S.

S JAIN SUBODH MANAGEMENT INSTITUTE

NAME: Deepti Lohia

CLASS : MBA 3 SEM

SUBJECT :Major Functional Area Lab I & II ( For Marketing )

SUBJECT CODE : M-317& 318

ROLL NO : 21

SUBMITTED TO :

MRS.KANEENIKA JAIN

ASS. PROF.
 ASSIGNMENT-1

When planning human resource requirements, organizations typically follow a systematic

process to ensure they have the right number and type of employees with the necessary skills to
meet current and future business objectives. This process generally consists of several stages,
from forecasting labor needs to implementing staffing strategies. Below is an analysis of these
stages, using a hypothetical example of a technology company, Tech Innovations Inc., to
illustrate the process.

1. Workforce Analysis

Objective: Assess the current workforce to identify existing skills, gaps, and capacity.

Process:

 Audit Current Workforce: The organization assesses its current workforce’s

demographics, skills, qualifications, performance, and readiness for change. In the case of
Tech Innovations Inc., they might analyze their software development team, marketing
staff, and support personnel.
 Assess Skill Gaps and Surpluses: The company evaluates whether there are too many or
too few employees in specific areas, such as software engineering or product
management. For example, they might find that their engineering team has a surplus of
junior developers but a shortage of senior developers with expertise in emerging
technologies like AI and blockchain.

Outcome: A comprehensive understanding of the current state of the workforce, including areas
where there are shortages or surpluses.

2. Forecasting HR Needs
Objective: Anticipate future human resource needs based on organizational goals, market
conditions, and industry trends.

Process:

 Strategic Planning Alignment: The HR department works closely with senior

management to understand the company’s strategic goals. For Tech Innovations Inc.,
this could involve expansion into new markets, product launches, or the adoption of new
technologies.
 Analyze Business Growth or Changes: The company estimates how its workforce
requirements will evolve in the next 1-3 years based on planned projects, such as
launching a new software product or entering a new geographical market.
 Industry and Economic Trends: HR professionals also consider external factors such as
technological advancements, competition for talent, and labor market conditions. In this
case, Tech Innovations Inc. would examine trends in tech talent demand and the global
labor market, particularly for specialized roles in cloud computing and cybersecurity.

Outcome: A forecast of future HR needs, including the number and types of roles that will be
required (e.g., 10 new software engineers, 5 data scientists) and the skills needed.

3. Identifying HR Gaps

Objective: Compare the current workforce with future HR requirements to identify gaps.

Process:

 Gap Analysis: The organization compares its current workforce to the projected future
workforce needs, identifying where skills, knowledge, or numbers are insufficient. For
example, Tech Innovations Inc. may find that while they have sufficient project
managers, they need more experts in data analytics and cloud infrastructure to support an
upcoming shift to cloud-based services.
  Internal vs. External Hiring Needs: Based on the analysis, the organization will decide
if it needs to hire externally, train existing employees, or reassign current staff to different
roles. If Tech Innovations Inc. identifies a gap in cloud computing expertise, it may
either recruit externally or provide training to their existing IT team.

Outcome: Clear identification of HR gaps, both in terms of numbers (e.g., number of hires) and
skills (e.g., cloud computing, data analysis).

4. Developing HR Strategies

Objective: Create a plan to bridge the identified HR gaps.

Process:

 Recruitment and Selection Strategy: If external hiring is necessary, the organization

develops strategies to attract the right talent. For Tech Innovations Inc., this might
involve leveraging recruitment agencies, using job boards, or networking within industry-
specific events like tech conferences.
 Training and Development Programs: If there is a gap in skills, the company might
decide to invest in upskilling programs or mentorship initiatives for existing employees.
For example, they could offer online courses or partner with universities to provide
advanced training in data science.
 Succession Planning: For senior roles or positions critical to the organization’s future,
succession planning may be included as part of the strategy. Identifying internal
candidates for leadership positions can help maintain organizational continuity.
 Workforce Flexibility: Given changing market conditions, organizations may adopt
more flexible workforce strategies, including remote work policies, contract staff, or gig
workers for project-based tasks.

Outcome: A comprehensive HR strategy addressing both recruitment and development, aligned

with the organization’s overall strategic objectives.
5. Implementing the HR Plan

Objective: Execute the developed HR strategies to meet the identified human resource needs.

Process:

 Recruitment Campaigns: The HR department launches recruitment efforts, such as

posting job ads, conducting interviews, and evaluating candidates. Tech Innovations
Inc. may collaborate with recruiting firms specializing in tech talent or organize
hackathons to identify top-tier candidates for their development team.
 Training Initiatives: The company rolls out training programs, such as certifications in
cloud technologies or leadership development programs for high-potential employees.
 Onboarding and Integration: For new hires, a structured onboarding program ensures
they understand the company’s culture, policies, and procedures and are ready to
contribute to projects quickly.

Outcome: Execution of staffing, training, and onboarding to fulfill the human resource needs of
the organization.

6. Monitoring and Evaluation

Objective: Regularly assess the effectiveness of HR strategies and make adjustments as

necessary.

Process:

 Performance Metrics: The HR department tracks key performance indicators (KPIs)

such as turnover rates, employee satisfaction, recruitment cycle time, and training
effectiveness.
 Feedback Mechanisms: Regular feedback is collected from employees, managers, and
other stakeholders to evaluate the success of HR interventions.
 ASSIGNMENT-2

Training Program Design for Tech Innovations Inc.

Overview of the Training Program

 Training Program Topic:Enhancing Cloud Computing Skills for Software Engineers

 Target Audience: Software Engineers at Tech Innovations Inc.
 Duration: 4-week training program (2 sessions per week, 3 hours each)
 Mode of Delivery: Hybrid (In-person & Virtual Sessions)
 Training Methodologies: Blended approach (Lectures, Hands-on Labs, Group Discussions, Case
Studies, Quizzes)
 Objective: The program aims to upskill software engineers at Tech Innovations Inc. with
foundational and advanced knowledge in cloud computing, focusing on Amazon Web Services
(AWS) and Microsoft Azure.

Step 1: Needs Assessment

To ensure the training program is relevant and addresses the skills gap, we will conduct a needs
assessment that includes both person analysis and task analysis.

1.1 Person Analysis: Identifying Individual Training Needs

The person analysis focuses on understanding the specific competencies of individual software
engineers, identifying skill gaps, and assessing the motivation for training. This stage will
involve conducting interviews and surveys.

Methods for Person Analysis:

 Interviews: Conduct one-on-one interviews with software engineers, team leads, and managers
to identify perceived gaps in cloud computing skills.
 Questionnaires: Distribute a survey to all software engineers to understand their self-assessment
of cloud computing knowledge and interest in specific cloud platforms (AWS, Azure, etc.).
 Performance Data: Review performance data and feedback from recent projects that involved
cloud services to identify where employees struggled with cloud-related tasks.

Sample Interview Questions for Software Engineers:

1. Have you worked with cloud computing technologies before? If yes, which platforms (e.g., AWS,
Azure, Google Cloud)?
2. What challenges have you encountered while working on cloud-related projects?
3. What specific skills do you feel you need to improve upon when it comes to cloud computing?
4. Are you interested in gaining deeper knowledge of any specific cloud platform (e.g., AWS,
Azure, or both)?
5. How confident are you in deploying cloud-based applications or managing cloud infrastructure?
6. Do you prefer a hands-on, practical approach to learning, or do you lean more toward theoretical
knowledge?
Sample Survey Questions for Software Engineers:

1. Rate your level of experience with the following cloud computing services (1 = None, 5 =
Expert):
o Amazon Web Services (AWS)
o Microsoft Azure
o Google Cloud Platform (GCP)
2. Which of the following cloud technologies are you most interested in learning about? (Multiple
choices allowed)
o Cloud infrastructure management
o Cloud security
o Cloud-native application development
o DevOps and CI/CD pipelines in the cloud
3. How comfortable are you with troubleshooting cloud-based applications and services? (1 = Not
comfortable, 5 = Very comfortable)
4. Do you feel confident in integrating cloud-based solutions into your software development
process? (Yes/No)

Outcome of Person Analysis: The results of the interviews and surveys revealed that:

 Many engineers have basic knowledge of cloud computing but lack hands-on experience with
deploying and managing applications in the cloud.
 There is a strong interest in AWS (Amazon Web Services), followed by Azure, with some
engineers expressing interest in cloud security and Devlops practices.
 A significant number of engineers reported needing support with integrating cloud-based
solutions and troubleshooting issues in cloud environments.

1.2 Task Analysis: Understanding the Job Requirements

The task analysis will focus on understanding the specific job tasks that require cloud
computing knowledge and the competencies necessary to perform them effectively. This
includes analyzing job descriptions, reviewing recent project tasks, and interviewing supervisors
to understand the core tasks related to cloud computing.

Methods for Task Analysis:

 Job Analysis Review: Review job descriptions for software engineers to identify required cloud
computing skills and competencies.
 Supervisor Interviews: Conduct interviews with team leads or managers to understand which
cloud-related tasks are critical in day-to-day work.
 Project Review: Analyze recent cloud-based projects at Tech Innovations Inc. to determine what
tasks employees struggled with and what skills were most needed.

Sample Task Analysis Questions for Supervisors:

1. Which cloud-related tasks are most important for software engineers at Tech Innovations Inc.?
2. What are the common challenges that software engineers face when working with cloud
platforms like AWS or Azure?
 3. Are there any specific cloud technologies (e.g., EC2, Lambda, S3, Azure App Services) that
software engineers should be familiar with?
4. How frequently do engineers encounter issues related to cloud security or performance tuning?

Outcome of Task Analysis:

 The task analysis revealed that:

o Engineers regularly need to work with AWS EC2 for virtual servers, S3 for storage, and
Lambda for serverless computing.
o Cloud security practices (e.g., IAM roles, encryption) are critical but underutilized by
engineers.
o Engineers often encounter difficulties with cloud deployments and performance
optimization (scaling, cost management).
o DevOps tools and practices (e.g., Jenkins, Docker) are increasingly important for cloud-
related workflows.

Step 2: Developing Training Objectives

Based on the needs assessment, the training objectives need to be clearly defined to align with
both the individual and task needs identified during the analysis.

Specific Training Objectives:

1. Cloud Computing Fundamentals:

o Objective: By the end of the program, software engineers will be able to explain the core
principles of cloud computing, including IaaS, PaaS, and SaaS models.
o Measurable Outcome: Participants will pass a quiz on cloud computing fundamentals
with a score of 80% or higher.

2. Hands-on Cloud Platform Experience (AWS & Azure):

o Objective: By the end of the program, participants will be able to deploy and manage
basic applications on AWS and Azure, using EC2 instances, S3 storage, and Lambda
functions.
o Measurable Outcome: Participants will complete a hands-on lab in which they deploy a
basic web application on both AWS and Azure.

3. Cloud Security Best Practices:

o Objective: By the end of the program, software engineers will be able to implement basic
cloud security measures, including setting up IAM roles, ensuring data encryption, and
managing cloud access controls.
o Measurable Outcome: Participants will complete a lab exercise to configure IAM roles
and encryption on both AWS and Azure platforms.

4. Optimizing Cloud Performance & Cost:

o Objective: By the end of the program, participants will be able to analyze and optimize
cloud resource usage for better performance and cost-efficiency.
 o Measurable Outcome: Participants will complete a case study analysis on optimizing
cloud resources for a fictitious company, presenting their solution for cost reduction and
performance improvements.

5. DevOps Practices in Cloud Environments:

o Objective: By the end of the program, software engineers will understand how to
integrate DevOps tools (e.g., Jenkins, Docker) with cloud services for continuous
integration and deployment (CI/CD).
o Measurable Outcome: Participants will complete a project where they set up a simple
CI/CD pipeline using Jenkins and AWS services.

Step 3: Delivery Plan

Week 1: Introduction to Cloud Computing

 Session 1: Overview of Cloud Computing and Core Services (AWS, Azure)

 Session 2: Hands-on Lab: Deploying a Simple Web Application on AWS EC2

Week 2: Cloud Security and Access Control

 Session 3: Understanding Cloud Security Principles (IAM, Encryption, Firewalls)

 Session 4: Hands-on Lab: Configuring IAM Roles and Security in AWS and Azure

Week 3: Cloud Cost Optimization & Performance Tuning

 Session 5: Best Practices for Cloud Resource Management and Cost Optimization
 Session 6: Hands-on Lab: Optimizing EC2 Instances, S3 Buckets, and Lambda Functions

Week 4: DevOps Practices for Cloud

 Session 7: Introduction to CI/CD and DevOps in the Cloud

 Session 8: Hands-on Lab: Setting up Jenkins with AWS for Continuous Deployment

Step 4: Evaluation

Post-Training Evaluation:

 Feedback Surveys: To assess participant satisfaction with the program and identify areas for
improvement.
 Quizzes and Lab Performance: Participants will be tested at the end of each week with a
combination of quizzes and hands-on assessments to measure their learning.
 Follow-up Interviews: Conduct interviews with participants and their managers after 3-6 months
to evaluate the long-term effectiveness of the training.
 ASSIGNMENT-4

OrangeHRM is an open-source human resource management software (HRMS) designed to

help organizations manage their HR tasks efficiently and cost-effectively. It is one of the most
popular HR management platforms for small to medium-sized enterprises (SMEs), although it
can be scaled for larger organizations as well. OrangeHRM offers a comprehensive suite of
features that assist HR departments in managing employee information, attendance, payroll,
recruitment, performance, and other HR functions.

Key Features of OrangeHRM

1. Employee Management:
o Provides a centralized database for managing employee records, including
personal information, employment history, job roles, and more.
o Enables easy tracking of employee information and allows HR teams to generate
reports on employee demographics, career progression, and more.
2. Leave and Attendance Management:
o Facilitates the management of employee leave requests (e.g., sick leave, vacation)
through an automated system.
o Tracks attendance, working hours, and generates reports related to absenteeism
and overtime.
3. Performance Management:
o Includes tools for setting performance goals, tracking employee achievements,
and conducting performance appraisals.
o Helps HR teams manage performance evaluations, feedback, and goal-setting.
4. Recruitment:
o Supports the recruitment process, from posting job openings to screening
candidates and managing interviews.
 o Facilitates resume tracking and application review to streamline hiring.
5. Payroll Management:
o Integrates payroll processing with attendance and leave data, simplifying salary
calculations.
o Supports tax calculations, benefits administration, and generating payslips for
employees.
6. Training and Development:
o Allows HR to manage employee training schedules, track skills development, and
maintain training records.
o Ensures employees receive the necessary development to enhance their
performance.
7. Time Tracking and Overtime:
o Tracks employee working hours, overtime, and absences.
o Provides insights into workforce utilization and enables accurate payroll
processing.
8. Mobile Access:
o OrangeHRM offers mobile apps (for iOS and Android) that allow employees and
HR managers to access HR functions such as leave requests, attendance, and
performance reviews on the go.

Advantages of OrangeHRM

 Open-Source and Cost-Effective: OrangeHRM is open-source, meaning businesses can

download and use it for free, with the option to customize it according to their specific
needs. There are also premium versions available with additional features, but the open-
source edition is fully functional for most SMEs.
 Ease of Use: The interface is user-friendly, making it easy for HR professionals to adopt
without extensive training. It is designed to simplify HR processes, improve efficiency,
and reduce administrative workloads.
 Customizability: Since it’s open-source, companies can tailor the software to meet
specific organizational needs. This flexibility makes it an attractive choice for businesses
looking to implement a bespoke HRMS.
  Scalability: Although initially designed for SMEs, OrangeHRM can be scaled for larger
organizations through its enterprise versions. This scalability ensures that businesses can
continue using the platform as they grow.
 Cloud-Based Option: The software offers both on-premise and cloud-based solutions,
giving companies the flexibility to choose the deployment model that suits their
infrastructure and security requirements.

Conclusion

OrangeHRM is a versatile HR management solution suitable for businesses looking for a

comprehensive, customizable, and cost-effective HRMS. Its modular features allow businesses
to manage essential HR tasks, including employee records, payroll, performance, recruitment,
and more. The platform’s open-source nature and scalability make it an appealing option for
small to medium-sized organizations aiming to streamline their HR processes without investing
in expensive software solutions.
 ASSIGNMENT-4

HR Disrupted: It’s Time for Something Different by Lucy Adams is a thought-provoking

book that challenges traditional approaches to Human Resources (HR) and advocates for a
radical transformation in the way HR functions within organizations. Adams, a seasoned HR
professional, argues that the conventional model of HR, focused on processes, policies, and
compliance, is outdated and no longer aligns with the fast-paced, ever-evolving business world.

The book outlines how HR needs to shift its focus toward creating more meaningful experiences
for employees, fostering a culture of trust and transparency, and embracing innovation in talent
management. Adams emphasizes the importance of human-centric leadership, where employees
are treated as individuals with unique needs and contributions rather than as cogs in a machine.

"HR Disrupted" offers a roadmap for HR leaders to adopt a more agile, dynamic, and strategic
approach, leveraging technology, data, and new organizational practices to better meet the needs
of both the business and its people. The book encourages HR professionals to step out of their
traditional roles and become change agents who drive the future of work.

Adams calls for a shift in mindset — from focusing on policies to focusing on people — and
presents a compelling case for why HR must evolve to remain relevant and impactful in today’s
business landscape.

Key themes explored in the book:

 Treating employees as adults: Moving away from micromanagement and fostering a culture of
trust and autonomy.
 Treating employees as consumers: Understanding employee needs and preferences to deliver a
better employee experience.
 Treating employees as human beings: Recognizing the unique needs and aspirations of each
individual employee.
Adams proposes a radical shift in HR thinking, encouraging HR professionals to challenge
the status quo and embrace innovative solutions. The book provides practical advice and
actionable steps to help HR teams transform their organization.

HR Disrupted: It's Time for Something Different by Lucy Adams is a thought-provoking

book that challenges traditional HR practices. Adams argues that the traditional HR model is
outdated and no longer fit for purpose in today's rapidly changing business landscape.

Overall, "HR Disrupted" is a must-read for anyone working in HR who wants to drive positive
change and create a more engaged and productive workforce.