I wanted certain inputs on what are the challenges faced by the HR in the retail industry.
From India, Mumbai
From India, Mumbai
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Hi Friends,
I wanted certain inputs on what challenges are faced by HR in the retail industry.
ABALAN,
HERE IS SOME USEFUL MATERIAL.
REGARDS
LEO LINGHAM
=====================================
INDIAN RETAIL INDUSTRY WILL BE AFFECTED IN THE FUTURE
- globalization's impact on demand/supply
- supply base will be developing countries
- multiple levels of brands [good, better, best]
- population growth
- more demand in retail in developing countries
- population shift means more retail outlets
- increased income means more retail demand
- increased disposable income means more retail demand
- increased discretionary income means more retail demand
- lifestyle changes affecting demand
- demanding consumer needs/wants
- technology's impact on retailing
- technology on customer servicing
- shift in people's personal values
- product packaging
- diversity of the population
- demographic structure change
==============================================
CHALLENGES FACING THE INDIAN ORGANIZED RETAIL SECTOR
The challenges facing the Indian organized retail sector are varied and are hindering the Indian retail industry from reaching its full potential. The behavior patterns of Indian consumers have undergone a significant change. This change is attributed to factors such as increased earnings, western influences, a rising female workforce, a desire for luxury items, and better quality. Consumers now seek convenience by wanting to eat, shop, and be entertained under one roof. These shifts have led the Indian organized retail sector to enhance offerings to satisfy customer demands.
The primary challenge for the Indian organized retail sector is the lack of retail space. Escalating real estate prices, driven by increased demand from the sector, pose a growth challenge. Indian retailers are facing higher costs for retail space, affecting their overall profitability.
A shortage of trained manpower is another challenge in the organized retail sector in India. Retailers struggle to find and retain trained personnel, leading to increased costs and reduced profitability.
The Indian government's restriction on foreign direct investment (FDI) in the retail sector poses challenges for global retail giants trying to enter the Indian market. However, some global players are circumventing this restriction through franchise agreements and cash-and-carry wholesale trading. Indian companies like Reliance Industries Limited, Pantaloons, and Bharti Telecoms are also facing tough competition from these global retail giants, leading to increased discounting and reduced profits for Indian retailers. These challenges must be addressed for the Indian organized retail sector to thrive.
The challenges facing the Indian organized retail sector require strategic solutions for the sector to prosper.
NEED FOR LARGER FDI ----- THIS IS NO. 1 PRIORITY.
The need for larger FDI is critical for India to attract investments, technology, and management practices necessary for sustainable economic growth. In 2006, Foreign Direct Investment (FDI) in India totaled US$37 billion, with only $5 billion from the US. This level of investment falls short of the goal to increase GDP by 34-36%, highlighting the necessity for larger FDIs. India requires an FDI component equivalent to 4% of GDP, urging more US investments across sectors like infrastructure, IT hardware, automobiles, textiles, and finance. Despite being rated as the second-best economy to invest in after China, the US is ranked third in this aspect. The focus is on liberalizing the insurance and banking sectors to attract more FDIs and foster economic growth.
WHAT ARE THE BENEFITS OF LARGER FDI TO THE RETAIL INDUSTRY
Larger FDI brings tangible benefits such as technological advancements, export generation, production improvements, and increased manufacturing employment. The capital inflow and export growth in India have surged due to the economic boom, with some Indian companies outperforming multinational corporations. These benefits include enhanced human capital, increased competition leading to product innovations, more manufacturing employment opportunities, introduction of new technologies, and overall market competitiveness, eventually leading to socio-economic stability.
SUPPLY CHAIN MANAGEMENT IN THE INDIAN RETAIL INDUSTRY
THIS IS THE SECOND MOST IMPORTANT PRIORITY.
The role of supply chain management in Indian organized retail is crucial for sector growth. The Indian Supply Chain Council addresses the challenges faced by retailers and seeks solutions. An effective retailer-manufacturer partnership in supply chain management fosters loss-free supply chains, driving top and bottom-line growth. The fragmented nature of the supply chain, especially in fresh produce, underscores the significance of supply chain operations in Indian organized retail. Supply chain efficiency is vital to meet customer demands for diverse products at affordable prices, necessitating responsive, cost-efficient, and collaborative supply chains to thrive in the competitive market.
THE THIRD PRIORITY IN THE RETAIL INDUSTRY
THE REAL ESTATE SUPPORT
- provide cheaper space for retail
- offer tax holidays for rural retail businesses
THE FOURTH PRIORITY
THE RANGE/VARIETIES OF FORMATS FOR THE RETAIL SECTOR
BY PROVIDING TAX BENEFITS.
Formats in the Indian Organized Retail Sector include:
- Supermarkets
- Hypermarkets
- Department Stores
- Modern format individual retailers
- Shopping malls
- Specialty Chains
THE FIFTH PRIORITY FOR THE RETAIL INDUSTRY
INCENTIVES FOR TRAINING OF RETAIL MANAGERS
- category managers
- retail store managers
- retail marketing managers
- merchandising managers
- store warehouse managers
- supply chain managers
- procurement managers
THE SIXTH PRIORITY FOR THE RETAIL INDUSTRY
INCENTIVES FOR TRAINING OF THE STAFF
- sales staff
- customer service
- merchandisers
THE SEVENTH PRIORITY TO FOCUS ON
THE RETAIL BUSINESS HAS TWO ENDS
END
- retailing
- merchandising
- customer servicing
- displays
- sales promotions
- consumer promotions
- retail marketing
etc.
END
- buyers
- supply chain
- store supply
- accounts
- warehousing
etc.
In real life, the back end generates the real profit. While both ends are crucial, the back end, particularly buyers and the supply chain, significantly contribute to business success.
FOR HR IN THE INDIAN RETAIL SCENE, THE CHALLENGES INCLUDE POSITIONS IN
END
- retailing
- merchandising
- customer servicing
- displays
- sales promotions
- consumer promotions
- retail marketing
etc.
END
- buyers
- supply chain
- store supply
- accounts
- warehousing
etc.
Challenges faced by HR in the Indian retail industry encompass a shortage of skilled personnel, writing job analyses, defining job descriptions and specifications, setting KRAs and KPIs, structuring compensation packages based on sales performance, managing merit pay, providing healthcare benefits, addressing workplace discrimination, managing blended staffing with various employee categories, formulating HR policies, developing HR manuals and employee handbooks, motivating employees at different levels, organizing refresher courses and continuing education, handling labor and union issues, engaging alternative staffing methods like independent contractors, managing recruiting, hiring, and termination processes, addressing layoffs, evaluating worker performance, implementing 360-degree feedback mechanisms, ensuring staff security, compliance with equal employment opportunities laws, managing outsourcing of services, and more.
From India, Mumbai
270I wanted certain inputs on what challenges are faced by HR in the retail industry.
ABALAN,
HERE IS SOME USEFUL MATERIAL.
REGARDS
LEO LINGHAM
=====================================
INDIAN RETAIL INDUSTRY WILL BE AFFECTED IN THE FUTURE
- globalization's impact on demand/supply
- supply base will be developing countries
- multiple levels of brands [good, better, best]
- population growth
- more demand in retail in developing countries
- population shift means more retail outlets
- increased income means more retail demand
- increased disposable income means more retail demand
- increased discretionary income means more retail demand
- lifestyle changes affecting demand
- demanding consumer needs/wants
- technology's impact on retailing
- technology on customer servicing
- shift in people's personal values
- product packaging
- diversity of the population
- demographic structure change
==============================================
CHALLENGES FACING THE INDIAN ORGANIZED RETAIL SECTOR
The challenges facing the Indian organized retail sector are varied and are hindering the Indian retail industry from reaching its full potential. The behavior patterns of Indian consumers have undergone a significant change. This change is attributed to factors such as increased earnings, western influences, a rising female workforce, a desire for luxury items, and better quality. Consumers now seek convenience by wanting to eat, shop, and be entertained under one roof. These shifts have led the Indian organized retail sector to enhance offerings to satisfy customer demands.
The primary challenge for the Indian organized retail sector is the lack of retail space. Escalating real estate prices, driven by increased demand from the sector, pose a growth challenge. Indian retailers are facing higher costs for retail space, affecting their overall profitability.
A shortage of trained manpower is another challenge in the organized retail sector in India. Retailers struggle to find and retain trained personnel, leading to increased costs and reduced profitability.
The Indian government's restriction on foreign direct investment (FDI) in the retail sector poses challenges for global retail giants trying to enter the Indian market. However, some global players are circumventing this restriction through franchise agreements and cash-and-carry wholesale trading. Indian companies like Reliance Industries Limited, Pantaloons, and Bharti Telecoms are also facing tough competition from these global retail giants, leading to increased discounting and reduced profits for Indian retailers. These challenges must be addressed for the Indian organized retail sector to thrive.
The challenges facing the Indian organized retail sector require strategic solutions for the sector to prosper.
NEED FOR LARGER FDI ----- THIS IS NO. 1 PRIORITY.
The need for larger FDI is critical for India to attract investments, technology, and management practices necessary for sustainable economic growth. In 2006, Foreign Direct Investment (FDI) in India totaled US$37 billion, with only $5 billion from the US. This level of investment falls short of the goal to increase GDP by 34-36%, highlighting the necessity for larger FDIs. India requires an FDI component equivalent to 4% of GDP, urging more US investments across sectors like infrastructure, IT hardware, automobiles, textiles, and finance. Despite being rated as the second-best economy to invest in after China, the US is ranked third in this aspect. The focus is on liberalizing the insurance and banking sectors to attract more FDIs and foster economic growth.
WHAT ARE THE BENEFITS OF LARGER FDI TO THE RETAIL INDUSTRY
Larger FDI brings tangible benefits such as technological advancements, export generation, production improvements, and increased manufacturing employment. The capital inflow and export growth in India have surged due to the economic boom, with some Indian companies outperforming multinational corporations. These benefits include enhanced human capital, increased competition leading to product innovations, more manufacturing employment opportunities, introduction of new technologies, and overall market competitiveness, eventually leading to socio-economic stability.
SUPPLY CHAIN MANAGEMENT IN THE INDIAN RETAIL INDUSTRY
THIS IS THE SECOND MOST IMPORTANT PRIORITY.
The role of supply chain management in Indian organized retail is crucial for sector growth. The Indian Supply Chain Council addresses the challenges faced by retailers and seeks solutions. An effective retailer-manufacturer partnership in supply chain management fosters loss-free supply chains, driving top and bottom-line growth. The fragmented nature of the supply chain, especially in fresh produce, underscores the significance of supply chain operations in Indian organized retail. Supply chain efficiency is vital to meet customer demands for diverse products at affordable prices, necessitating responsive, cost-efficient, and collaborative supply chains to thrive in the competitive market.
THE THIRD PRIORITY IN THE RETAIL INDUSTRY
THE REAL ESTATE SUPPORT
- provide cheaper space for retail
- offer tax holidays for rural retail businesses
THE FOURTH PRIORITY
THE RANGE/VARIETIES OF FORMATS FOR THE RETAIL SECTOR
BY PROVIDING TAX BENEFITS.
Formats in the Indian Organized Retail Sector include:
- Supermarkets
- Hypermarkets
- Department Stores
- Modern format individual retailers
- Shopping malls
- Specialty Chains
THE FIFTH PRIORITY FOR THE RETAIL INDUSTRY
INCENTIVES FOR TRAINING OF RETAIL MANAGERS
- category managers
- retail store managers
- retail marketing managers
- merchandising managers
- store warehouse managers
- supply chain managers
- procurement managers
THE SIXTH PRIORITY FOR THE RETAIL INDUSTRY
INCENTIVES FOR TRAINING OF THE STAFF
- sales staff
- customer service
- merchandisers
THE SEVENTH PRIORITY TO FOCUS ON
THE RETAIL BUSINESS HAS TWO ENDS
END
- retailing
- merchandising
- customer servicing
- displays
- sales promotions
- consumer promotions
- retail marketing
etc.
END
- buyers
- supply chain
- store supply
- accounts
- warehousing
etc.
In real life, the back end generates the real profit. While both ends are crucial, the back end, particularly buyers and the supply chain, significantly contribute to business success.
FOR HR IN THE INDIAN RETAIL SCENE, THE CHALLENGES INCLUDE POSITIONS IN
END
- retailing
- merchandising
- customer servicing
- displays
- sales promotions
- consumer promotions
- retail marketing
etc.
END
- buyers
- supply chain
- store supply
- accounts
- warehousing
etc.
Challenges faced by HR in the Indian retail industry encompass a shortage of skilled personnel, writing job analyses, defining job descriptions and specifications, setting KRAs and KPIs, structuring compensation packages based on sales performance, managing merit pay, providing healthcare benefits, addressing workplace discrimination, managing blended staffing with various employee categories, formulating HR policies, developing HR manuals and employee handbooks, motivating employees at different levels, organizing refresher courses and continuing education, handling labor and union issues, engaging alternative staffing methods like independent contractors, managing recruiting, hiring, and termination processes, addressing layoffs, evaluating worker performance, implementing 360-degree feedback mechanisms, ensuring staff security, compliance with equal employment opportunities laws, managing outsourcing of services, and more.
From India, Mumbai
Hi,
I would like to thank the person who has provided us with wonderful information. Thank you so much.
I am working on an assignment titled "Need of HR in Unorganised Sector" (jeans manufacturing). If anyone can help with the same, I have to create a questionnaire and everything thereafter.
Thank you.
Regards
From India, Mumbai
I would like to thank the person who has provided us with wonderful information. Thank you so much.
I am working on an assignment titled "Need of HR in Unorganised Sector" (jeans manufacturing). If anyone can help with the same, I have to create a questionnaire and everything thereafter.
Thank you.
Regards
From India, Mumbai
HIMLATHA,
HERE IS SOME USEFUL MATERIAL.
REGARDS
LEO LINGHAM
================
''NEED FOR HR IN THE UNORGANIZED SECTOR.
How should it be conducted?
The process consists of a series of questions covering the eight primary components of the HR
function:
**Roles, head count, and HR information.
**Recruitment / selection
**Training, development, and career management
**Compensation and benefits
**Performance measurement and evaluation
**Legal issues and personnel policies
**Health / Welfare systems
**Employee Relations
**Safety
======================================
THE TARGET SHOULD INCLUDE
1.what is the current situation.
2.what is the satisfaction level currently---owners.
""""""""""""""""""""""""---managers/supervisors.
""""""""""""""""""""""""---staff.
3.what are the dissatisfactions---
at the owners/ managers/staff.
4.how the satisfaction can be achieved.
5.internally or outsourcing HR needs.
@@@@@@@@@@@@@@@@@@@@@@@@@
1.Department Organization Questionnaire
The Human Resources Department is structured, organized and
equipped to provide overall strategy, direction and effective
management of the organization’s human resources function
to accomplish organizational objectives.
*Is there one department or function within the organization that is responsible and accountable for planning, establishing, overseeing and coordinating all human resource policies, systems and services .
IF SO,
Does the senior-level human resources manager report to the same level position as all other major staff and line departments within the organization?
Does the senior human resources manager participate in addressing the organization’s strategic, tactical and policy issues?
Does the senior human resources manager integrate all HR activities with the organization’s strategic business plan.
Does the Human Resources department demonstrate a clear understanding of organizational and customer needs?
Are HR services and functions aligned and prioritized to organizational and DEPARTMENT needs?
IF NOT,
-how do you manage all the HR needs of the company
-is it a part time work of the manager/supervisors
-or do you use external agencies.
please explain.
#############################################
2.Human Resources Planning
The process of identifying and providing ways to fulfill
the organization’s developmental and human resource needs.
*Is there one position accountable for reviewing the organization’s human resources requirements?
How is this review carried out?
Formally/informally? (please describe)
*How often is this analysis updated (e.g., yearly, every two years, three years or more)?
*Do your projected needs include the following considerations?
-Availability of outside workforce demographics (age, sex,
minority classification, education, skills level, occupations, etc.)
*Anticipated changed in your organizations technology,
processes, products/services and markets.
*Personnel needs these changes will require (e.g. new skills, education, knowledge and abilities).
Is there a formal career planning process in place?
IF YOU DO NOT CONDUCT THE HR PLANNING,
THEN HOW DO YOU PLAN THE HUMAN RESOURCES.
#############################################
3.Recruitment and Selection Questionnaire
The process providing timely recruitment, selection and
placement of high-quality employees to satisfy the organization’s
staffing requirements.
*Is there a policy in place stating the organization’s
philosophy on recruitment and selection?
*Does the policy contain procedures to guide managers through
the recruitment and selection process and describe how to get help?
*Is there one position within the organization accountable for
overseeing and coordinating recruitment and placement?
RECRUITMENT
*Is there a formal process in place for identifying job vacancies?
*Briefly describe the process from needs identification through
final approval authorization.
*Is recruitment done proactively from a planning mode
(i.e., projected workforce plan) as well as reactively to immediate
replacement and new job openings?
*Is consideration given to internal candidates for all or some job openings before outside recruitment begins?
*Is there a formal job posting procedure in place?
What kind of recruiting sources does your organization use and for what positions:
Newspaper sources?
Professional journals/periodicals?
College recruiting?
Special events recruitment (e.g., job fairs and expos)?
Community referral agencies (e.g., state employment and training offices)?
"Quasi-search" methods (e.g., hourly rate paid to recruiting professionals for targeting candidate sourcing or use of professional candidate researchers)?
Employee referral?
Internal computerized applicant database?
Professional networking (e.g., associations)?
Direct mail recruitment?
Personal networks (e.g., local competitors, customers, suppliers, outplacement firms or industry research)?
SELECTION
*Does the HR department perform all initial screening of candidates?
Are candidate telephone interviews, teleconferencing or video
screening conducted before personal interviews?
*How many candidates are typically interviewed before
filling a position and at what levels?
*Who participates in the interview and at what intervals?
*Are panel interviews used?
*Who makes the final hiring decision?
*Who performs the reference checks?
*are there Temporary placement?
*Internal temporary placement pool?
*Part-time employment and job sharing?
#################################################
4.Compensation Questionnaire
A system of evaluating jobs and compensating employees to ensure that the organization attracts, retains and motivates employees to accomplish organizational objectives.
*Does the organization have a policy clearly stating its position
on employee compensation?
*Is this policy linked to the organization’s management philosophy on
compensating employees, and does it reinforce the values of the organization?
*Is the organization’s compensation philosophy clearly
communicated to all employees?
*Does the compensation policy contain procedures to guide managers
on how to implement the compensation system?
*How frequently are there market studies performed?
#################################################
5.PERFORMANCE APPRAISAL
*Does your organization have an employee performance appraisal system?
*Does the performance appraisal establish clear objectives, expectations
and performance measurement criteria linked to that specific job?
*Does the performance appraisal provide objective, interactive
and meaningful feedback on performance?
*Do performance objectives clearly support departmental and organizational objectives?
*Are these objectives and measurement criteria discussed with the individual being appraised?
*Do performance appraisals include a written plan to improve
employees’ knowledge and skills?
*Are pay plans linked to rewards for measured performance?
#########################################
6.Employee Benefits Questionnaire
Programs by which employees receive noncash compensation to ensure that the organization attracts, retains and motivates employees to accomplish organization objectives.
Does the organization have a clear policy regarding employee benefits?
Is there one position within the organization accountable for fairly and consistently implementing employee benefit programs and ensuring compliance with governmental regulations, such as ERISA, COBRA, EEO and the Family and Medical Leave Act?
Is the organization current on competitive employee benefit practices, such as childcare, flextime, job sharing, vacation/sick time, time-off provisions and health plan alternatives?
Do you periodically gauge employee satisfaction with the benefit plan in terms of customer service, timeliness, claim management and accuracy?
#################################################
7.Employee Relations and Communications Questionnaire
This section reviews programs that govern employee treatment,
communications, support systems and services that encourage
greater employee satisfaction, motivation and productivity.
*Is there one position within the organization accountable for
overseeing and coordinating all employee relations and communications activities?
*Are there policies that state the organization’s employee relations
philosophy governing all conditions affective employees?
*Does your organization engage in employee opinion surveys?
*Are employees afforded a process where both sides of a complaint
are heard and a decision is rendered fairly?
#################################################3 33
8.Personnel Policies/Workplace Rules Questionnaire
Statements of guiding principles intended to translate organizational objectives and means into operational terms and help managers make decisions.
*Are there written procedures governing all conditions of employment
and policies clearly stating the organization’s human resources philosophy?
*Are there procedures for monitoring the organization’s compliance with personnel laws and regulations?
*Is there one position within the organization accountable for overseeing the development, coordination and distribution of these policies and procedures?
###############################################
9.Training and Development Questionnaire
Programs, processes and strategies that will enable organizations to
develop and improve their internal human resources in order to
optimize their contributions to organizational objectives.
*Is there a policy that states the organization’s philosophy
on employee training and development?
*Is there a position within the organization accountable for
overseeing and coordinating training and development activities?
*Is there a process for assessing the organization’s immediate
training needs and individual development needs?
If yes, how is this assessment carried out?
*Are job skills, knowledge and ability considered in assessing training needs?
*Are new technologies, processes, products, services, market changes
and community needs considered in assessing training needs?
*Are the results of training programs monitored and evaluated?
*Is there a method to track training costs in terms of lost work time?
################################################## ######
10.Labor Relations Questionnaire
The process that ensures and oversees fair and effective collective bargaining with those unions representing employees and fosters positive labor relations designed to achieve organization objectives.
*Does the organization clearly state its philosophy on labor relations
and implement guiding procedures for managers who deal with contract and labor relation issues?
*Is there a position within the organization that oversees and
coordinates labor relation activities?
*Is top management informed and supportive of labor management strategies and goals?
*Is there an atmosphere of management respect for union representation?
*Is there a formal labor/management group to discuss issues of mutual concern outside of the bargaining process?
#########################################333
11.Safety, Health and Wellness Questionnaire
Programs that provide a work environment that contributes to and
demonstrates concern for employee safety, health and well-being,
and that produce the economic benefits derived from a
safer work environment and healthier workforce.
*Does the organization have a policy stating its philosophy on
employee safety, health and wellness?
*Is this policy clearly supported and monitored by management?
*Are there policies and procedures that demonstrate compliance
with federal, state and local regulations?
*Does the policy provide guidance to managers on
implementation of related programs?
*Does one position within the organization oversee and
coordinate safety, health and wellness activities?
@@@@@@@@@@@@@@@@@@@@@@@@@@@@
How are needed improvements identified?
Once information is gathered, the audit team reviews each major section and notes disparities between
paper (what we think or say we do) and practice (what we actually do, as revealed by the answers to the
audit questions). This can then be compared to best practice (what we should do to best support our
organization’s mission).
How is follow-up and correction done?
ACTION PLAN WITH TIME FRAME.
Improving the HR system takes some time. A workplan — with a timeline, accountability, and
deliverables — should be created after the team reviews the completed audit and identifies areas where
improvement is needed. Follow-up and review should be a regular management function, performed on
an ongoing basis.
================================================== ===========
HERE IS A SAMPLE OUTLINE OF A SUGGESTED REPORT
REPORT 'CONTENTS'
[ FOR EACH ELEMENT, REVIEW
*OBJECTIVE ---what is needed to be done
*ACTUAL -------what is/is not being done
*GAPs------------needs
A. HEAD COUNTS/ ROLES
*OBJECTIVE ---what is needed to be done
*ACTUAL -------what is/is not being done
*GAPs------------needs
B.RECRUITMENT /SELECTION
*OBJECTIVE ---what is needed to be done
*ACTUAL -------what is/is not being done
*GAPs------------needs
1.HR MANAGEMENT
2. HR PLANNING
3.RECRUITMENT AND SELECTION
4.TRAINING AND DEVELOPMENT
5.PERFORMANCE APPRAISAL / MANAGEMENT
6.CAREER PLANNING / DEVELOPMENT
7.COMPENSATION AND BENEFITS
8.EMPLOYEE RELATIONS
9.SAFETY AND HEALTH
10.LEGAL ISSUES/ POLICIES
====================================
YOUR PROJECT REPORT COULD INCLUDE
1.Introduction
2.Purpose
3.Benefits
4.Mission of the project
5.RESEARCH DESIGN
6. METHODOLOGY USED
7.project objectives
8.project deliverables
9.project schedule
10.ANALYSIS
11.FINDINGS
APPENDIX
1.REFERENCES .
2.ALL DATA/ STATISTICS, WITH
GRAPHS etc
=========================
########################################
From India, Mumbai
HERE IS SOME USEFUL MATERIAL.
REGARDS
LEO LINGHAM
================
''NEED FOR HR IN THE UNORGANIZED SECTOR.
How should it be conducted?
The process consists of a series of questions covering the eight primary components of the HR
function:
**Roles, head count, and HR information.
**Recruitment / selection
**Training, development, and career management
**Compensation and benefits
**Performance measurement and evaluation
**Legal issues and personnel policies
**Health / Welfare systems
**Employee Relations
**Safety
======================================
THE TARGET SHOULD INCLUDE
1.what is the current situation.
2.what is the satisfaction level currently---owners.
""""""""""""""""""""""""---managers/supervisors.
""""""""""""""""""""""""---staff.
3.what are the dissatisfactions---
at the owners/ managers/staff.
4.how the satisfaction can be achieved.
5.internally or outsourcing HR needs.
@@@@@@@@@@@@@@@@@@@@@@@@@
1.Department Organization Questionnaire
The Human Resources Department is structured, organized and
equipped to provide overall strategy, direction and effective
management of the organization’s human resources function
to accomplish organizational objectives.
*Is there one department or function within the organization that is responsible and accountable for planning, establishing, overseeing and coordinating all human resource policies, systems and services .
IF SO,
Does the senior-level human resources manager report to the same level position as all other major staff and line departments within the organization?
Does the senior human resources manager participate in addressing the organization’s strategic, tactical and policy issues?
Does the senior human resources manager integrate all HR activities with the organization’s strategic business plan.
Does the Human Resources department demonstrate a clear understanding of organizational and customer needs?
Are HR services and functions aligned and prioritized to organizational and DEPARTMENT needs?
IF NOT,
-how do you manage all the HR needs of the company
-is it a part time work of the manager/supervisors
-or do you use external agencies.
please explain.
#############################################
2.Human Resources Planning
The process of identifying and providing ways to fulfill
the organization’s developmental and human resource needs.
*Is there one position accountable for reviewing the organization’s human resources requirements?
How is this review carried out?
Formally/informally? (please describe)
*How often is this analysis updated (e.g., yearly, every two years, three years or more)?
*Do your projected needs include the following considerations?
-Availability of outside workforce demographics (age, sex,
minority classification, education, skills level, occupations, etc.)
*Anticipated changed in your organizations technology,
processes, products/services and markets.
*Personnel needs these changes will require (e.g. new skills, education, knowledge and abilities).
Is there a formal career planning process in place?
IF YOU DO NOT CONDUCT THE HR PLANNING,
THEN HOW DO YOU PLAN THE HUMAN RESOURCES.
#############################################
3.Recruitment and Selection Questionnaire
The process providing timely recruitment, selection and
placement of high-quality employees to satisfy the organization’s
staffing requirements.
*Is there a policy in place stating the organization’s
philosophy on recruitment and selection?
*Does the policy contain procedures to guide managers through
the recruitment and selection process and describe how to get help?
*Is there one position within the organization accountable for
overseeing and coordinating recruitment and placement?
RECRUITMENT
*Is there a formal process in place for identifying job vacancies?
*Briefly describe the process from needs identification through
final approval authorization.
*Is recruitment done proactively from a planning mode
(i.e., projected workforce plan) as well as reactively to immediate
replacement and new job openings?
*Is consideration given to internal candidates for all or some job openings before outside recruitment begins?
*Is there a formal job posting procedure in place?
What kind of recruiting sources does your organization use and for what positions:
Newspaper sources?
Professional journals/periodicals?
College recruiting?
Special events recruitment (e.g., job fairs and expos)?
Community referral agencies (e.g., state employment and training offices)?
"Quasi-search" methods (e.g., hourly rate paid to recruiting professionals for targeting candidate sourcing or use of professional candidate researchers)?
Employee referral?
Internal computerized applicant database?
Professional networking (e.g., associations)?
Direct mail recruitment?
Personal networks (e.g., local competitors, customers, suppliers, outplacement firms or industry research)?
SELECTION
*Does the HR department perform all initial screening of candidates?
Are candidate telephone interviews, teleconferencing or video
screening conducted before personal interviews?
*How many candidates are typically interviewed before
filling a position and at what levels?
*Who participates in the interview and at what intervals?
*Are panel interviews used?
*Who makes the final hiring decision?
*Who performs the reference checks?
*are there Temporary placement?
*Internal temporary placement pool?
*Part-time employment and job sharing?
#################################################
4.Compensation Questionnaire
A system of evaluating jobs and compensating employees to ensure that the organization attracts, retains and motivates employees to accomplish organizational objectives.
*Does the organization have a policy clearly stating its position
on employee compensation?
*Is this policy linked to the organization’s management philosophy on
compensating employees, and does it reinforce the values of the organization?
*Is the organization’s compensation philosophy clearly
communicated to all employees?
*Does the compensation policy contain procedures to guide managers
on how to implement the compensation system?
*How frequently are there market studies performed?
#################################################
5.PERFORMANCE APPRAISAL
*Does your organization have an employee performance appraisal system?
*Does the performance appraisal establish clear objectives, expectations
and performance measurement criteria linked to that specific job?
*Does the performance appraisal provide objective, interactive
and meaningful feedback on performance?
*Do performance objectives clearly support departmental and organizational objectives?
*Are these objectives and measurement criteria discussed with the individual being appraised?
*Do performance appraisals include a written plan to improve
employees’ knowledge and skills?
*Are pay plans linked to rewards for measured performance?
#########################################
6.Employee Benefits Questionnaire
Programs by which employees receive noncash compensation to ensure that the organization attracts, retains and motivates employees to accomplish organization objectives.
Does the organization have a clear policy regarding employee benefits?
Is there one position within the organization accountable for fairly and consistently implementing employee benefit programs and ensuring compliance with governmental regulations, such as ERISA, COBRA, EEO and the Family and Medical Leave Act?
Is the organization current on competitive employee benefit practices, such as childcare, flextime, job sharing, vacation/sick time, time-off provisions and health plan alternatives?
Do you periodically gauge employee satisfaction with the benefit plan in terms of customer service, timeliness, claim management and accuracy?
#################################################
7.Employee Relations and Communications Questionnaire
This section reviews programs that govern employee treatment,
communications, support systems and services that encourage
greater employee satisfaction, motivation and productivity.
*Is there one position within the organization accountable for
overseeing and coordinating all employee relations and communications activities?
*Are there policies that state the organization’s employee relations
philosophy governing all conditions affective employees?
*Does your organization engage in employee opinion surveys?
*Are employees afforded a process where both sides of a complaint
are heard and a decision is rendered fairly?
#################################################3 33
8.Personnel Policies/Workplace Rules Questionnaire
Statements of guiding principles intended to translate organizational objectives and means into operational terms and help managers make decisions.
*Are there written procedures governing all conditions of employment
and policies clearly stating the organization’s human resources philosophy?
*Are there procedures for monitoring the organization’s compliance with personnel laws and regulations?
*Is there one position within the organization accountable for overseeing the development, coordination and distribution of these policies and procedures?
###############################################
9.Training and Development Questionnaire
Programs, processes and strategies that will enable organizations to
develop and improve their internal human resources in order to
optimize their contributions to organizational objectives.
*Is there a policy that states the organization’s philosophy
on employee training and development?
*Is there a position within the organization accountable for
overseeing and coordinating training and development activities?
*Is there a process for assessing the organization’s immediate
training needs and individual development needs?
If yes, how is this assessment carried out?
*Are job skills, knowledge and ability considered in assessing training needs?
*Are new technologies, processes, products, services, market changes
and community needs considered in assessing training needs?
*Are the results of training programs monitored and evaluated?
*Is there a method to track training costs in terms of lost work time?
################################################## ######
10.Labor Relations Questionnaire
The process that ensures and oversees fair and effective collective bargaining with those unions representing employees and fosters positive labor relations designed to achieve organization objectives.
*Does the organization clearly state its philosophy on labor relations
and implement guiding procedures for managers who deal with contract and labor relation issues?
*Is there a position within the organization that oversees and
coordinates labor relation activities?
*Is top management informed and supportive of labor management strategies and goals?
*Is there an atmosphere of management respect for union representation?
*Is there a formal labor/management group to discuss issues of mutual concern outside of the bargaining process?
#########################################333
11.Safety, Health and Wellness Questionnaire
Programs that provide a work environment that contributes to and
demonstrates concern for employee safety, health and well-being,
and that produce the economic benefits derived from a
safer work environment and healthier workforce.
*Does the organization have a policy stating its philosophy on
employee safety, health and wellness?
*Is this policy clearly supported and monitored by management?
*Are there policies and procedures that demonstrate compliance
with federal, state and local regulations?
*Does the policy provide guidance to managers on
implementation of related programs?
*Does one position within the organization oversee and
coordinate safety, health and wellness activities?
@@@@@@@@@@@@@@@@@@@@@@@@@@@@
How are needed improvements identified?
Once information is gathered, the audit team reviews each major section and notes disparities between
paper (what we think or say we do) and practice (what we actually do, as revealed by the answers to the
audit questions). This can then be compared to best practice (what we should do to best support our
organization’s mission).
How is follow-up and correction done?
ACTION PLAN WITH TIME FRAME.
Improving the HR system takes some time. A workplan — with a timeline, accountability, and
deliverables — should be created after the team reviews the completed audit and identifies areas where
improvement is needed. Follow-up and review should be a regular management function, performed on
an ongoing basis.
================================================== ===========
HERE IS A SAMPLE OUTLINE OF A SUGGESTED REPORT
REPORT 'CONTENTS'
[ FOR EACH ELEMENT, REVIEW
*OBJECTIVE ---what is needed to be done
*ACTUAL -------what is/is not being done
*GAPs------------needs
A. HEAD COUNTS/ ROLES
*OBJECTIVE ---what is needed to be done
*ACTUAL -------what is/is not being done
*GAPs------------needs
B.RECRUITMENT /SELECTION
*OBJECTIVE ---what is needed to be done
*ACTUAL -------what is/is not being done
*GAPs------------needs
1.HR MANAGEMENT
2. HR PLANNING
3.RECRUITMENT AND SELECTION
4.TRAINING AND DEVELOPMENT
5.PERFORMANCE APPRAISAL / MANAGEMENT
6.CAREER PLANNING / DEVELOPMENT
7.COMPENSATION AND BENEFITS
8.EMPLOYEE RELATIONS
9.SAFETY AND HEALTH
10.LEGAL ISSUES/ POLICIES
====================================
YOUR PROJECT REPORT COULD INCLUDE
1.Introduction
2.Purpose
3.Benefits
4.Mission of the project
5.RESEARCH DESIGN
6. METHODOLOGY USED
7.project objectives
8.project deliverables
9.project schedule
10.ANALYSIS
11.FINDINGS
APPENDIX
1.REFERENCES .
2.ALL DATA/ STATISTICS, WITH
GRAPHS etc
=========================
########################################
From India, Mumbai
Dear LEO LINGHAM,
Thank you from the bottom of my heart. This is really helpful. I am truly thankful to you. I will try to send my assignment copy to you so that you can have a look at the same.
The assignment is about how the jeans manufacturing firms in the unorganised sector operate and how HR can bring about changes or play a role in helping this sector. I will be submitting this assignment to my college (TASMAC, Pune). It's a Wales Uni program for MBA (HR, full-time).
Once again, thank you.
Regards,
Himlatha
(himlatha@gmail.com)
From India, Mumbai
Thank you from the bottom of my heart. This is really helpful. I am truly thankful to you. I will try to send my assignment copy to you so that you can have a look at the same.
The assignment is about how the jeans manufacturing firms in the unorganised sector operate and how HR can bring about changes or play a role in helping this sector. I will be submitting this assignment to my college (TASMAC, Pune). It's a Wales Uni program for MBA (HR, full-time).
Once again, thank you.
Regards,
Himlatha
(himlatha@gmail.com)
From India, Mumbai
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