can any one please tell me about this question. i am freasher completed MBA(HR) .in interview they ask 1st question is "why do you choose hr"?. give suggestions to this questions
From India, Bangalore
From India, Bangalore
Hi,
I too need answer for this question, because i too completed MBA in Hr and this question was asked in the interview panel, i answered to this question, they said its not a exact answer. i tried to answer this question in many ways, but they said this is not a answer at all, so Seniors in Hr field, please guide us to get through in the organisation. please tell us how should we answer to this question.
Regards
Narmadha
From India, Madras
I too need answer for this question, because i too completed MBA in Hr and this question was asked in the interview panel, i answered to this question, they said its not a exact answer. i tried to answer this question in many ways, but they said this is not a answer at all, so Seniors in Hr field, please guide us to get through in the organisation. please tell us how should we answer to this question.
Regards
Narmadha
From India, Madras
Hi,
Damaya and Narmadha
Me too joined in march 2011 same question was asked to me and i replied that i have chosen HR as my career because i have interest in managing and organizing various events ,and i like interacting with new people.
Regards
Gurupreeti
From India, Kanpur
1Damaya and Narmadha
Me too joined in march 2011 same question was asked to me and i replied that i have chosen HR as my career because i have interest in managing and organizing various events ,and i like interacting with new people.
Regards
Gurupreeti
From India, Kanpur
Thank you Gurupreeti Rajput. Really it will helpfull for us But i too replied this question to one of the reputed organisation. they didnt satisfied with my answer
From India, Madras
From India, Madras
It covers almost all.The main functions of Human resource Management are;
Job Design (JD)
Job Analysis
Human Resource Planning (HRP)
Recruitment
Selection
Hiring
Induction
Performance Evaluation
Compensation Management
Training and Development
Employee Movements
Welfare Administration
Health and safety Administration
Discipline Administration
Grievance Handling
Labour Relations
Job Design (JD)
JD can be defined as the function of arranging tasks duties and responsibilities in to an organizational unit of work for the purpose of accomplishing a certain objective.
Techniques of JD
Scientific Techniques: This is done by observing past performances.
Job Enlargement: Adding more duties to a job that is related to the current duties of involved (Horizontal Loading)
Job Rotation: Shifting an employee from one job to another periodically.
Job enrichment: Increasing the depth of a job by increasing authority and responsibility for planning
Group Technique: The job ids designed so that a group of individuals can perform it, the job being a collective job.
Job Analysis
This includes the systematic analysis of the job and the characteristics of the desired job holders. The information collected through a Job Analysis is of two forms;
Job Description: Describes the job, its tasks, responsibilities and service conditions of a job.
Job Specification: Describes the requirements of the person for the job, including abilities, educational qualifications, special physical and mental skills, training, experience etc.
Human Resource Planning (HRP)
HRP can be identifies as the strategy forecasting the organizations future requirements for different types of workers, their acquisitions, utilization, improvement, employee cost control, retention and supply to meet these needs.
The HR Planning Process
HRM Planing Process
Factors considered when forecasting future HR requirements.
Demand for the organization’s good/services
Plans goals and objectives
Method of productions
Retirement, transfers, resignations
Death
Retrenchments
Recruitment
This is the initial attraction and screening of the supply of prospective Human Resources available to fill a given position/s.
In other words, it is the process of involving the attraction of suitable candidates to vacant positions from both internal and external sources of the organization.
Eg:
INTERNAL EXTERNAL
Job posting Advertising
Intranet Job Placement Agencies
Succession plans Internet
Referrals Placement through Colleges and Universities
Selection
This is a systematic process of selecting the most appropriate and suitable person to a particular job. In other words, Selection is choosing an individual to hire from all those who have been recruited/ attracted.
Methods of Selection
Application Evaluation: This involves choosing the most appropriate person through evaluating the applications sent by the candidates
Interviews: this is to face a meeting with a member/s of the management. One of te most commonly used methods of selection but it requires careful planning.
Eg: One on one interviews, Panel interviews, Sequence interviews
Tests: this is meaning the candidates for qualities relevant to performing available jobs.
Eg: Knowledge Tests, Aptitude Tests, Practical Tests, IQ Tests.
Background Investigations: this is assessing the appropriateness of an applicant by investigating into his/her family, financial positions, Residential Background, criminal background etc.
Medical Tests: this involves assessing the applicant’s physical fitness for particular jobs.
Hiring
This is the process of appointing the person selected for a particular job. In this process, letters of appointments will be prepared, employment contracts will be signed and the new employee will be sent in for a probationary period.
(Probationary period: the time period where the newly appointed employee will have to work till he/she is made permanent)
Induction
This is concerned with introducing an employee to the company, job and staff in a systematic way. There are two components of induction,
Introducing the employee to the organization and the organization’s culture.
Introducing the employee to his/her job
Performance Evaluation
This is a regular systematic assessment of an employee’s performance in order to review whether his/her performance matches the expected performance levels. Performance evaluations are an analysis of an employee””s recent successes and failures, personal strengths and weaknesses, and suitability for promotion or further training. It is also the judgment of an employee””s performance in a job based on considerations other than productivity alone.
Compensation Management
The main objective of the function is to develop and maintain a good salaried and wages system which is reasonable both internally and externally.
Factors affecting Salaries and Wages
Cost of living
Supply and demand of labor
Government requirements (minimum wage rates)
Competitor wage scales
Trade Union influences
Labor productivity
Training and Development
Training is the process by which the employees are taught skills and given the necessary knowledge to carry out their responsibilities to the required standard. In other words, it is the improvement of the performance to carry out the current job.
Development is concerned with the giving the individual necessary knowledge, skills, attitude and experience to enable an employee to undertake greater and more demanding roles and responsibilities in the future. Development is concerned with the long term prospects of a career succession plan.
Methods of training and development
Apprenticing
On the job training
Off the job training
Simulations
Role playing
Case studies
Employee Movements
The movements of employees take place in three methods,
Promotions: this is the re-assignment of an employee to a higher ranked job in terms of responsibility, respect and salaries. Promotions are usually based on seniority, competency and merit.
Transfers: this is the movement of an employee from one job to another on the same occupational level and at the same level of wage or salary.
Lay off: This is the temporary stoppage or suspension of the service of the employee to various reasons.
Welfare Administration
This refers to all the facilities and comforts given to the employee by the employer apart from wages, salaries and incentives.
Medical facilities
Canteen facilities
Housing facilities
Transport facilities
Recreation facilities
Loan facilities
Educational facilities
Health and safety Administration
This is concerned with maintaining required and reasonable levels of professional Health and safety in the job and its environment. The organization should ensure the employees physical and mental health. The work place should be free of hazards.
Discipline Administration
It is important to control the performance and behavior of the employees according to the rules and regulations of the organization. For this very reason it is important to develop, implement and maintain an appropriate disciplinary system.
Importance of a discipline administration:
To reduce conflicts and confusions
To control the employees in an orderly manner
To ensure employees behavior in accordance with performance standards, rules and regulations of the organization.
Grievance Handling
A grievance can be identified as a situation where the employee is in metal distress, dissatisfies or has a bad attitude, due to a work related unreasonable or unjust situation.
A grievance could take place for various reasons;
Job related reasons
Work services related reasons
Employee management related reasons
Service conditions related reasons
Employee behavior related reasons
Labour Relations
The continues relationship between the labour force and the management. Since labour forces are organized as Trade Unions, it is actually a relationship between Trade union representative and the management. However the Government is also an involved as a third party in order to regulate this relationship by ways of laws.
This relationship is also more commonly known as a tri-partite relationship.
If in case there is a dispute between the employees and the management, the most common way of dispute resolution is through negotiations or Collective Bargaining and when the two parties reach to an agreement it’s known as Collective Agreement.
Collective Bargaining: this can be identified as the negotiation that takes place between the management and the Trade unions during a particular time period regarding labour/Industrial issues.
Collective Agreement: The agreements which the management and the Trade unions get into after a collective Bargain.
From India, Kanpur
Job Design (JD)
Job Analysis
Human Resource Planning (HRP)
Recruitment
Selection
Hiring
Induction
Performance Evaluation
Compensation Management
Training and Development
Employee Movements
Welfare Administration
Health and safety Administration
Discipline Administration
Grievance Handling
Labour Relations
Job Design (JD)
JD can be defined as the function of arranging tasks duties and responsibilities in to an organizational unit of work for the purpose of accomplishing a certain objective.
Techniques of JD
Scientific Techniques: This is done by observing past performances.
Job Enlargement: Adding more duties to a job that is related to the current duties of involved (Horizontal Loading)
Job Rotation: Shifting an employee from one job to another periodically.
Job enrichment: Increasing the depth of a job by increasing authority and responsibility for planning
Group Technique: The job ids designed so that a group of individuals can perform it, the job being a collective job.
Job Analysis
This includes the systematic analysis of the job and the characteristics of the desired job holders. The information collected through a Job Analysis is of two forms;
Job Description: Describes the job, its tasks, responsibilities and service conditions of a job.
Job Specification: Describes the requirements of the person for the job, including abilities, educational qualifications, special physical and mental skills, training, experience etc.
Human Resource Planning (HRP)
HRP can be identifies as the strategy forecasting the organizations future requirements for different types of workers, their acquisitions, utilization, improvement, employee cost control, retention and supply to meet these needs.
The HR Planning Process
HRM Planing Process
Factors considered when forecasting future HR requirements.
Demand for the organization’s good/services
Plans goals and objectives
Method of productions
Retirement, transfers, resignations
Death
Retrenchments
Recruitment
This is the initial attraction and screening of the supply of prospective Human Resources available to fill a given position/s.
In other words, it is the process of involving the attraction of suitable candidates to vacant positions from both internal and external sources of the organization.
Eg:
INTERNAL EXTERNAL
Job posting Advertising
Intranet Job Placement Agencies
Succession plans Internet
Referrals Placement through Colleges and Universities
Selection
This is a systematic process of selecting the most appropriate and suitable person to a particular job. In other words, Selection is choosing an individual to hire from all those who have been recruited/ attracted.
Methods of Selection
Application Evaluation: This involves choosing the most appropriate person through evaluating the applications sent by the candidates
Interviews: this is to face a meeting with a member/s of the management. One of te most commonly used methods of selection but it requires careful planning.
Eg: One on one interviews, Panel interviews, Sequence interviews
Tests: this is meaning the candidates for qualities relevant to performing available jobs.
Eg: Knowledge Tests, Aptitude Tests, Practical Tests, IQ Tests.
Background Investigations: this is assessing the appropriateness of an applicant by investigating into his/her family, financial positions, Residential Background, criminal background etc.
Medical Tests: this involves assessing the applicant’s physical fitness for particular jobs.
Hiring
This is the process of appointing the person selected for a particular job. In this process, letters of appointments will be prepared, employment contracts will be signed and the new employee will be sent in for a probationary period.
(Probationary period: the time period where the newly appointed employee will have to work till he/she is made permanent)
Induction
This is concerned with introducing an employee to the company, job and staff in a systematic way. There are two components of induction,
Introducing the employee to the organization and the organization’s culture.
Introducing the employee to his/her job
Performance Evaluation
This is a regular systematic assessment of an employee’s performance in order to review whether his/her performance matches the expected performance levels. Performance evaluations are an analysis of an employee””s recent successes and failures, personal strengths and weaknesses, and suitability for promotion or further training. It is also the judgment of an employee””s performance in a job based on considerations other than productivity alone.
Compensation Management
The main objective of the function is to develop and maintain a good salaried and wages system which is reasonable both internally and externally.
Factors affecting Salaries and Wages
Cost of living
Supply and demand of labor
Government requirements (minimum wage rates)
Competitor wage scales
Trade Union influences
Labor productivity
Training and Development
Training is the process by which the employees are taught skills and given the necessary knowledge to carry out their responsibilities to the required standard. In other words, it is the improvement of the performance to carry out the current job.
Development is concerned with the giving the individual necessary knowledge, skills, attitude and experience to enable an employee to undertake greater and more demanding roles and responsibilities in the future. Development is concerned with the long term prospects of a career succession plan.
Methods of training and development
Apprenticing
On the job training
Off the job training
Simulations
Role playing
Case studies
Employee Movements
The movements of employees take place in three methods,
Promotions: this is the re-assignment of an employee to a higher ranked job in terms of responsibility, respect and salaries. Promotions are usually based on seniority, competency and merit.
Transfers: this is the movement of an employee from one job to another on the same occupational level and at the same level of wage or salary.
Lay off: This is the temporary stoppage or suspension of the service of the employee to various reasons.
Welfare Administration
This refers to all the facilities and comforts given to the employee by the employer apart from wages, salaries and incentives.
Medical facilities
Canteen facilities
Housing facilities
Transport facilities
Recreation facilities
Loan facilities
Educational facilities
Health and safety Administration
This is concerned with maintaining required and reasonable levels of professional Health and safety in the job and its environment. The organization should ensure the employees physical and mental health. The work place should be free of hazards.
Discipline Administration
It is important to control the performance and behavior of the employees according to the rules and regulations of the organization. For this very reason it is important to develop, implement and maintain an appropriate disciplinary system.
Importance of a discipline administration:
To reduce conflicts and confusions
To control the employees in an orderly manner
To ensure employees behavior in accordance with performance standards, rules and regulations of the organization.
Grievance Handling
A grievance can be identified as a situation where the employee is in metal distress, dissatisfies or has a bad attitude, due to a work related unreasonable or unjust situation.
A grievance could take place for various reasons;
Job related reasons
Work services related reasons
Employee management related reasons
Service conditions related reasons
Employee behavior related reasons
Labour Relations
The continues relationship between the labour force and the management. Since labour forces are organized as Trade Unions, it is actually a relationship between Trade union representative and the management. However the Government is also an involved as a third party in order to regulate this relationship by ways of laws.
This relationship is also more commonly known as a tri-partite relationship.
If in case there is a dispute between the employees and the management, the most common way of dispute resolution is through negotiations or Collective Bargaining and when the two parties reach to an agreement it’s known as Collective Agreement.
Collective Bargaining: this can be identified as the negotiation that takes place between the management and the Trade unions during a particular time period regarding labour/Industrial issues.
Collective Agreement: The agreements which the management and the Trade unions get into after a collective Bargain.
From India, Kanpur
hi,
if they ask why u have choose hr as your career,then you tell in this way.......
how your personality is suitable to hr,your interested concepts in hr,and don,t for get that you have to give the answer relating to that present job only.
i think this will useful to you
regards
lavanya
From India, Kakinada
if they ask why u have choose hr as your career,then you tell in this way.......
how your personality is suitable to hr,your interested concepts in hr,and don,t for get that you have to give the answer relating to that present job only.
i think this will useful to you
regards
lavanya
From India, Kakinada
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Interview Question and Answer.doc