PRACTICUM REPORT ON

EXERCISES IN INDUSTRY

Submitted by
Ajay Mangu Pawara
(M.A. Part II Industrial and Organizational Psychology )

Under the Guidance of

Asst. Prof. Nisha Khasgiwale

Department of Psychology
SIR PARASHURAMBHAU COLLEGE (Autonomous)

SAVITRIBAI PHULE PUNE UNIVERSITY

Academic Year 2023-2024

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 CERTIFICATE

This is to certify that Ajay Mangu Pawara has successfully completed the project regarding
conducting exercise related to industrial psychology under my supervision This project report
serves as a testament to Ajay Pawara knowledge and skills in the field of industrial
psychology and their ability to apply theoretical concepts to real-world scenarios. Their
insightful observations and recommendations are valuable contributions to the field and
reflect their commitment to excellence.

Date: Place: PUNE

Dr. Arvind Kakulte Research Guide

Head of Department Asst. Prof. Nisha Khasgiwale
(Psychology)
Internal Examiner External Examiner

Acknowledgement
I Would like to acknowledge and give warmest thanks to my research guide Asst. Prof.
Nisha Khasgiwale who made this work possible. Her guidance and advise carried me
through all the stages of writing my thesis. I would also like to acknowledge our HOD
Dr Arvind Kakulte for his support and opportunity to do this project

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 DECLARATION
I, Ajay Mangu Pawara, hereby solemnly declare that I have made this project on the
basis of relevant source material and the actual field work that I have carried out in
Pune and other relevant cities. The data collected and conclusions drawn in this
dissertation are my own and they have not been previously published.

Date: Ajay Mangu Pawara

Place: PUNE (Researcher)

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Table of contents
1 JOB ANALYSIS……………………………………………………………………………9
1.1. Introduction………………………………………………………………………..9

1.2. Definitions………………………………………………………………………….10

1.3. Purpose of job analysis…………………………………………………………10

a. Job Description……………………………………………………………………………………………10

a (i). Design of job description……………………………………………………11

b. Job specification………………………………………………………………… 11

1.4. Approaches to job analysis……………………………………………………..12

1.5. Methods of collecting information…………………………………………..13

1.6. Job analysis process………………………………………………………………15

1.7. Steps in job analysis process…………………………………………………..16

1.8. Advantages of job analysis…………………………………………………….17

1.9. disadvantages of job analysis………………………………………………….18

1.10. Some consideration……………………………………………………………..18

1.2.1. Information of organization…………………………………………………19

1.2.2. Nature of the exercise…………………………………………………………20

1.2.3. Method………………………………………………………………………………

a. Sample………………………………………………………………………………..

b. Tools…………………………………………………………………………………..

1.2.4. Process of the data collection……………………………………………….21

1.2.5. Result

1.2.6. References…………………………………………………………………………23

2. Competency Mapping…………………………………………………………………..24

2.1. Introduction

2.2. COCOMPETENCY-Meaning and Definition…………………………….25

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 2.3. Classification of competencies…………………………………………26

2.4. Competency Approach to Job Analysis………………………………27

2.5. Uses of Competency Approach an Organisation…………………..28

2.6. Importance of Competency Mapping………………………………….

2.7. The Competency Mapping Process…………………………………….29

2.8. The Benefits of a Competency-Driven Approach

2.9. Competency Models………………………………………………………..30

2.2.1. Nature of Organisation…………………………………………………..32

2.2.2. Method………………………………………………………………………

2.2.3. Process of Data Collection and Analysis……………………………33

2.2.4. Result…………………………………………………………………………...

2.2.5. Alignment with Company Feature…………………………………….34

2.2.6. Recommendations………………………………………………………….35

2.2.7. Limitations……………………………………………………………………..

2.2.8. References……………………………………………………………………..36

3. PERFORMANCE APPRAISAL

3.1. Introduction………………………………………………………………………36

3.2. Performance Appraisal…………………………………………………………37

3.3. Objectives of Performance Appraisal………………………………………38

3.4. Challenges of Performance Appraisal………………………………………

3.5. Process of Performance Appraisal…………………………………………..39

3.6. Performance Appraisals Methods……………………………………………40

3.2.1. LLP For sales Department…………………………………………………….43

3.2.2. Nature of Organisation………………………………………………………..

3.2.3. Nature of Exercise………………………………………………………………

3.2.4. Method…………………………………………………………………………….

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 3.2.5. Process of Data Collection and Analysis………………………………..

3.2.6. Result…………………………………………………………………………….

3.2.7. Limitation………………………………………………………………………44

3.2.8. References……………………………………………………………………...

4. RECRUITMENT PLANNING AND PROCESS

4.1. Introduction………………………………………………………………………46

4.2. Recruitment……………………………………………………………………….

4.3. The Process of Recruitment………………………………………………….

4.4. Methods of Recruitment…………………………………………………….47

a. Direct Methods………………………………………………………………….

b. Indirect Methods……………………………………………………………….

c. Third Party ………………………………………………………………………

4.5. Planning the recruitment Journey………………………………………...49

4.6. The Basics…………………………………………………………………………50

4.2.1. Recruitment Planning and Process at INPAC times…………………51

4.2.2. Nature of Organization………………………………………………………

4.2.3. Nature of Exercise……………………………………………………………..

4.2.4. Method……………………………………………………………………………

a. Participants………………………………………………………………………..

b. Job Description…………………………………………………………………..

c. Responsibilities………………………………………………………………….

d. Qualifications…………………………………………………………………….

4.2.5. Process of Data Collection and Analysis……………………………….52

4.2.6. Result……………………………………………………………………………..

4.2.7. Limitation……………………………………………………………………….53

4.2.8. References……………………………………………………………………….

5. Interview of Senior Managers…………………………………………………………..54

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6. Industrial Visit Report………………………………………………………………….57

1.Job Analysis
1.1. Introduction :
Organisation is described as a rational coordination of the activities of employees
through division of labour, responsibility, authority and accountability. Built in this
description is the realisation that organisations perform a series of activities and that
to perform these activities different kinds of skills are required. Each activity carries its
own set of responsibilities and the employees are given appropriate authority to
perform these activities. Not only this, they are also accountable to the organisation
through their immediate supervisors for accomplishing these activities according to
specifications. Hence, a clear understanding of what they are supposed to do
becomes a pre- requisite for effective utilisation of organisational resources. Job
analysis helps us to achieve this objective.

a. Introduction To Job Analysis :

Job analysis is the process by which data, with regard to each job, is systematically
observed and noted. It provides information about the nature of the job and the
characteristics or qualifications that are desirable in the jobholder. The data from job
analysis could be used for a variety of purposes. The job analysis study attempts to
provide information in seven basic areas:

1. Job Identification or its title, including the code number, if any.

2. Distinctive or significant characteristics of the job, its location setting, supervision,

union jurisdiction, and hazards and discomforts, if any.

3. What the typical worker does: Specific operations and tasks that make up the
assignment, and their relative timing and importance; the simplicity, the routine, or
complexity of tasks, responsibility for others, for property, or for funds.

4. What materials and equipment the worker uses: Metals, plastics, grain, yarns; and
lathes, milling machines, electronic ignition testers, corn huskers, punch presses,
and micrometers are illustrative.

5. How the job is performed: The emphasis here is on the nature of operations, and
may specify such operations as handling, feeding, removing, drilling, driving, setting
up, and many others.

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6. Required personnel attributes: Experience, training apprenticeship, physical
strength, coordination or dexterity, physical demands, mental capabilities,
aptitudes,

and social skills are some attributes.

7. The conditions under which the work is performed: Working conditions and work
environments is a major contributing factor in the performance of the job, and the
satisfaction of the employee. A dimly highlighted, poorly ventilated and crowded
place of work hampers efficiency. The workers are forced to spend more energy to
accomplish tasks, which they can do, in much lesser efforts in otherwise conditions.
Poor working conditions have been found to cause greater fatigue, negligence,
absenteeism, indiscipline and insubordination among the employees.

Each of these piece of information is essential; it is not sufficient to merely list a series
of tasks or duties, because each piece of information is used in determining the level
of work and responsibility and the knowledge, skill and abilities needed to perform
them to an acceptable level of proficiency. The process of assembling and recording
information on such essential characteristics of jobs is known as job analysis. In other
words, jobs are subjected to analysis to find out precisely what the duties,
responsibilities, working environment and other requirements of a job are and to
present these in a clear, concise and systematic way. Job analysis should be
undertaken by trained job analyst working in close collaboration with managers and
jobholders
1.2. Definitions Of Job Analysis

Edwin B. Flippo: Flippo, a prominent management scholar, defined job analysis as "the
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process of studying and collecting information relating to the operations and responsibilities
of a specific job." He emphasized its role in creating job descriptions and specifications.
2.David A. DeCenzo and Stephen P. Robbins: These authors define job analysis as
"a systematic exploration of the activities within a job." They highlight its function as a
foundational technique for defining duties, responsibilities, and the overall scope of a
position.

1.3. Purpose of Job Analysis :

The main purpose of job analysis is to obtain job description and job specification
a. JOB DESCRIPTION :

Data collected for job analysis provides the basis for preparing job description. It
refers to the job contents and the expectations that an organisation has from its

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employees. Job descriptions usually outline the minimum requirements of jobs for
many reasons:

1. First, despite all the attempts, a perfect and fully inclusive job description is not
possible. In fact, as one moves up in the hierarchy of an organisation, a detailed job
description becomes very difficult.

2. Secondly, most organisations would prefer not to describe the job fully, if it is
possible, because employees would then stick to what has been described and would
not do anything beyond it.

3. Thirdly, if a job were fully described, supervision would automatically be taken

care of by the duties performed, making some of the duties of the supervisory staff
redundant.
4. Fourthly, technology is changing fast and hence the nature of job is also changing.
Unless an organisation continuously updates the job description, it would be difficult
to monitor the performance of the employees.

a.i DESIGN OF JOB DESCRIPTION :

A primary output or result of job analysis is job description. Information obtained by job
analysis is shifted and recorded concisely, clearly and fully in the job description. The job
description must assemble all the important elements of a job, such as essential tasks,
responsibilities, qualifications required and the functional relation of the job to other jobs.
There is no universally accepted standard format for job descriptions for the reason that the
form and structure of the job descriptions must depend on the kind of work being analysed
and the job evaluation plan being used. For example, if the job evaluation form comprises
factors such as physical and intellectual effort, knowledge, skills, responsibilities and working
conditions, it follows that job description should be structured to reflect these factors so as
to facilitate factor by factor comparison and evaluation of the jobs. With non- analytical
methods, job description may be more flexible and simpler but most specify the title of the
job and its position in the organisation, summarises the tasks performed and list the skills
and abilities required.

b. JOB SPECIFICATION :

Workload analysis helps in identifying the minimum qualification needed to perform a

particular job. These may include academic qualifications, professional qualifications, age,
years of experience, relevance and nature of previous experience, and other skills and

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attitudes. They form the minimum eligibility requirements, which the candidate must have,
for the appointment to a job. A clear indication of specifications helps in generating eligible
applications, because of self-selection. The candidates who do not possess those
qualifications do not apply. On the other hand, lack of clear- cut specifications may generate
a large number of applications, leading to high costs, in terms of man-hours, in processing
them. There is a great deal of disagreement with regard to developing complete and correct
job specification unlike the job description, which provides more objective assessment of
job requirements. The decision to specify minimum human requirements for a job is a
difficult one as it involves considerable degree of subjectivity. There is a general feeling that
organisations generally tend to establish relatively high requirements for formal education
and training, resulting in a situation where highly qualified people end up doing jobs of
routine nature. Particularly, in India, highly qualified personnel are recruited for jobs where
their abilities, skills and knowledge are under- utilized.

1.4. Approaches to Job Analysis:

Job analysis can be approached from various angles, each offering valuable insights into a
specific job's requirements. Here are some common approaches:

1. Task-Oriented Approach:

This approach focuses on identifying the specific tasks and duties performed in a job. It
involves observing employees, reviewing existing documentation (e.g., job descriptions,
work procedures), and conducting interviews. Information gathered includes:

• Frequency of tasks: How often are specific tasks performed

• Complexity of tasks: What level of skill and knowledge is required for each task

• Decision-making involved: Does the job require independent decision-making, or

are there clear guidelines?

2. Worker-Oriented Approach:

This approach focuses on the human characteristics and attributes needed to perform the
job effectively. It delves into the behaviors, personality traits, and motivations that lead to
success in the role. Techniques include:

• Critical incident technique: Gathering detailed accounts of past situations where

exceptional performance or errors occurred.

• Behavioral observation scales (BOS): Rating employees on specific behavioral

dimensions relevant to the job.

3. Competency-Based Approach:

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This approach identifies the specific competencies (combinations of skills, knowledge, and
behaviors) required for successful job performance. It goes beyond simply listing skills but
considers how these skills are applied in the context of the job. This approach often involves:

• Expert panels: Bringing together experienced professionals in the field to define the
essential competencies.

• Benchmarking: Comparing competencies required for similar jobs in other

organizations.

4. Hybrid Approach:

This approach combines elements of the above methods, providing a comprehensive picture
of the job. It might involve analyzing tasks, worker characteristics, and competencies to
create a complete profile of what's needed for success.

Choosing the Right Approach:

The most appropriate approach depends on the specific job being analyzed and the desired
outcomes. Here's a general guideline:

• For entry-level or well-defined jobs: A task-oriented approach might be sufficient.

• For complex or managerial roles: A competency-based approach can offer a more

nuanced view.

• For understanding employee behaviors: A worker-oriented approach can be

insightful.

1.5. METHOD OF COLLECTING INFORMATION :

There are several ways in which information about a job can be collected. In order to have a
full understanding of the job contents, a number of sources should be explored. By and
large, the following sources are generally used.In all the following three methods,
verification of the information collected from the holder of the job is necessary. Very often,
while collecting information people tend to describe those aspects of the job that they are
not doing or would like to do. Hence, after the information has been collected from the
employee, an interview with immediate supervisor must be conducted to verify the
authenticity of the information.

1. Job Questionnaire

To make a start, a job questionnaire could be administered to all concerned employees

asking them about the job, its various components, time spent on each of them, and so
forth. The completed questionnaire could be given to the supervisors for their comments.
In some cases, job-reviewing committees are formed, consisting of union representatives
and specialists from the personnel, work-study, or industrial engineering department.

The questionnaire has the following advantages:

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 1. First of all, it is the most cost effective method, since it can elicit information from a
wide number of workers and their immediate superiors in a relatively short period of
time. The main task of the analyst becomes one of planning the questionnaire well and
checking the responses provided.

2. Secondly, workers take an active part in completing the questionnaire providing

intimate detailed knowledge of their jobs, which is not available elsewhere.

3. Thirdly, the questionnaire has to be structured in advance, and this facilitates the
processing of the results.

4. In some cases, once the responses to the questionnaire have been verified, they can
conveniently be used with little further processing to prepare a job description.

The questionnaire method however has the following disadvantages:

1. To start with, the people required to complete it must have a certain level of
education; and even then, questions may be interpreted in different ways so that the
answers may be beside the point.

2. Furthermore, not everyone is able to describe fully and exactly the task that
constitute their job. One may, for example, over-emphasise some features of it and
completely ignore others when they are important.

3. There is less risk of this with a detailed questionnaire that includes a checklist of
points, questionnaire suited to all jobs is not easily drawn up and may be unduly long. In
practice, while a well-structured questionnaire can get essential information quickly, it is
virtually impossible to get complete comparable information solely by questionnaire,
and this method is generally used in combination with interviews and direct observation.

2. Interview

In practice, an interview is almost always necessary in order to obtain precise, complete

and comparable information. The interview conducted by the analyst is an effective way
of checking on the information already available on job. The analyst asks the jobholders
questions on the duties and main tasks of their job, generally working from a previously
prepared list of questions as with a questionnaire. After the interview, the analyst draws
up a report, which is shown, to the jobholder and his immediate superior for their
approval. The analyst usually drafts the report in the form of a job description, which
effectively speeds up the preparatory work of job evaluation. interview has some
advantages:

1. Interview does provide in- depth information, which cannot be achieved through any
other method.

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2. It also helps in collecting data about tasks that are not part of the job and yet the
jobholder has to do it.

3. At the same time it can also help in finding ways and means to simplify some of the
operations involved in the job.

Following are some of the disadvantages of this method:

1. Interviews are time consuming. At least an hour or two may be necessary for each
case, plus the time spent by the analyst in drawing up his report and by the jobholder
and his immediate superior in checking it. In a large enterprise a team of analysts would
be necessary.

2. The main difficulty of the interview lies in finding high quality analysts who can win
the jobholder’s confidence. As has been noted, “ too many imagine interviewing to be
relatively simple whereas nothing could be farther from the truth.” Obtaining
information from a jobholder about his job is difficult.

3. Many workers show a natural distrust of the analyst who comes to examine their
work, while others will give a lot of information, much of it useless. It is accordingly
essential to have a well trained and experienced team of analysts if the interview is to be
the only method used.

2.Observation

For jobs of a simple and repetitive nature, the observation technique could provide
adequate information on the job being performed. A clear picture may be obtained
regarding the working conditions, equipment used, and skills required. Although all
jobs could be usefully observed, this technique alone is not enough for more complex
job especially those that have many components or interactions. advantages of this
method are:

1. It is most suitable for simple and repetitive jobs.

2. Direct observation by the analyst can clear up points left unclear by other methods.
At the same time, disadvantages

of this method are:

1. The presence of analyst causes stress. The workers may dislike being observed.

2. The jobholders may purposely reduce the pace of activity to justify overtime.

3. Observation cannot be a suitable method where the job calls for considerable
personal judgment and intellectual ability.

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4. It may not take into account all the tasks in a work cycle stretched over a week or a
month.

4. Independent observers

In addition to the employees themselves providing information about the jobs they are
doing, trained observers could also be used to supplement the employees’ data and to
discover inadequate performance in “ crucial tasks”, which would lead to job failure.

1.6. JOB ANALYSIS: PROCESS

To be meaningful and useful for personnel related decision-making, job analysis must be
carried more at frequent intervals. Jobs in the past were considered to be static and
were designed on the basis that they would not change. While people working on these
jobs were different, the jobs remained unchanged. It is now realised, that for higher
efficiency and productivity, jobs must change according to the employees who carry
them out. Some of the major reasons leading such change are:

Technological Change: The pace of change in technology necessitates changes in the

nature of job as well as the skills required. Word processing has drastically changed the
nature of secretarial jobs. Computerization and automation likewise give rise to new
requirements of certain jobs while older requirements become redundant.

Union- Management Agreements: The agreements entered between management and

the union can bring about change in the nature of job, duties and responsibilities. For
example, under employees participation scheme, the workers are encouraged to accept
wider responsibilities.

People: Human beings are not robots; each employee brings with him his own strengths
and weaknesses, his own style of handling a job and his own aptitude. There is a saying
that the job is what the incumbent makes of it.

Thus, the job analysis process must take into account the changing nature of job on
account of the factors listed above. Often, role analysis techniques are used in dealing
with the dynamic nature of job requirements.

1.7. STEPS IN THE JOB ANALYSIS PROCESS :

1. Organization Analysis: The first step is to get an overall view of various jobs in the
organisation with a view to examine the linkages between jobs and the organisational
objectives, interrelationships among the jobs, and the contribution of various jobs
towards achieving organisational efficiency and effectiveness. The organisation chart and
the work flow or process charts constitute an important source of information for the
purpose.

2. Uses of Job Analysis Information: Depending on organisational priorities and

constraints, it is desirable to develop clarity regarding the possible uses of the

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information pertaining to job analysis. In the previous pages it has been already
indicated that such information could be utilised practically for all personnel functions.
Nevertheless, it is important to focus on a few priority activities in which the job analysis
information could be used.

3. Selection of Jobs for Analysis: Carrying out job- analysis is a time- consuming and
costly process. It is, therefore, desirable to select a representative sample of jobs for
purposes of analysis.

4. Collection of Data: Data will have to be collected on the characteristics of job, the
required behaviour and personal attributes needed to do the job effectively. Several
techniques for job analysis are available. Care needs to be taken to use only such
techniques, which are acceptable and reliable in the existing situation within the
organisation.

5. Preparation of Job Description: The information collected in the previous step is used
in preparing a job description for the job highlighting major tasks, duties, and
responsibilities for effective job performance.

6. Preparation of Job Specification: Likewise, the information gathered in step (4) is also
used to prepare the job specification for a job highlighting the personal attributes
required in terms of education, training, aptitude and experience to fulfil the job
description.

Job Analysis thus carried out provides basic inputs to the design of jobs so that it is able
to meet the requirements of both the organization (in terms of efficiency and
productivity) as well as the employees (in terms of job satisfaction and need fulfilment).
Developing appropriate job design is then the outcome of the job analysis process
required in terms of education, training, aptitude and experience to fulfil the job
description.

1.8.Advantages of job Analysis :

Here are some of the key advantages of conducting job analysis:

• Improved Recruitment and Selection: A thorough job analysis provides the

foundation for creating accurate and detailed job descriptions. These descriptions
clearly outline the essential tasks, skills, and knowledge required for the position.
This attracts qualified candidates who are a good fit for the role, leading to a more
efficient and successful recruitment process.

• Effective Training and Development: By identifying the specific skills and knowledge
needed for a job, organizations can develop targeted training programs. These
programs address any skill gaps and equip employees with the necessary tools for
optimal performance. This not only improves job satisfaction but also enhances
overall productivity.

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 • Fair and Objective Performance Management: Job analysis establishes a clear
framework for performance appraisals. By outlining the key tasks and skills,
organizations set clear performance expectations. This allows for fair and objective
evaluations, reducing bias and ensuring all employees are measured against the
same criteria. Additionally, job analysis can help identify areas within the role that
might need improvement, potentially leading to job redesign or streamlining of
processes.

• Enhanced Employee Motivation and Engagement: When employees understand the

specific requirements of their roles and the skills needed for success, they feel
empowered to take ownership of their professional development. They can use the

job analysis to identify areas for personal growth and set goals to acquire the skills
needed for future advancements within the organization. This sense of purpose and
clear career path can significantly increase employee motivation and engagement.

• Improved Organizational Efficiency: Job analysis helps organizations identify any

redundancies or inefficiencies within specific roles. By streamlining processes and
optimizing tasks, organizations can maximize productivity and resource allocation.
Additionally, job analysis can contribute to workplace safety by ensuring employees
have the necessary knowledge and skills to perform their duties safely.

• Strategic Workforce Planning: Understanding the skillsets and knowledge base of

your current workforce allows for better long-term planning. Job analysis helps
identify future skill gaps and allows organizations to develop strategies to address
them, such as targeted recruitment, upskilling programs, or talent development
initiatives. This ensures the workforce remains adaptable and prepared for future
challenges and opportunities.
1.9. Disadvantages of job analysis:

1. Time-Consuming: A thorough job analysis can be lengthy, requiring interviews,

observations, and data analysis. This can strain resources, especially for smaller
organizations.

2. Limited Scope: Job analysis focuses on the technical aspects of a job (tasks, skills,
knowledge) and might miss intangible qualities like creativity or interpersonal skills.

3. Dynamic Environments: Job requirements can change quickly in some industries.

Traditional job analysis might struggle to keep pace with these evolving needs.

1.10. SOME CONSIDER

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 Job analysis might give the impression that while identifying components of job, we are
looking at everything that concerns the job. However, in analysing the job, following
considerations must be kept in mind:

1. Job analysis is not a one-time activity. Jobs are changing continuously. What was a
job yesterday is not the same job today and would not remain the same in future. These
changes are caused by changing technology, competition, changing profile of the workforce,
changing expectations of end users and a host of other factors. Hence, analysis must be
continuously done to update the nature of job.

2. The Job and not the person—an important consideration in job analysis is conducted
of the job and not of the person. While job analysis data may be collect from incumbents
through interviews or questionnaires, the product of the analysis is a description or
specifications of the job, not a description of the person doing the job.

3. All activities relating to job analysis give us only the minimum requirements of the
job. No analysis can identify either the ultimate or full and complete requirements. What it
does is simply highlights what are minimum activities that are entailed in a job. The reason is
simple. No one can foresee the final outcome because of changes taking place in the nature
of job.

1.2.1. Information Of The Organization :

Infrared Analytical LLP.
Is authorised channel partner of Honeywell Analytics dedicated in delivering Tailor-made
Solution for Industrial Safety and Hazard Controls to its customers. Our Team Consists of
Expertise in the Field of Fire and Gas Detection Systems having an experience of more than
20 years and Having the Knowledge of Advance Technologies in the Safety Equipment

Infrared Analytical is incorporated in 2020 by Mr. Shrikant Naik having almost 21 years’
experience to providing expertise Trailer made solution for Industrial safety and control
Hazards “ We design and Positioning of Fire, flame and Gas Detection equipment to Protect
plant and personal Safety from flammable and Toxic Gas/solvents Hazard “This equipment is
used in homes, commercial property, chemical industry, Manufacturing industry. It can be
portable, or hard-wired complete system

Key Feature of Organization

✓ Experienced team

✓ On Site/off site Calibration

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✓In-house Testing Facility

✓Calibration certificates

✓ Cost effective/on time support

✓ Spare Parts Support

✓Gas And Fire System complete AMC

Address Of The Organization

Unit No. 118, Globe Estate, Plot C-9, Dombivli MIDC Phase 1 Near Vikas Naka, Kalyan Sheel
Road. Dombivli (E, Dombivli East, Maharashtra 421306

Selected Department: Sales Department

1.2.2. NATURE OF THE EXERCISE

This job analysis focuses on the role of a Sales Executive within the Sales Department at
Infrared Analytical LLP. The aim is to identify the essential tasks, skills, and knowledge
required to be successful in this position.

1.2.3. Method :

a. Sample :
3 Sales Executives at Infrared Analytical LLP
1 Sales Manager at Infrared Analytical LLP.
Role Participant Key Tasks Skills

Prospecting, lead Communication,

Neeraj Kulkarni qualification, presentation, negotiation,
presentations, negotiation, customer relationship
Sales (5 years
closing deals management
Executive experience)

Parag Chaudhari Lead qualification, Communication,

(2 years presentations, customer presentation, customer
Sales
experience) support service
Executive

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Sales Dhanjay Patil (1 Lead nurturing, Communication,
Executive year experience) presentations, data entry presentation, data
management

Team management, Leadership, communication,

coaching, performance coaching, sales strategy
Sales
monitoring, sales strategy development
Manager Shrikant Naik

b. Tools Used :
1.Shortened Job Analysis Questionnaire (JAQ):

Develop a concise JAQ specifically tailored to the Sales Executive and Sales Manager roles.

Focus on key areas like:

>Typical daily tasks and responsibilities.

>Skills most used in daily work (e.g., communication, negotiation, customer relationship
management).

>Technical knowledge required for the role (fire & gas detection systems for Sales
Executives).

This JAQ can be sent to participants beforehand to gather initial information and act as a
springboard for the interviews.

2.Semi-structured Interviews:

>Use the pre-determined interview guide with open-ended questions to delve deeper into
the information provided in the JAQ and explore areas not covered.

>This allows for a more interactive data collection process.

1.2.4. Process of Data Collection and Analysis:

1. Conduct individual interviews with each Sales Executive and the Sales Manager,
recording them with consent and transcribing key sections.

2. If a job description exists, compare it to the interview data to identify any

discrepancies.

3. Analyze the interview data to identify common themes regarding tasks, skills, and
knowledge for both roles.

4. Group similar findings into categories to create a comprehensive picture of the Sales
Department structure and responsibilities.

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1.2.5. Results of Job Analysis:

a. Sales Department at Infrared Analytical LLP

This job analysis focused on the roles of Sales Executive and Sales Manager within the Sales
Department at Infrared Analytical LLP. By analyzing interview data, JAQ responses, and
existing documents, we were able to identify the key aspects of each position.

1. Job Specification (Sales Executive):

Experience: Varying levels

Education: Bachelor's degree preferred, relevant sales experience a plus

Soft Skills: Communication, presentation, negotiation, customer relationship management,

data management

2. Job Description (Sales Executive):

Summary:
The Sales Executive plays a crucial role in driving revenue for Infrared Analytical LLP by
prospecting for new leads, qualifying leads, delivering sales presentations, negotiating
contracts, and closing deals. They build and maintain positive relationships with clients to
ensure customer satisfaction and repeat business.

Key Responsibilities:

• Generate leads through prospecting activities (e.g., cold calling, networking).

• Qualify leads to identify potential customers with real needs.

• Develop and deliver persuasive sales presentations showcasing fire & gas detection
system solutions.

• Negotiate contracts and pricing to secure profitable deals for the company.

• Close deals and finalize sales agreements with qualified clients.

• Provide excellent customer service and support to build long-term client

relationships.

• Track sales activities and report on performance metrics.

• Stay up-to-date on industry trends and competitor offerings.

3. Skills Required (Sales Executive):

• Strong communication, presentation, and negotiation skills.

• Customer relationship management skills (building rapport, fostering trust).

21
 • Ability to learn and understand fire & gas detection systems (especially for newer
hires).

• Data management skills (may be required for lead nurturing or reporting).

• Time management and organizational skills to prioritize tasks and meet deadlines.

• Ability to work independently and as part of a team.

4. Job Duties (Sales Manager):

• Lead and manage the Sales team, fostering a positive and productive work
environment.

• Develop and implement effective sales strategies to achieve departmental goals.

• Coach and mentor Sales Executives to improve their skills and knowledge.

• Monitor and evaluate individual and team performance, providing constructive

feedback.

• Identify and address training needs within the Sales team.

• Analyze sales data and reports to identify trends and areas for improvement.

• Conduct competitor analysis to stay ahead in the market.

• Develop and maintain positive relationships with key clients and industry contacts.

5. Job Responsibilities (Sales Manager):

• Oversee the entire sales process, ensuring smooth operation and adherence to best
practices.

• Develop and manage the Sales Department budget.

• Recruit, hire, and onboard new Sales Executives.

• Represent Infrared Analytical LLP at industry events and conferences.

• Report to senior management on sales performance and departmental activities.

6. Implications:

• The findings highlight the need for targeted training programs to address skill gaps in
Sales Executives, particularly technical knowledge of fire & gas detection systems for
newer hires.

• The importance of customer relationship management underscores potential

training on building rapport and maintaining positive client interactions.

22
 • The Sales Manager's role emphasizes the value of ongoing coaching and mentorship
for Sales Executives, which could be implemented through a formal program or
peerto-peer mentoring.

• By incorporating these insights into the recruitment process, job postings and
interview questions can be refined to clearly identify the required skills and
knowledge for Sales Executives.

7. Limitations:

• The relatively small sample size of participants may not capture the full range of
responsibilities within the Sales Department.

• Reliance on self-reported data from interviews and JAQs could be subject to

individual interpretation or bias.

1.2.7.References: Society for Human Resource Management (SHRM).

https://www.shrm.org/topicstools/tools/toolkits/performing-job-analysis

2.Competency Mapping
2.1. Introduction :
Competency mapping is a strategic HR tool used to identify the essential skills, knowledge,
abilities, and behaviors (SKABs) required for successful job performance within an
organization. It essentially creates a blueprint of what makes an employee effective in a
specific role.

WHAT IS COMPETENCY?

Any underlying characteristic required performing a given task, activity, or role successfully
can be considered as competency. Competency may take the following forms:

> Knowledge,

>Attitude, >Skill,

Other characteristics of an individual includes:

> Motives

> Values

> Traits l Self

Concept etc.

Competencies may be grouped in to various areas. In classic article published a few decades
ago in Harvard Business Review, Daniel Katz grouped them under three areas which were
later expanded in to the following four:

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l Technical or Functional Competencies (Knowledge, Attitudes, skills etc. associated with the
technology or functional expertise required to perform the role);

l Managerial (knowledge, attitudes, skills etc. required to plan, organise, mobilise and utilise
various resources);

l Human (knowledge, attitudes and skills required to motivate, utilise and develop human
resources); and

l Conceptual (abilities to visualise the invisible, think at abstract levels and use the thinking
to plan future business).

This is a convenience classification and a given competency may fall into one or more areas
and may include more than one from. It is this combination that are labelled and promoted
by some firms as competency dictionaries. A competency dictionary of a firm gives detailed
descriptions of the competency language used by that firm. It contains detailed explanations
of the combinations of competencies (technical, managerial, human and conceptual
knowledge, attitudes and skills) using their own language. For example Team work or Team
Management competency can be defined in terms of organisation specific and level specific
behaviours for a given origination. At top levels it might mean in the case of one

organisation ability identify utilise and synergize the contributions of a project team
and at another level it might mean ability to inspire and carry along the top management
team including diversity management. In competency mapping all details of the behaviours
(observable, specific, measurable etc.) to be shown by the person occupying that role are
specified.

2.2. COCOMPETENCY– MEANING AND DEFINITION

An individual behaviour, during various life phases is defined in terms of his traits, motives,
values, attitude, Skills knowledge, abilities and habits. These basically are the competencies
that an individual has either imbibed, learned, acquired or experiences over his life -time.
Every profession must recognize and adhere to its obligations. Every individual receives
some resources from their parents, such as domain knowledge, attitude, and abilities, to
help him or her fulfil his or her professional tasks. These skills, knowledge or behavior that
one already possess or acquires through learning is known as competency. Competence is a
behavioural trait of a person. Competency is defined as a mix of causal abilities, subjective
knowledge, and applied skills that results in successful performance. Dictionary refers
competency as “the quality or state of being competent”. One must cartel oneself with
competencies to form a formidable combination, and assess various combinations of these
in order to produce competent results.

a. DEFINITIONS

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* Unido (2002) : “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.
Competencies emphasize on required attributes and activities for an institution to be
successful.”

* Javidan (1998) : “A cross-functional integration and co-ordination of capabilities.”

* Woodruffe (1993) : “The set of behavior patterns that the incumbent needs to bring to a
position in order to perform its tasks and functions with competence.”

* Hayes (1979) : “Competencies are generic knowledge, motive, trait, social role or a skill of
a person linked to superior performance on the job.”

Ansfield (1997) : “Underlying Characteristics of a person that results in a effective superior

performance.”

* Rankin (2002) : “Competencies are definition of skills and behaviors that organization
expects their staff to practice in work.”

2.3. CLASSIFICATION OF COMPETENCIES :

Boyatzis (1982) has made a reference of threshold competencies and differentiating

competencies

a) Threshold competencies; These are essential competencies, generic knowledge, motive

self -image , social role or skill which is essential to perform a job , however do not
distinguish superior performance from average performance. Thus it is not causally
related to superior performance

b) Differentiating competencies; These are competencies that distinguish a superior

performer from an average performer. For example leadership qualities of a sales person viz;
ability to take risk, achievement orientation and interpersonal abilities may lead to superior
performance.

The competences are further classified as:

A.Technical or functional

Business Awareness- A set of characteristics necessary to make corporate

judgments in order to achieve business objectives.
Organizational Awareness- Must have a solid understanding of essential
business facts such as short and long-term objectives, product expertise,
responsibilities, and interactions at departmental level.
Technical Skills- Through operational expertise required to accomplish job
obligations.
External Awareness- Should be well-versed in various market dynamics,
government legislation affecting the business, and competitor policies.

25
B. Managerial skill :

Customer oriented- The capability to recognize, fulfill, and surpass the

expectations of customers.
Planning Skills- Aspects essential for understanding the requirements of
various actions to be conducted in order to achieve the intended goals. Cross
Functional Perspective- A necessary characteristic for being aware of one’s
own job in connection to different functions within the business. Concern for
Excellence- Able to bring out the best in teamwork and interpersonal
relationships inside the business.
Judgment- The ability to make rapid, rational judgments in unclear, confusing
situations requiring a high level of intuition/judgment is required
Leadership- Attribute essential for assuming responsibility for achieving the
intended goals.

• Delegating authority and assisting organization-subordinates with

coordination. Required attribute for subordinates to be effective in their given
jobs and contribute to the organisation.
• Risk Taking- The ability to own up to a mistake and take the necessary
actions to correct it

.C. Human Attributes:

Communication- The ability to communicate and transmit messages to all

levels of the company in a concise way. Should be able to communicate well
both orally and in writing
Teamwork & Interpersonal Effectiveness- Attribute essential to influence
group or teamwork in order to achieve team objectives.
Integrity- Give voice to what you can and commit and deliver.
Transparency and focus while interacting with people.

2.4. Competency APPROACH TO JOB ANALYSIS :

A skill is a task or activity required for competency on the job. Competency in a skill requires
knowledge, experience, attitude, and feedback. Performance assessment criteria clearly
define the acceptable level of competency for each skill required to perform the job. The
individual’s level of competency in each skill is measured against a performance standard
established by the organization. These competency skills are grouped according to a major
function of the occupation, and are presented in a twodimensional chart. Each skill has its
own set of “learning outcomes”, which must be mastered before a competency in the

26
particular skill is acknowledged. The competency based job analysis involves the following
steps:

a) Identification of major job functions;

b) Identification of skills performed within each of the major job functions;

c) Generation of several drafts to be reviewed by employers and employees and modified to

accurately reflect the skills performed on the job;

d) Development of an occupational analysis chart. The chart is a two-dimensional

spreadsheet chart displaying the major job functions and skills; and

e) Identification of performance standards for each skill using a competency-based rating

scale which describes various levels of performance.

2.5. USES OF COMPETENCY APPROACH IN AN ORGANISATION

Competency approach is a foundation upon which to build a variety of human resource

development initiatives. This adaptable, flexible, and scalable tool has been used for the
following benefits to the organization:

a) provides a systematic approach to planning training

b) customizes training delivery to the individual or organization

c) evaluates suitability of training programs to promote job competence

d) provides employees with a detailed job description

e) develops job advertisements

f) helps in personnel selection

g) assists in performance appraisals

h) targets training to skills that require development

i) gives credit for prior knowledge and experience

j) focuses on performance improvement

k) promotes ongoing employee performance development

l) identifies employee readiness for promotion

m) guides career development of employees

n) develops modular training curriculum that can be clustered as needed o) develops

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learning programmes

2.6. Importance of Competency Mapping :

There are several key reasons why competency mapping is a valuable tool for organizations:

• Clarity for Roles and Expectations: By defining the essential SKABs for each position,
competency mapping creates clear expectations for employees. This reduces
ambiguity and ensures everyone is on the same page about what success looks like
in each role.

• Enhanced Recruitment and Selection: Clear competency profiles allow organizations

to target recruitment efforts towards candidates who possess the right skills and
behaviors. This leads to a better fit between individual strengths and job demands,
ultimately resulting in higher performing teams.

• Performance Management Framework: Competency mapping provides a structured

framework for performance evaluations. By aligning performance goals with specific
competencies, managers can provide more objective and targeted feedback to
employees.

• Targeted Training and Development: The process of identifying competency gaps

highlights areas where employees may require additional training or development.
This facilitates the creation of targeted training programs that directly address skill
deficiencies, leading to a more skilled and adaptable workforce.

• Career Path Planning: Competency mapping plays a crucial role in enabling career
path planning discussions. By understanding the competencies required for different
roles within the organization, employees can identify the skills they need to develop
for career advancement. This motivates them to actively pursue learning and
development opportunities.

2.7. The Competency Mapping Process:

Developing a competency map is a collaborative process that often involves various
stakeholders, including HR professionals, subject matter experts, and even current
employees in specific roles. Here's a general outline of the steps involved:

1. Strategic Alignment: The first step is to align the process with the organization's
overall goals and objectives. This ensures that the defined competencies are directly
linked to the strategic direction of the company.

2. Role Definition: Next, key roles and responsibilities within the organization are
identified and clearly defined. This provides a foundation for understanding the
specific skills and behaviors required for each position.

28
 3. SKAB Identification: For each role, the essential SKABs are determined. This might
involve brainstorming sessions, reviewing job descriptions, and analyzing industry
best practices.

4. Competency Levels: Different levels of competency can be defined for each SKAB.
Each level should have specific performance indicators that describe the expected
behavior at that level.

5. Gap Analysis: Once competencies are defined, a gap analysis can be conducted to
identify the difference between the current skills of employees and the desired
levels. This helps to prioritize training needs.

6. Development Strategy: Finally, a development strategy is outlined. This may involve

training programs, mentoring initiatives, or on-the-job experiences to bridge
identified competency gaps.

2.8. The Benefits of a Competency-Driven Approach:

By implementing a competency mapping system, organizations can reap significant benefits.

These include:

• Enhanced Employee Performance: Clear expectations and targeted development

opportunities lead to a more skilled and engaged workforce, ultimately resulting in
improved performance and productivity.

• Improved Talent Acquisition and Retention: Competency maps facilitate the hiring
of the right people with the right skills, leading to a more effective talent pool and
improved employee retention rates.

• Standardized Performance Management: Competency models provide a consistent

framework for conducting performance evaluations and ensuring fair assessments
across the organization.

• Clearer Career Development Pathways: When employees understand the

competencies required for growth, they are empowered to take ownership of their
professional development.

2.9. COMPETENCY MODELS :

Competency Models or framework is a complete collection of competency clusters,

competencies and behavioral indicators. It integrates all the behavioral indicators that apply
to various positions at all levels in an organization. It thus encompasses as aspects of
individual roles, and thus the expected behavior is defined and communicated to the
employees how it is related to the overall objectives of the organization. The degree of
proficiency in each skill of the individual is measured against a performance benchmark
specified by the relevant institution.

29
Proficiency is denoted by how such a particular competency a role holder must have, by
which he will be able to produce superior results. Thus it is important to create consistent
proficiency levels, which are used to rate and compare an individual in different jobs/roles in
an organization. Generally five levels of proficiency are defined:

1) Beginning; The employee response is reactive by nature

2) Elementary; Within his own zone of influence and control an employee responds
satisfactorily and is aware of his requirement.

3) Intermediate; The employee makes effort to exceed beyond the required expectation, has
a broader perspective, responds to all situations, analyzes it and performs above the
required standards

4) Advanced: employee proactively responds to all situations and generally performs

consistently above the requirements of standards

5) Expert: shows exceptional foresight creates a motivating , learning environment to deliver

exceeding the desired level of performance Each proficiency level is specifically defined
through behavioral descriptors, which have a logical hierarchy so that higher proficiency
leads to or depicts higher competency.

a. COMPETENCY ICE BERG MODEL :

It might be useful to conceive about competencies as an iceberg. Technical expertise are at

the top - the section visible above the waterline . Behavioral competencies are below the
surface - they are more difficult to measure and sometimes more difficult to acquire.
Behavioral competencies are indications of how a person perceives himself or herself
(selfimage), how he or she generally behaves (traits), or what motivates him or her
(motives).

Skill: - A person's ability to perform something well is referred to as their skill. For example,
excelling at Microsoft Word.

Knowledge: - Information that a person applies in a certain field. For example, at a

restaurant with an international clientele, this may distinguish an exceptional waiter or
waitress who speaks many languages from his or her mediocre counterpart.

Self-image: A person's perception of his or her own identity, personality, and value. For
example, perceiving oneself as a leader or a person development. A trait is a characteristic
of a person's conduct. Being an excellent listener, for example.

Motive: - What motivates someone's action in a specific area (an underlying need for
achievement, affiliation or power).

b.HOLISTIC COMPETENCY MODEL :

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Porvaznik (2013) proposed a holistic approach for developing competence models. The
holistic model of managing competence emphasizes the need of evaluating managerial
competence holistically, that is, by examining each manager's knowledge capacity,
application skills, and social maturity. Using the comprehensive concept of competency, we
may avoid selecting managers who are under-qualified, causing them to perform
incompetently.

Porvaznik (2013) offered the following procedure:

Formula HQ = f (SQ, AQ, KQ)

Where: HQ = Holistic competence

SQ = Social maturity, SQ = SQ1, SQ2, SQ3, SQ4,

AQ = Application (practical) skills, AQ= AQ1, AQ2, AQ3, AQ4, AQ5

KQ = Knowledge ability, KQ = KQ1, KQ2, KQ3, KQ4

Three pillars of holistic model consist of:

1. Professional (Knowledge) ability, i.e. knowledge-based capabilities (KQ), which show

the degree of professional skills and managerial domains. They are also identified by their
functional capability.

2. Social Maturity (SQ), which is comprised of an individual's personality. Social

Maturity is a difficult concept to grasp. SQ should be synonymous with socially responsible,
ethical, humane, and personal moral.

31
3. Application Skill (AQ), also known as practical skills, tells us whether the manager
knows what to do and how to do it in the business. It describes It describes the manager's
capacity to use information in his or her job.

2.2.Competency Mapping Process At Infrared Analytical LLP for Sales

Department

2.2.1. Nature of Organisation : Infrared Analytical LLP is a company incorporated in 2020 by

Mr. Shrikant Naik. They are an authorized channel partner of Honeywell Analytics,
specializing in delivering tailor-made solutions for industrial safety and hazard control.

Selected Department: Sales Department

2.2.2. Method:

a. Sample : Sales Executives

Sales Manager

b.Tools Used: Questionnaire-structured Interviews

2.2.3. process of Data Collection and Analysis:

1. Initial Data Collection: Participants completed the shortened CMQ electronically.

2. Semi-structured Interviews: Interviews were conducted with each participant,

recorded with consent, and key sections transcribed.

3. Competency Framework Development: Based on the analyzed data, a competency

framework was developed outlining core competencies relevant to the Sales
Department at Infrared Analytical LLP.

4. Role-Specific Competency Mapping: Specific competencies were mapped to each

role (Sales Executive and Sales Manager) with varying levels of proficiency required
based on experience level (entry-level, mid-level, senior).

2.2.4. Result :
Practicum Report: Competency Mapping for Sales Department at Infrared
Analytical LLP

a.Interpretation & Discussion

32
The data analysis revealed several key competencies essential for success in the
Sales Department at Infrared Analytical LLP. These competencies can be
grouped into the following categories outlined in the competency framework:
• Sales & Business Acumen:
o AllSales Executives need a solid understanding of the sales cycle
and the fire & gas detection system market. Senior personnel should
possess a more in-depth grasp of sales strategy and competitor
analysis to develop effective sales plans and navigate the
competitive landscape. o The depth of technical knowledge of fire &
gas detection systems varies by experience level. Entry-level
representatives might focus on core functionalities, while senior
personnel should have indepth knowledge of various systems and
applications to offer tailor-made solutions to complex client needs.
• Customer Relationship Management:
o Building rapport and identifying client needs are fundamental for all
Sales Executives. As they progress in their careers, fostering
longterm relationships and acting as trusted advisors become
increasingly important, particularly for senior representatives
managing key accounts.
• Communication Skills:
o Effective communication (written and verbal) is crucial for
presentations, negotiations, and client interactions. Senior
personnel should excel at tailoring communication to diverse
audiences and building strong client confidence through clear and
persuasive communication.
• Results Orientation: o A focus on achieving and exceeding sales targets is
essential for all Sales Executives. Senior personnel might be responsible
for setting ambitious sales goals and driving departmental sales success.
Teamwork & Collaboration: o Collaboration is crucial for knowledge
sharing and supporting colleagues. Senior Sales Executives might take on
additional responsibilities like mentoring and coaching junior team
members to foster a positive and collaborative team environment.

33
2.2.5. Alignment with Company Features:
The identified competencies directly support Infrared Analytical LLP's key
service features and their future focus on Annual Maintenance Contracts
(AMCs):
• Experienced Team & In-house Testing Facility: The emphasis on a highly
qualified team and advanced testing facilities aligns with the competency
of "Sales & Business Acumen," allowing the sales team to speak credibly
to the expertise behind the service.
• Calibration Certificates & On-Time Support: The focus on providing
calibration certificates and timely service aligns with the "Results
Orientation" competency, demonstrating the company's commitment to
quality and reliability.
• Cost-Effective & Spare Parts Support: Cost-effective solutions and readily
available spare parts support the "Customer Relationship Management"
competency, allowing the sales team to highlight Infrared Analytical LLP's
value proposition.
• Gas & Fire System Complete AMC: The focus on AMCs aligns with the
"Results Orientation" and "Customer Relationship Management"
competencies. By emphasizing preventative maintenance through AMCs,
the sales team can position Infrared Analytical LLP as a long-term partner
in client safety.
2.2.6. Recommendations
Based on the competency mapping findings, the following recommendations
can be made for the Sales Department at Infrared Analytical LLP:
• Develop Sales Presentations & Brochures Highlighting Expertise:
o Develop sales presentations and brochures that highlight the
expertise of the team and the advanced capabilities of the inhouse
testing facility. This aligns with the "Sales & Business Acumen"
competency and strengthens the value proposition for clients.
• Tailor Communication to Emphasize Preventative Maintenance:

34
 o Train Sales Executives to tailor communication to emphasize the
benefits of preventative maintenance through AMCs. This
leverages the "Customer Relationship Management" competency
by positioning Infrared Analytical LLP as a proactive partner in
client safety.
• Consider Incentive Programs for Upselling AMCs:
o Implement incentive programs that reward Sales Executives for
upselling AMCs. This incentivizes behavior aligned with the
company's future focus and the "Results Orientation" competency.
2.2.7. Limitations
• The relatively small sample size of participants may not capture the full
range of responsibilities within the Sales Department.
• Reliance on self-reported data from interviews and JAQs could be subject
to individual interpretation or bias.
2.2.8. References:
• Society for Human Resource Management (SHRM).
https://www.shrm.org/topics-tools/tools/toolkits/performing-jobanalysis
By implementing these recommendations, Infrared Analytical LLP can leverage
the identified competencies to strengthen its sales efforts and achieve its
strategic goals. The focus on building long-term client relationships through
exceptional service and a commitment to preventative maintenance positions
Infrared Analytical LLP as a trusted partner in industrial safe

3.PERFORMANCE APPRAISAL
3.1. INTRODUCTION :

Performance Appraisal is a control piocess in which employee's performance is evaluated

against standards. Performance appraisal is the heart of the personnel management,
because it serves as a support system for the managment of the organization and the
employees.

35
 In any system of performance appraisal it is necessary to adopt nomenclature which has
uniform and universal application, so that one description would convey to all persons at all
times and at all places the same meaning in order to eliminate any misunderstanding.

The central to the concept of the employee's performance appraisal is the mutual advantage
of employer and employee, so that in practice the phrase "career development establishes
an identity and interest between them is true".

If the managers accept that one of their responsibilities is to develop their subordinates
they should also accept that appraisal and discussion about job performance are their duties
too.

The essence of performance appraisal is the comparison of actual performance with

prestated goal and job expectations. A performance appraisal cannot begin until employees
have been on the job for a periodof time, working under clear set of guidelines and
directions

3.2. PERFORMANCE APPRAISAL

Definition

"Performance appraisal is the systematic evaluation of individual with respect to hisher

performance on the record of hisher potential for development."

"Performance appraisal is the evaluation of work done (quantity, quality and the manner in
which it is carried out) during a specified period against the background of the total work
situation. Formal appraisal attempts at placing on record certain personality and behavioural
characteristics of the individual, effectiveness of the job and contribution to the
achievement of organizational goals."

a.Significance of Performance Appraisal

It is said that performance appraisal is an investment for the Company which can be justified
by following significances:

1. Promotion: Performance Appraisal helps the supervisors to chalk out the promotion
programmes for efficient employees. In this regards, inefficient workers can be penalized.

2. Compensation: Performance Appraisal helps in chalking out compensation packages

for employees. Merit rating is possible through performance appraisal. Performance
Appraisal tries to give worth to a performance. Compensation packages which include
bonus, high salary rates, extra benefits, allowances and pre-requisites are dependent on
performance appraisal.

3. Employees Development: The systematic procedure of performance appraisal helps

the supervisors to frame training policies and programmes. It helps to analyze strengths and

36
weaknesses of employees so that new jobs can be designed for efficient employees. It also
helps in framing future development programmes.

4. Selection Validation: Performance Appraisal helps the supervisors to understand the

validity and importance of the selection procedure. The supervisors realize the strengths and
weaknesses of selection procedure. Improvement in selection methods can be made in this
regard. Motivation: Performance appraisal serves as a motivation tool. Through evaluating
performance of employees, a person’s efficiency can be determined if the targets are
achieved. This motivates a person for better job and helps him to improve his performance
in the future.

5.Motivation: Performance appraisal serves as a motivation tool. Through evaluating

performance of employees, a person’s efficiency can be determined if the targets are
achieved. This motivates a person for better job and helps him to improve his performance
in the future.

3.3. Objectives of Performance Appraisal

The main objective of the performance appraisal is to reward those who are working
efficiently and honestly in the Organization. At the same time, it also aims at eliminating
those who are inefficient and unfit to carry out their responsibilities. It has to be done
almost continuously, so that no injustice is done to a deserving individual. It is, therefore,
necessary to clearly define the organizational objectives, targets and priorities. It is further
necessary to define clearly the roles and responsibilities of the persons involved in the
functioning of the Organization. Performance Appraisal can be done with following
objectives in mind:

1. To maintain records in order to determine compensation packages, wage

structure, salaries etc

2. To identify the strengths and weaknesses of employees to place right men on

right job.

3. To maintain and assess the potential of a person for further growth and
development.

4. To provide a feedback to employees regarding their performance and related

status.

5. To provide a feedback to employees regarding their performance and related

status.

6. It serves as a basis for influencing working habits of the employees.

7. To review and retain the promotional and other training programmes.

3.4. Challenges of Performance Appraisal

37
An organization comes across various problems and challenges of performance appraisal in
order to make a performance appraisal system effective and successful. The main
performance appraisal challenges involved in the performance appraisal process are :

Determining the Evaluation Criteria: Identification of the appraisal criteria is one of the
biggest problems faced by the top management. The performance data to be considered for
evaluation should be carefully selected. For the purpose of evaluation, the criteria selected
should be in quantifiable or measurable terms.

Create a Rating Instrument: The purpose of the performance appraisal process is to judge
the performance of all the employees rather than the individual employee. The focus of the
system should be on the development of the employees of the Organization.

Lack of Competence: Top management should choose the raters or the evaluators carefully.
They should have the required expertise and the knowledge to decide the criteria accurately.
They should have the experience and the necessary training to carry out the appraisal
process objectively.

Errors in Rating and Evaluation: Many errors based on the personal bias like stereotyping,
halo effect (i.e. one trait influencing the evaluator’s rating for all other traits) etc. may creep
in the appraisal process. Therefore the rater should exercise objectivity and fairness in
evaluating and rating the performance of the employees.

Resistance: The appraisal process may face resistance from the employees and the trade
unions for the fear of negative ratings. Therefore, the employees should be communicated
and clearly explained the purpose as well the process of appraisal. The standards should be
clearly communicated and every employee should be made aware that what exactly is
expected from him/her.

3.5. PROCESS OF PERFORMANCE APPRAISAL

Establishing Performance Standards: The first step in the process of performance appraisal is
the setting up of the standards which will be used to compare the actual performance of the
employees against the standards set. This step requires setting the criteria to judge the
performance of the employees as successful or unsuccessful and the degrees of their
contribution to the Organizational goals and objectives. The standards set should be clear,
easily understandable and measurable. In case the performance of the employee cannot be
measured, great care should be taken to describe the standards.

Communicating the Standards: Once performance standards are set, it is the responsibility
of the management to communicate the standards to all the employees of the Organization.
The employees should be informed and the standards should be clearly explained to the
employees. This will help them to understand their roles and to know what exactly is

38
expected from them. The standards should also be communicated to the appraisers or the
evaluators and if required, the standards can also be modified at this stage itself according
to the relevant feedback from the employees or the evaluators.

Measuring the Actual Performance: The most difficult part of the Performance appraisal
process is measuring the actual performance of the employees, that is, the work done by
the employees during the specified period of time. It is a continuous process which involves
monitoring the performance throughout the year. This stage requires careful selection of
appropriate techniques of measurement. It should be taken care that personal bias does not
affect the outcome of the process.

Comparing the Actual with the Desired Performance: The actual performance is compared
with the desired or the standard performance. The comparison tells the deviations in the
performance of the employees from the standards set. The result can show the actual
performance being more than the desired performance. On the other hand, the actual
performance may be less than the desired performance depicting a negative deviation in the
Organizational performance. This step includes recalling, evaluating and analysis of data
related to the employees’ performance

.Discussing Results: The result of the appraisal is communicated and discussed with the
employees on one-to-one basis. The focus of this discussion is on communication and
listening. The results, the problems and the possible solutions are discussed with the aim of
problem solving and reaching consensus. The feedback should be given with a positive
attitude as this can have an effect on the employees’ future performance. The purpose of
the meeting should be to solve the problems faced and motivate the employees to perform
better.

Decision Making: The last step of the process is to take decisions which can be taken either
to improve the performance of the employees, take the required corrective actions, or the
related HR decisions like rewards, promotions, demotions, transfers etc

3.6. PERFORMANCE APPRAISALS METHODS

the methods of performance appraisal under two popular approaches that are available for
performance appraisal. These are Traditional approach and Modern approach

a.Traditional Approach

This approach has been used as just a method for determining and justifying the salaries of
the employees. It has been used as a tool for determining rewards and punishments for the
past performance of the employees. This approach was a past oriented approach which
focused only on the past performance of the employees i.e. during a past specified period of
time. This approach did not consider the developmental aspects of the employee

39
performance i.e. his training and development needs or career developmental possibilities.
The primary concern of the traditional approach is to judge the performance of the
Organization as a whole by the past performances of its employees. Therefore, it is also
called as the overall approach. The following are some of the traditional performance
appraisal methods that Organizations may follow:

1. Essay Appraisal Method: This traditional form of appraisal, also known as “Free Form
method” involves a description of the performance of an employee by his/ her superior. The
description is an evaluation of the performance of any individual based on the facts and
often includes examples and evidences to support the information. A major drawback of the
method is that it may suffer from the bias of the evaluator.

2.Straight Ranking Method: This is one of the oldest and simplest techniques operformance
appraisal. In this method, the appraiser ranks the employees from thebest to the poorest on
the basis of their overall performance. It is quite useful for a comparative evaluation.

3. Paired Comparison Method: In this method, comparison is made on each employee

with all others in the group. On the basis of the overall comparisons, the employees are
given the final rankings.

4. Critical Incidents Methods: In this method, the evaluator rates the employee on the
basis of critical events and how the employee behaved during those incidents. It includes
both negative and positive points. The drawback of this method is that the supervisor has to
note down the critical incidents and the employee behaviour as and when they occur.

5. Field Review Method: In this method, a senior member of the HR department or a

training officer discusses and interviews the supervisors to evaluate and rate their respective
subordinates. A major drawback of this method is that it is a very time consuming method.
This method helps to reduce the superiors’ personal bias.

6. Checklist Method: The rater is given a checklist of the descriptions of the behaviour
of the employees on the job. The checklist contains a list of statements on the basis of which
the rater describes the job performance of the employees.

7. Graphical Rating Scale Method: In this method, an employee’s quality and quantity
of work is assessed in a graphic scale indicating different degrees of a particular trait. The
factors taken into consideration include both the personal characteristics and characteristics
related to the on the job performance of the employees. For example a trait like Job
Knowledge may be judged on the range of average, above average, outstanding or
unsatisfactory.

8. Rating Scales Method: Rating scales consists of several numerical scales representing
job related performance criterion such as dependability, initiative, output, attendance,
attitude, etc. Each scales ranges from excellent to poor. The total numerical score are
compared and final conclusions are derived. Advantages of rating scales are: adaptability,

40
ease to use, low cost, every type of job can be evaluated and final conclusions can be
derived, no formal training is required. However, rater’s bias is considered as the major
disadvantage of this method.

b.Modern Approach

The modern approach to performance development has made the performance appraisal
process more formal and structured. It includes a feedback-process that helps to strengthen
the relationships between superiors and subordinates and improve communication
throughout the Organization. It is a future oriented approach and is developmental in
nature. This recognizes employees as individual and focuses on their development. The
following are some of the modern performance appraisal methods that Organizations may
follow:

1.Assessment Centres: An assessment centre typically involves the use of methods like
social/informal events, tests and exercises, assignments being given to a group of
employees, to assess their competencies to take higher responsibilities in the future.
Generally, employees are given an assignment similar to the job they would be expected to
perform if promoted. The trained evaluators observe and evaluate employees as they
perform the assigned jobs and are evaluated on job related characteristics. The major
competencies that are judged in assessment centers are interpersonal skills, intellectual
capability, planning and organizing capabilities, motivation, career orientation etc.
Assessment centers are also an effective way to determine the training and development
needs of the targeted employees.

2. Human Resource Accounting Method: Human resources are valuable assets for
every Organization. Human resource accounting method tries to find the relative worth of
these assets in terms of money. In this method the Performance appraisal of the employees
is judged in terms of cost and contribution of the employees. The cost of employees include
all the expenses incurred on them like their compensation, recruitment and selection costs,
induction and training costs etc. whereas their contribution includes the total value added
(in monetary terms). The difference between the cost and the contribution will be the
performance of the employees. Ideally, the contribution of the employees should be greater
than the cost incurred on them

3. Management by Objectives (MBO): MBO can be described a process whereby the

employees and the superiors come together to identify common goals. The employees set
their goals to be achieved, the standards to be taken as the criteria for measurement of their
performance and contribution and deciding the course of action to be followed. The essence
of MBO is participative goal setting, choosing course of actions and decision making. An
important part of the MBO is the measurement and the comparison of the employee’s
actual performance with the standards set. Ideally, when employees themselves have been

41
involved with the goal setting and choosing the course of action to be followed by them,
they are more likely to fulfill their responsibilities.

4. Balance Score Card: The Balanced scorecard – an approach given by Kaplan and
Norton provides a framework of various measures to ensure the complete and balanced
view of the performance of the employees. Balanced scorecard focuses on the measures
that drive performance. The balanced scorecard provides a list of measures that balance the
Organizations internal and process measures with results, achievements and financial
measures.

5. 360 Degree Feedback Appraisal: It is also known as ‘multi-rater feedback’, is the

most comprehensive appraisal where the feedback about the employees’ performance
comes from all the sources that come in contact with the employee on his job. 360 degree
respondents for an employee can be his/her peers, managers (i.e. superior), subordinates,
team members, customers, suppliers/ vendors. Anyone who comes into contact with the
employee and can provide valuable insights and information or feedback regarding the
“onthe-job” performance. The 360 degree appraisal has four integral components:

Self appraisal, Superior’s appraisal, Subordinates’ appraisal and peers appraisal. Self
appraisal gives a chance to the employee to look at his/her strengths and weaknesses, his
achievements, and judge his own performance. Superior’s appraisal forms the traditional
part of the 360 degree performance appraisal where the employees’ responsibilities and
actual performance is rated by the superior. Subordinates appraisal gives a chance to judge
the employee on the parameters like communication and motivating abilities, superior’s
ability to delegate the work, leadership qualities etc. The correct feedback given by peers
can help to find employees’ abilities to work in a team, co-operation and sensitivity towards
others.

3.2.1. PERFORMANCE APPRAISAL Exercise Conducting At Infrared Analytical LLP for Sales
Department

3.2.2. Nature of Organisation :

Infrared Analytical LLP is a leading provider of industrial safety and hazard control solutions.
The sales department plays a crucial role in the organization's success by identifying
potential customers, building relationships, and closing deals.

3.2.3. Nature Of Exercise:

The performance appraisal exercise for the sales department involved the following steps:

1. Setting Performance Standards: The performance standards for the sales

department were based on the organization's goals and objectives, such as sales
volume, customer satisfaction, and revenue generated.

42
 2. Collecting Data: The data was collected from various sources, such as sales reports,
customer feedback, and other relevant data.

3. Evaluating Performance: The data was evaluated against the performance standards.
The evaluation was based on a set of criteria, such as sales volume, customer
satisfaction, and revenue generated.

4. Providing Feedback: The results of the performance appraisal exercise were

discussed with the sales manager and the sales executives. Feedback was provided
on their strengths and weaknesses and areas for improvement.

3.2.4. Method:

a.Participants: The participants in this exercise were the sales manager, Shrikant Naik,
and three sales executives, Niraj Kulkarni, Parag Choudhari, and Dhananjay Patil.

b.Tools Used: The tools used in this exercise included sales reports, customer feedback, and
other relevant data.

3.2.5.Process of Data Collection and Analysis: The data was collected from various sources,
such as sales reports, customer feedback, and other relevant data. The data was analyzed to
evaluate the participants' performance against the performance standards.

3.2.6.Result :

a.Interpretation & Discussion:

The results of the performance appraisal exercise were discussed with the participants, and
feedback was provided. The discussion focused on the participants' strengths and
weaknesses and areas for improvement. The participants were encouraged to ask questions
and provide feedback on the performance appraisal process.Recommendations:
Based on the results of the performance appraisal exercise, the following recommendations
were made:

1. Setting Clear Performance Standards: It is recommended that the organization sets

clear performance standards for the sales department. This will help the participants
understand what is expected of them and will provide a basis for evaluating their
performance.

2. Regular Performance Feedback: It is recommended that the organization provides

regular performance feedback to the participants. This will help them stay on track
and will provide an opportunity for them to improve their performance.

3. Training and Development: It is recommended that the organization provides

training and development opportunities for the sales department participants. This
will help them improve their skills and knowledge and will contribute to their overall
performance.

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3.2.7. Limitations:
The limitations of this performance appraisal exercise include the following:

1. Subjectivity: The performance appraisal exercise may be subjective, as it is based on

the evaluator's judgment.

2. Data Limitations: The data used in the performance appraisal exercise may be
incomplete or inaccurate.

3. Employee Resistance: The participants may resist the performance appraisal

process, which could affect the accuracy of the results.

3.2.8. References:

1. Performance Measurement Systems as a Planning Tool. (n.d.). Retrieved from

https://digital.library.txst.edu/server/api/core/bitstreams/8ebbf692e09145e
2-939c-341820b644f6/content

2. Data Analysis and Presentation Skills: the PwC Approach Specialization. (n.d.).
Retrieved from https://www.coursera.org/specializations/pwcanalytics

3. London Internship Study Abroad - Boston University. (n.d.). Retrieved from

https://www.bu.edu/abroad/programs/london-internship-program/

4. Careers - Capstone Investment Advisors. (n.d.). Retrieved from

https://www.capstoneco.com/careers/

5. BPM - Assurance, Advisory, Tax & Wealth Management. (n.d.). Retrieved

from https://www.bpm.com

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 4. RECUITMENT PLANNING AND PROCESS
4.1. INTRODUCTION :
The most valuable asset of any large-scale organization is the high-caliber employees.
Finding right people and putting them at right job is the most important challenge any
organization. At the stage of Human Resource Planning, as we have already discussed in the
previous unit, the human resource requirement is forecasted. Keeping in mind the forecast
the function of attracting the best available talent is carried out by an organization. It
involves functions like recruitment and selection.

4.2. RECRUITMENT : Recruitment forms the first stage in the process, which continues
with the selection and ends with the placement of the candidate. It follows HR planning
process. It is the art of discovering and procuring potential applicants for actual and
anticipated organizational vacancies. Accordingly, the purpose of recruitment is to locate
sources of manpower to meet job requirements and job specifications.

Recruitment is the process of identifying the prospective employees, stimulating and

encouraging them to apply for a particular job or jobs in an organization. It is a positive
action as it involves inviting people to apply. The purpose is to have an inventory of eligible
persons from amongst whom proper selection of the most suitable person can be made.
a.Factors affecting recruitment:

• Geographical factors and employment conditions where the organization is located

can become a potential factor for attracting job applications.

• Effects of past recruiting successes or otherwise is another criterion

• Policies of the organization like promotions from within also indirectly motivates the
applicants

• Compensation and benefits packages offered by the organization influence the

number of applications

4.3. THE PROCESS OF RECRUITMENT :

Preparation for Recruitment Before you think of inviting people to apply for a job you have
to decide what types of persons are to be invited and what their characteristics should be.
This calls for fixing the ‘job specifications’ which may also be called ‘man specifications’. Job
specifications are based on job escription which is dependent upon the nature requiremen

of a job. Thus, job specification will be different for each job .

45
a.Various elements of job specification.

Physical Specifications: For certain jobs some special physical features may be required. For
example, for assembly of a TV set or some other electronic equipment good vision is
required, for a typing job you need finger dexterity, for a heavy job you need a strong, heavy
and thick-set body. The particular physical abilities and skills necessary for a given job have
to be specified. These may refer to height, weight, vision, finger dexterity, voice, poise, hand
and foot coordination, motor coordination, colour discrimination, age-range, etc.

Mental Specifications: These include intelligence, memory, judgement, ability plan, ability
to estimate, to read, to write, to think and concentrate, scientific faculties, arithmetical
abilities, etc. Different jobs require different degrees of such abilities and the more
important ones should be specified.

Emotional and Social Specifications: These include characteristics which will affect his
working with others, like personal appearance, manners, emotional stability, aggressiveness,
or submissiveness, extroversion or introversion, leadership, cooperativeness, initiative and
drive, skill in dealing with others, socia1 adaptability, etc.

Behavioral Specifications: Certain management personnel at higher levels of management

are expected to behave in a particular manner. These are not formally listed but have to be
kept in mind during the process of recruitment, selection and placement.

4.4. METHODS OF RECRUITMENT :

All methods of recruitment can be put into three categories:

(a) Direct Methods, (b)

Indirect Methods, and (c) Third-Party

Methods.

a.Direct Methods

include sending recruiters to educational and professional institutions, employee contacts

with public, manned exhibits and waiting lists.

Schools and Colleges: For clerical, labour and apprenticeship help, high schools can be
extensively used. For technical, managerial and professional jobs, colleges, university
departments and specialized institutes, like the IITs and IIMs, are used. These institutions
usually have a placement officer a teacher-in-charge of placement, who normally provides
help in attracting employers arranging interviews, furnishing space and other facilities and
providing student resumes. The companies maintain a list of such institutions, keep in touch

46
with them, send their brochures indicating job openings, future prospects, etc. On the basis
of these students who want to be considered for the given job (s) are referred to the
company recruiter.

Employees’ Contact with the Public: The employees of the organization are told about the
existence of particular vacancies and they bring this to the notice of their relatives, friends
and acquaintances.

Manned Exhibits: The organizations send recruiters to conventions and seminars, setting up
exhibition at fairs, and using mobile offices to go to the desired centres.

Waiting Lists: Many firms lean heavily on their own application files. These records list
individuals who have indicated their interest in jobs, either after visiting the organization’s
employment office or making enquiries by mail or phone. Such records prove a very useful
source if they are kept up-to-date.

b. Indirect Methods

cover advertising in newspapers, on the radio, in. trade and professional journals, technical
journals and brochures. When qualified and experienced persons are not available through
other sources, advertising in newspapers and professional and technical journals is made.
Whereas all types of advertisements can be made in newspapers and magazines, only
particular types of posts should be advertised in the professional and technical journals; for
example, only engineering jobs should be inserted in journals of engineering. . A well
thought-out and planned advertisement for an appointment reduces the possibility of
unqualified people applying. If the advertisement is clear and to the point, candidates can
assess their abilities and suitability for the position and only those who possess the requisite
qualifications will apply.

c. Third-Party Methods:

Various agencies are used for recruitment under these methods. These include commercial
and private employment agencies, state agencies, placement offices of schools, colleges and
professional associations, recruiting firms, management consulting firms, indoctrination
seminars for college professors, friends and relatives.

Private Employment Agencies specialize in specific occupation like general office help,
salesmen, technical workers, accountants, computer staff, engineers and executives, etc.

These agencies bring together the employers and suitable persons available for a job.
Because of their specialization, they can interpret the needs of their clients and seek out
particular types of persons.

State or Public Employment Agencies, also known as Employment or Labour Exchanges, are
the main agencies for public employment. They also provide a wide range of services, like
counselling, assistance in getting jobs, information about the labour market, labour and
wage rates, etc.

47
Executive Search Agencies maintain complete information records about employed
executives and recommend persons of high calibre for managerial, marketing and
production engineers’ posts. These agencies are looked upon as ‘head hunters’, ‘raiders’, and
‘pirates’.

Indoctrination Seminars for College Professors: These are arranged to discuss the problems
of companies to which professors are invited. Visits and banquets are arranged so that
professors may be favourably impressed and later speak well of the company and help in
getting required personnel.

Friends and Relatives of Present Employees constitute a good source from which
employees may be drawn. This, however, is likely to encourage nepotism, i.e. persons of
one’s own community or caste may only be employed. This may create problems for the
organization.

Trade Unions are often called on by the employers to supply whatever additional employees
may be needed. Unions may be asked for recommendations largely as a matter of courtesy
and an evidence of good will and cooperation.

Temporary Help Agencies employ their own labour force, both full-time and part- time and
make them available to their client organizations for temporary needs.

Casual Labour Source is one which presents itself daily at the factory gate or employment
office. Most industrial units rely to some extent on this source. This source, you will realise,
is the most uncertain of all sources.

Deputation: Persons possessing certain abilities useful to another organization are

sometimes deputed to it for a specified duration. Ready expertise is available but, as you can
guess, such employees do not easily become part of the organization

4.5. Planning the Recruitment Journey:

1. Identifying the Need: The process starts with a clear understanding of the open
position. Analyze your current workforce and identify skill gaps or areas requiring
additional resources. Craft a detailed job description outlining the role's
responsibilities, qualifications, and experience requirements. Allocate a budget for
the entire recruitment process, including advertising, assessments, and onboarding.

2. Sourcing the Best Candidates: Cast a wide net to attract a diverse pool of talent.
Utilize various platforms like online job boards relevant to the industry and the target
audience. Encourage current employees to refer qualified individuals from their
networks. Leverage professional networking events, industry associations, or social
media platforms like LinkedIn to connect with potential candidates.

48
 3. Screening and Shortlisting: The initial screening phase involves reviewing resumes
and cover letters against the established job criteria. Look for keywords and
experiences that demonstrate a match with the desired skillset. Analyze cover letters
to gain a deeper understanding of the candidate's motivations and how they
envision contributing to your company. Shortlist potential candidates for further
evaluation through pre-screening phone calls. These calls allow you to verify their
qualifications, assess communication skills, and gauge initial interest in the position.

4. Selection and Interviewing: Evaluating candidates goes beyond simply checking

qualifications. Utilize a combination of methods for a comprehensive assessment:

o Skills Assessments: Consider administering relevant skills tests to objectively

evaluate a candidate's capabilities in areas like writing, data analysis, or
software proficiency.

o Structured Interviews: Develop a set of standardized interview questions

based on the job description. This ensures consistency and fairness in
evaluating all candidates across the board. Ask questions that probe both
technical skills and cultural fit.

o Reference Checks: Contact previous employers or references provided by the

candidate to verify information on their resume and gain insights into their
work ethic and performance.

5. Offer, Onboarding, and Follow-Up: Once you've identified the top candidate,
present a competitive offer package that includes salary, benefits, and potential
career advancement opportunities. Negotiate terms if necessary and ensure a clear
understanding of the offer details.

Onboarding doesn't stop after the first day. Develop a comprehensive onboarding program
to integrate the new hire into the team and familiarize them with your company culture.
Provide mentorship opportunities and regular feedback to support their early career
development.

4.6. the Basics:

• Employer Branding: Building a strong employer brand is crucial for attracting top
talent. Showcase your company culture, values, and employee success stories on
your website and social media platforms.

• Diversity and Inclusion: Actively target diverse candidate pools to build a

wellrounded team that reflects your audience and fosters innovation.

• Compliance with Labor Laws: Ensure all recruitment practices comply with relevant
anti-discrimination and labour laws to avoid any legal complications.

49
 • Candidate Experience: Focus on providing a positive candidate experience
throughout the recruitment process. Update candidates on their application status,
offer clear communication, and respond promptly to inquiries.

4.2.1. RECRUITMENT PLANNING AND PROCESS At INPAC Times

4.2.2. Nature of Organization:

Inpack Times can be a fictional leading news and media organization, known for its
highquality journalism and insightful content. It prioritizes in-depth analysis and a
commitment to ethical reporting, with a strong focus on the fashion industry.

Selected Department:

We will focus on the recruitment process for the Fashion News Writer Department.

4.2.3. Nature of Exercise:

This is a simulation exercise designed to understand and apply the principles of recruitment
planning and process.

4.2.4. Method:

a.Participants: This exercise can be conducted with a small group of individuals representing
various roles within Inpack Times, such as HR professionals, editors from the Fashion section,
and existing fashion writers.

b.Job Description (Fashion News Writer):

• Job Title: Fashion News Writer

• Department: Fashion News Writer Department

• Summary: We are seeking a passionate and knowledgeable Fashion News Writer to

join our growing team. You will be responsible for crafting engaging and informative
articles covering the latest trends, runway shows, designer profiles, and industry
developments.

c.Responsibilities:

o Research and write original, well-researched news articles on a variety of

fashion topics.

o Conduct interviews with fashion designers, stylists, and industry insiders.

o Stay up-to-date on fashion trends, emerging brands, and global fashion

events.

o Analyze fashion shows and collections, providing insightful commentary.

50
 o Collaborate with editors to ensure articles align with the publication's style
and audience.

d.Qualifications:

o Bachelor's degree in Journalism, Fashion, English, or a related field.

o Minimum 2 years of experience writing for fashion publications or online

platforms.

o Strong understanding of the fashion industry and its key players. o Excellent

writing, research, and editing skills.

o Ability to meet deadlines and work independently.

o Keen eye for detail and a passion for fashion.

e.Tools Used :

• Whiteboard or flipchart for brainstorming and listing ideas.

• Sample job application forms for reference.

• Fictional candidate resumes

4.2.5. Process of Data Collection and Analysis:

1. Group Discussion: Participants will discuss the recruitment needs for the Fashion
News Writer position based on the provided job description.

2. Planning the Recruitment Process: The group will brainstorm and plan the various
stages of the recruitment process, including:

o Sourcing strategies (fashion industry job boards, social media groups,

contacting fashion schools) o Screening methods (resume review, writing
sample analysis) o Interview formats (individual interviews with editors and
writing test)

o Assessment tools (portfolio review, knowledge test on fashion history or

trends)

3. Evaluation: Participants will discuss how to evaluate candidates at each stage and
identify the selection criteria.

4.2.6. Result :

a.Interpretation & Discussion:

Following the exercise, participants will discuss:

51
 • The effectiveness of the planned recruitment strategy for attracting experienced
fashion writers.

• Potential challenges in finding candidates who possess both strong writing skills and
a deep understanding of fashion.

• The importance of assessing a candidate's cultural awareness and ability to write for
a diverse audience.
b.Recommendations

Based on the discussion, recommendations might include:

• Partnering with fashion schools or industry organizations to access potential

candidates.

• Highlighting the opportunity to work with a prestigious publication and contribute to

the fashion journalism landscape.

• Utilizing a writing test specifically tailored to evaluate fashion knowledge and writing
style.

4.2.7. Limitations:

This exercise is a simulation and may not reflect the exact recruitment process followed by
Inpack Times. The number of participants and time constraints might limit the depth of
discussion.

4.2.8. References:

• Society for Human Resource Management (SHRM): https://www.shrm.org/

• The Balance Careers: https://www.thebalancemoney.com/career-planning-6265513

5.Interview of Senior Managers

Name - Rohit Bhiyasing Pawara

52
Job Title - Enginering Officer

Organization Name – IOCL ( Resional Office Chhatrapati Sambhajinagr )

Background and Education :

Q: Mr. Pawara, can you tell us about your educational background and how it led you to
your current role at IOCL?

A: My early School Life completed at Jawahar Navodaya Vidyalaya Nakane, Dhule

My fascination with mechanics started early on. Building things and understanding how
machines worked always intrigued me. So, pursuing a Bachelor of Engineering (BE) in
Mechanical Engineering at Sardar Patel College in Mumbai was a natural choice. Sardar Patel
College has a well-established reputation for its engineering programs, and I knew it would
provide me with a strong foundation.

During my studies, I developed a particular interest in the application of mechanical

engineering principles in real-world scenarios, especially within the energy sector. This
interest, coupled with the importance of public sector undertakings (PSUs) in India's
infrastructure development, led me to take the GATE exam.

Career Path:

Q: How did you begin your career at IOCL, and what steps did you take to progress to your
current position as an Engineering Officer?

A: After qualifying for the GATE exam and the subsequent selection process, I joined IOCL as
a Graduate Engineer Trainee. The initial training program at IOCL provided a comprehensive
introduction to the company's operations, safety protocols, and the specific functions of
different departments. During my initial years, I was fortunate to have experienced mentors
who guided me through the technical aspects of my role and provided valuable insights into
the Marketing Division. Their guidance, combined with my eagerness to learn and take on
new challenges, helped me progress to my current position as an Engineering Officer.

Role and Responsibilities:

Q: Can you describe your role and responsibilities as an Engineering Officer at IOCL
Regional Office Aurangabad and Division - Marketing?

A: As an Engineering Officer in the Marketing Division at IOCL's my primary responsibility

is to ensure the safe, efficient, and reliable operation of our marketing infrastructure. This
involves:

• Technical oversight of storage facilities and equipment: I oversee the proper

maintenance and safety of storage tanks, pipelines, and dispensing equipment at
depots and retail outlets across our region. This includes scheduling regular

53
 inspections, ensuring adherence to safety regulations, and identifying potential
issues requiring maintenance or repair.

• Technical support for marketing initiatives: When the Marketing team develops
plans for new product launches, infrastructure upgrades, or automation of
processes, I provide technical expertise. This might involve assessing the feasibility of
proposed solutions, ensuring they comply with safety standards, and offering
technical guidance for implementation.

• Technical liaison with customers: I sometimes act as a technical liaison with

commercial clients. This involves addressing their inquiries regarding product
specifications, storage compatibility, or safety protocols related to our petroleum
products and dispensing equipment.

• Project management for marketing-related infrastructure: On occasion, I am

involved in the project management of initiatives related to marketing infrastructure.
This could be anything from overseeing the upgrade of storage facilities at a major
depot to managing the installation of automated dispensing systems at retail outlets.

Challenges and Opportunities:

Q: What are some of the biggest challenges you face in your role, and how do you
approach them? What opportunities do you see for growth and development in your
division?

A: There are several challenges in my role. Ensuring a smooth supply of petroleum

products during peak demand periods or unexpected disruptions is a constant priority.
Another challenge lies in maintaining aging infrastructure while adhering to everevolving
safety regulations. Finally, there's the need to balance the technical considerations of
our role with the commercial goals of the Marketing Division.

To overcome these challenges, I rely on effective communication and collaboration with

colleagues from various departments. Staying updated on industry standards and
regulations is crucial. Furthermore, a proactive approach to maintenance and regular
risk assessments are essential for preventing issues and ensuring safety.

As for opportunities, the Marketing Division is constantly evolving. I see potential for
growth in areas like:

• Automation and digitalization: I believe there's significant scope for adopting new
technologies to optimize and automate various aspects of marketing infrastructure
management.

• Sustainability: There's a growing focus

Thank You

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Thank you, Mr. Pawara, for sharing your insights and experiences with us today. Your
perspective on the role of an Engineering Officer within IOCL's Marketing Division has been
truly informative. We appreciate you taking the time to speak with us.

6.Industrial Visit Report

1)Purpose of Visit:

The visit to Mediaocean aimed to gain firsthand insights into how industrial psychology
principles are applied within an advertising technology company, exploring how technology,
organizational structure, and human resources contribute to the organization's mission and
goals.

2) Nature Of Organization :

Company Name: Mediaocean

Industry: IT

Date of Visit: 12 March 2024

Students/Participants: 18

Faculty/Guide: HR Management

Address : Balewadi High Street, Pune

Established: 1967

Mission: To empower marketers and agencies through innovative technology, streamlining

advertising operations and driving business success.

Vision: To become the global leader in advertising technology, enhancing industry efficiency
and effectiveness.

Goal: Continuous innovation and improvement of advertising processes, delivering value to

clients and stakeholders.

Values: Integrity, Innovation, Collaboration, Customer Focus

3. Key Observations:

Employee Engagement and Culture:

• The visit revealed Mediaocean's focus on building a positive work environment that
fosters collaboration and innovation.

• This aligns with industrial psychology principles that emphasize the impact of
organizational culture on employee engagement, motivation, and job satisfaction.

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Organizational Structure and Communication:

• The hierarchical structure provides clear communication channels and defines roles
and responsibilities.

• This observation highlights the importance of organizational structure in promoting

effective communication and coordination, both crucial factors in employee
performance and overall organizational success.

Technology and Workforce Productivity:

• Mediaocean's technology solutions play a significant role in streamlining advertising

operations and enhancing workforce productivity.

• This reinforces the concept of the human-technology interface in the workplace,

demonstrating how advancements can optimize workflow and improve
performance. Talent Management:

• The HR department's emphasis on recruitment, onboarding, and training reflects

Mediaocean's commitment to attracting and retaining top talent.

• This observation aligns with the importance of strategic human resource

management practices in building a skilled and motivated workforce, a key driver of
organizational competitiveness and success.

Employee Well-being:

• Mediaocean's focus on employee benefits, including compensation, rewards, and

work-life balance initiatives, highlights their commitment to supporting employee
well-being.

• This aligns with understanding how organizational policies and practices impact
health and satisfaction, emphasizing the importance of promoting work-life balance
for overall productivity and retention.

4. Conclusion:

The visit to Mediaocean provided valuable insights into the application of industrial
psychology principles in a real-world setting. It showcased how technology, organizational
structure, and human resource practices contribute to a positive work environment, a
motivated workforce, and ultimately, organizational success.

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