCHED TO THE
REQUIREMENTS OF THE JOB ,AND
PERFORMANCE
MANAGEMENT SYSTEM
• INTEGRATING COMPETENCIES WITHIN THE
PERFORMANCE MANAGEMENT PROCESS SUPPORTS THE
PROVISION OF FEEDBACK TO EMPLOYEES NOT ONLY ON
“WHAT” THEY HAVE ACCOMPLISHED (I.E PERFORMANCE
GOALS),BUT ALSO “HOW”THE WORK WAS PERFORMED
USING COMPETENCIES FOR PROVIDING FEEDBACK.
INTEGRATING COMPETENCY WITH PM’S
HELPS
1. EMPLOYEE IN UNDERSTANDING PERFORMANCE EXPECTATIONS AND

ENHANCING COMPETENCIES.
2. TO PROVIDE A MECHANISM FOR PROVIDING POSITIVE FEEDBACK
ABOUT AN EMPLOYEE’S TRAINING ACHIVEMENT AND ON-THE-JOB
PERFORMANCE.
3. TO PROVIDE JOB STANDARDS FOR PERFORMANCE APPRAISAL.
4. TO PROVIDE CLEAR DIRECTION FOR LEARNING NEW JOB SKILLS.
TRAINING
• COMPETENCY BASED TRAINING FOUSES ON WHAT THE
PARTICIPANT IS EXPECTED TO BE ABLE TO DO IN THE
WORKPLACE AS APPOSED TO JUST HAVING THEORETICAL
KNOWLEDGE.
• AN IMPORTANT CHARACTERISTIC OF COMPETENCY BASED
TRAINING IS THAT IT THE FOCUSED NOT ONLY ON THE
ACTUAL JOB THAT ARE REQUIRED I THE WORKPLACE,BUT
ALSO THE ABILITY TO TRANSFER AND APPLY SKILL,
KNOWLEDGE AND ATTITUDE TO NEW SITUATION AND
ADVANTAGES OF COMPETENCY
BASED TRAINING
1. PARTICIPANTS WILL ACHIEVE COMPETENCIES
REQUIRED IN THE PERFORMANCE OF THEIR JOB.
2. PARTICIPANTS BUILD CONFIDENCE AS THEY
SUCCEED IN MASTERING SPECIFIC COMPETENCIES.
DEVELOPMENT
• COMPETENCIES ARE THE NEED OF THE HOUR
AND DESIGNING APPROPRIATE COMPETENCY
DEVEOLPMENT MODELS IS A NECESSITY .
BASED DEVELOPMENT
1. IMPROVEMENT IN PRODUCTIVITY,
PERFORMANCE AND PROFITABILITY.
2. IDENTIFY THE EMPLOYEE’S CAPABILITIES
FOR AN ORGANISATIONS FUTURE NEEDS.
3. ANALYSING CAPABILITY GAPS.
COMPENSATION
MANAGEMENT
• COMPETENCY BASED PAY FIRST THIS NEW
ENVIRONMENT. IT PROVIDE AN ONGOING
INCENTIVE TO EMPLOYEES TO ENHANCE
THEIR ABILITY TO PERFORM THEIR JOBS.
BASED COMPENSATION
1. PROVIDE A BASIS OF DECIDING ON THE
COMPENSATION.
2. ENCOURAGE EMPLOYEES TO DEVELOP THEIR
COMPETENCIES FURTHER.
3. LEAD TO A FOCUS ON TOTALITY OF JOB RATHER
THAN JUST WHAT IS ACHIEVED.
TOOLS FOR DEVELOPMENT
COMPETENCIES
1. LITERATURE REVIEW
2. FOCUS GROUP
3. STRUCTURED INTERVIEWS
4. BEHAVIORAL EVENT INTERVIEWS
5. SURVEYS
BALANCE SCORECARD
MEANING OF BALANCE
SCORECARD
PRESENTATION ON HUMAN
RESOURCE MANAGEMENT
TOPIC : EMPLOYEE
BRANDING
PRESENTED BY : GURPREET KAUR

20192233
PRESENTED TO : DR. KANCHAN GOYAL
MEANING OF EMPLOYEE
BRANDING
Employee branding is the image

projected by employees through their
behaviors, attitudes and actions. This
image is impacted on by employee’s
attitude and engagement towards the
employer brand image promoted
through the culture of the
organization.”
DEFINITION OF
EMPLOYEE BRANDING:
EMPLOYEE BRANDING IS DEFINED AS “THE PROCESS BY

WHICH EMPLOYEES INTERNALIZE THE DESIRED BRAND
IMAGE AND ARE MOTIVATED TO PROJECT THE IMAGE TO
CUSTOMERS AND OTHER ORGANISATIONAL
CONSTITUENTS.
( MILES & MANGOLD )
NEED OF EMPLOYEE BRANDING
EMPLOYEE BRANDING IS THE CENTRAL CONCEPT OF HR
MARKETING.”
• IT CREATES A SENSE OF OWNERSHIP AND EMPLOYEES FEEL
PLEASURE .
• THE PUBLIC PERSONA OF THE COMPANY, ITS CULTURE, ITS
MANAGEMENT STYLE, WORK PRACTICES AND THE GROWTH
OPPORTUNITY IS CREATED.
• HELP IN ALIGNMENT WITH CORPORATE BRAND PRODUCT AND
EMPLOYMENT BRAND.
• CONTINUALLY REVIEW THE EXTERNAL ENVIRONMENT AND ENSURES
THE MAINTENANCE OF HEALTHY EMPLOYMENT BRAND.
• ATTRACTS BEST POOL OF APPLICANTS FOR EMPLOYMENT WITH THE
COMPANY.
OBJECTIVES OF
EMPLOYEE BRANDING
Expansion of employee empowerment

• Improvement of employee loyalty
• Improvement in reputation of
company in the market
• Increase in the motivation levels
HOW TO ACHIEVE
EMPLOYEE BRANDING
EMPLOYEE BRANDING
PROCESS
• MISSION, VISION & VALUES

• SOURCES OF MESSAGES
• PSYCHOLOGICAL CONTRACT
• THE EMPLOYEE BRAND
• OUTCOMES OF THE EMPLOYEE BRANDING
PROCESS
EMPLOYEE BRAND
EVALUATION
IMPORTANCE OF EMPLOYEE
BRANDING
IMPROVED ONLINE VISIBILITY
• IMPROVED EMPLOYEE
ENGAGEMENT AND PERFORMANCE
• BETTER TALENT POOL
• LOWER EMPLOYEE TURNOVER
• LOWER PER-HIRE COST
Quality Circle
Quality Circle Meaning - Quality Circle Is A People Building Philosophy Based On The Premise
That An Employee Doing A Particular Job Is Biggest Expert Of That Field And Thus Is In A Better
Position To Identify, Analyse And Resolve The Work Related Problems Through Their Innovative And
Unique Ideas.
In Fact, It Is A Practical Application Of McGregor's Theory ‘Y’ That If Given The Right Environment
And Decision Making Power, People Will Enjoy And Take Pride In Their Work Thus Leading To
Enrichment Of Their Work Life.
Quality Circle Is A Small Group Of Employees In The Same Work Area Or Doing Similar Type Of
Work Who Voluntarily Meets Regularly For About An Hour Every Week To Identify, Analyse And
Resolve Work Related Problems. The Objective Is To Improve Quality, Productivity And The Total
Performance Of The Organisation And Also To Enrich The Quality Of Work Life Of Employees.
By Solving Their Work Related Problems, The Employees Reduce The Rejection Rate, Rework And
Thus Their Mental Tensions Are Reduced, Enabling Them To Work With Total Commitment And
Dedication.
The Size Should Not Be So High That Every Member Cannot Have Sufficient Time And Opportunity
To Participate And Contribute. The Quality Circle Members Must Be From The Same Work Area So
That The Problems They Identify Will Be Familiar To All The Members For Effective Participation.
Set Up Of Quality Circle –
1. Non-members Are The Persons Who Help In Implementing The Recommendations Made By The
Quality Circle Members.
2. Leader Is Elected By The Members And The Line Manager May Act As The Leader Of The
Quality Circle.
The Following Concepts Should Be Followed To Make The Quality Circle Process More
Effective –
1. Persuasion By All The Parties Concerned That There Is More Than One Way To Solve A Problem
Successfully.
2. Encouragement Of All The Members To Clarify And Build On Each Other’s Ideas.
3. Periodic Summarizing Of The Activities By The Leader Or By The Member To Ensure Common
Understanding.
Quality Circle Key Features –

4. People Building Philosophy
5. Voluntary Group
3. Participative Program
4. Supportive Management
5. To Improve The Performance
6. Enrichment Of Work Life
7. To Identify And Resolve Work Related Problems.
Some Important Objectives –
(I) To Develop, Enhance And Utilise Human Resources Effectively;
(Ii) To Improve Quality Of Products/Services, Productivity And Reduce
Cost Of Production Per Unit Of Output
Following Benefits From Quality Circles:
1. Self-development
2. Job Satisfaction
3. Reduction Of Waste
4. Improvement Of Quality
In the last Part --
Limitations Of Quality Circle –
1. Resistance
2. Lack Of Time
3. Lack Of Ability
4. Lack Of Management Commitment

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CONTEMPORARY

1. EMPLOYEE IN UNDERSTANDING PERFORMANCE EXPECTATIONS AND

PRESENTED BY : GURPREET KAUR

Employee branding is the image

EMPLOYEE BRANDING IS DEFINED AS “THE PROCESS BY

Expansion of employee empowerment

• MISSION, VISION & VALUES

Quality Circle Key Features –

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