MM Bagali, PhD, HRM Project for MBA Institute

mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore

Name of the Publication: HR Practices for Education Industry [MBA / Management Area]

Reference No: 9800210045

M M Bagali, PhD
PhD in Management [HR] / PhD in Social Work [HR]

Dean-New Horizon MBA School, Bangalore

sanbag@rediffmail.com / sanbagsanbag@rediffmail.com

9880986979 / 0836-2446313

2011
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Acknowledgment

Let me place my sincere thanks

for the CAMI and MEC for having given an opportunity to work on

various certifications over a period of One Year. Thanks also for the training

program and preparing me for such knowledge sharing discussion, per se.

Special Thanks to Shri. Nitin Sanker, Executive Director-AHRB (for selecting me

for Vimala Sanker Memorial Full Scholarship), and all the Trainers for their

Discussion.

Contents

3-7 Chapter One

8-16 Chapter Two

17-28 Chapter Three

29-57 Chapter Four

58-65 Chapter Five

66-76 Chapter Six

77-86 Chapter Seven

87-93 Annexure 1
2

94-99 Annexure 2
Page

100-111 Annexure 3


Chapter One
Industry Basics

Management Education: The MBA
Needless to say that, the importance of Management Education in Indian
scenario has grown to importance in education field. The growing demand
for having management Education is reflected in the number and volume of
the B-Schools that have come-up. The rough estimated number of around
250-300 B-School in 1990-2000, to around 1600-1800 B-School today.
Infact, the correct picture at present is 2500 B Schools in India. The
number is too big for the education sector, because with these numbers, it
also calls for infrastructure, which most schools lack. The courses are
recognized by AICTE (All India Council for Technical Education, India) and
also the UGC (University Grants Commission). Some also have
recognisation from the AIU (Association of India University). Infact, all this
council are part of HRD Ministry, Government of India.

The category of B-School also vary from the department of B- Schools in
University to having affiliated Institutes, autonomous, deemed status,
Independent, Private, Corporate University, and the Institute with
collaborations. Each such category calls for challenges and oppourntities,
with it the quality education that one has to provide. The span of the course
also varies from one year to four years. The location of this program and
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school would be from single campus to multiple campus location, with


accredited to non-accredited, having the mode of yearly, bi-semester, tri-
semester, and the common area of specialization into HR, Marketing and
Finance, apart from International Business areas. The admission for this
program would be on the All India basis like CAT, MAT.XAT, JMET, ATMA,
JEE, etc.

Even most of the government concern is to see that, best education is
imparted and all care is taken to get the best teachers to work in these
institutes. Teachers play an important role in imparting education. The
interest level, the knowledge base, the learning experience, the aptitude
and attitude towards teaching, and moreover, the passion with which they
work will go a long way in building a good future society.

The education deliverers includes class room teaching, Case Method ,
Role Play , Business Games , Quiz , Debate , Seminar , Out-door
assignment , Business writing plans/models, Profile writing of Successful
Business houses in India , Presentations , Industrial Visits , Meet the CEO /
Executive , and the like , with credit grading for awarding the degree.

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HR practices in Management Institutes across
India:

Let us look at these areas as far as HR practices are concerned, viz:

Sl. Practice Matured Primitive Institute Remarks
No Areas for best
practices
[FEW
EXAMPLES]

1 Learning & 40% 60% IIM, IIT, 1. No
Development XLRI exclusive
Practices institute in L/D
area.
2. Budget is
less and not
usually
specified
3. More
Faculty
turnover, hence
Management
don’t wish to
invest
2 Recruitment 65% 35% IIM, IIT, 1.Advertisment
Practices XLRI are given on
large scale
2. Investment is
high, because
it’s the only way
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to get people for
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the organization
3 Compensation 30% 70% IIM, IIT, 1. More Faculty
and Benefit XLRI and turnover, hence
Practices some Management
other don’t wish to
ranked invest and pay
institute more
2.Since,
compensation is
related to other
academic and
research output,
but research
output is less.
4 Performance 20% 80% IIM, IIT, 1. There are
Management XLRI and no uniform
Practices some performancde
other management
ranked practices.
institute Across India, it
varies from
institute to
institute
2.No scientific
scale and tool
for PMS
5 Training 30% 70% IIM, IIT, 1.Investment is
Facilities XLRI and more, hence
Practices some few only
other institute have
ranked this facility
institute
2. Few Institute
can afford to
spend on
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training
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6 OD and HRM 20%80% IIM, IIT, 1.Investment is
Practices more, hence
XLRI and
few only
some institute have
this facility
other
ranked 2. Few Institute

institute can afford to
spend on
training

Apart from these practices, common other practices are: Remuneration
and Incentives for Paper Publication; Research Project support;
conference participation finance support; Travel Support for International
Paper participation; Incentives for Placement Records; Provision for
Faculty Exchange Program; Provision and participation at various
committees and councils; various leaves Casual Leave ; Earned Leave;
Vacation Leave; Maternity Leave; Vacation leaves; Performance based
incentives; Increments; having annual satisfaction survey; Termination
and transfer policy; Dispute Settlement machinery; and the like.

HR practices which are not found in Academic circles includes: Annual
Bonus, Perks, Sodex coupons for additional profits, flexitime, and the
like.
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Chapter Two

The Structure and the JD
The Human Resources:
The usually found Structure in Management Institute:

A] Program Director/ Dean – PD/D
B] Head of the Department-HOD
C] The Faculty- HR/Mkt/Fin/ Others areas
D] Placements and Corporate Relations Officer-
PCRO

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A] JD of Program Director/ Dean –PD/D

Sl. NO JD area Content of Work
Academic Development
1
Teaching Teaching the course
based on the competency
Best Practices
Course Plan and execute best
Development/ practices
Introduction
Develop Courses on need
bases and corporate
requirements

Administration
2
BOD Meetings Chair all meetings, either
with the management,
CSR
faculty or the students
Mentoring committee and councils
Conference Reach society with
Admissions societical work and
requirements as part of
CSR

Guide and chalk-out
career plans for the faculty
team

Build network and develop
corporate connect through
conference and
workshops, seminars,
symposium, and Summit.
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Brand and make the


institute visible, talk and
make presentations at
various forums and
meetings of prospective
admissions group.

Research and Projects
3
Publications High level of Research
publications in
Projects International and National
PHD Repute journals

Apply, prepare and get
sanctioned Research
projects from different
funding council and
organisations

Guide and direct Doctoral
level work, produce PHD
and make International
collaborations in research
areas, per se.

MOU/ Collaborations
4
Consultancy Get Company and
corporate sponsored
Placements Consultancy and have
Corporate revenue to the Institute
connection

Get Company and
corporate sponsored
Placements and have
students placed

Develop network and
database for the
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placements
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Network with corporate


and connect the Institute-
Industry base srong

Internal Governance and
5 Issues
Address issue related to
Faculty Issues students, faculty, exams
and committees in the
Student’s issues institutes
Exams

Committees Sport
and others

B] JD of Head of the Department - HOD

Academic Area Approve curriculum,
1 academic regulations,
Curriculum scheme of teaching,
examination and
Admissions evaluation, etc., as
recommended by BOS.
Develop new courses/
programme of study

Make regulations
regarding admission of
students. Prepare the
detailed syllabi for each
subject keeping in view the
objectives of the Institute,
its vision and mission
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statement.
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Research Area He will decide the
2 meaningful project work of
Projects the students in
consultation with the
Publications senior lecturer and lecturer
and monitor performance
of every student.

Support Research work
and guide research work

I-I Interface Identify thrust areas of
3 research, extension
Industry-Institute programmes and industry-
institute interaction.
Network

Supporting Areas Run the department
4 Manage the team of
Students development
faculty
Discipline
Bring revenue with add-on
programme
Manage Students towards
career 12
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C] JD of the Faculty- HR/Mkt/Fin/ Others
Academic Area Assist and provide
1 guidance for the
development of
modern teaching
methodologies.
Prepare the academic
outline of the
programme along with
the scheme of
teaching and
examination structure.

Prepare the detailed
syllabi for each subject
keeping in view the
objectives of the
Institute, its vision and
mission statement.

He should involve
himself and the other
faculty in the process
of curriculum
development, in
updating and revision
on continued basis to
meet the requirement
of industry.
Research Area Write, Publish research
2 papers
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Apply, get sponsors for
research projects
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Appeal and apply for
funding from different
Research councils

Corporate Interface Develop database and
3 network with Corporate
Bring Corporate people to
address students

Other areas Mentoring, other
4 supporting areas like
sports, cultural, library, etc
work

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D] Placements and Corporate Relations Officer-
PCRO
Placements Meeting the target of
1 Placements of all
students

Professionally and
ethically represent the
organization in the
corporate world

Training Meet employer’s
2 needs and
expectations and
arrange for training

Train students,
counsel and advice
and guide them

Network Conducting Job
3 Placements activity
like Fairs, Meets

Build Alumina base
and conduct alumina
meet
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Prepare necessary
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presentation and
brocudure for
placements

Industry-Institute Have Industry-Institute
4 Interaction Interaction and get
corporate people to
address students

Student Development Have personality
5 activity development program
and profile assessment

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Chapter Three

Learning and Development Area
Over the years, the importance of having the Right person for the right job
has been the buzz word in all spheres of life. Getting people is not the
issue, but getting Right people matters. When we say, Right People,
emphasis is on the Right skills, Right Knowledge and the Right Attitude. It
is people, who make organization and hence the importance for the RIGHT
KAS- Knowledge, Attitude and Skills. When we speak about the right
KAS, what do we mean by this? It is understood that, having the apt
knowledge about the subject, work in which the person is working. It is the
domain knowledge that matters. The right skills are the qualities and
characteristics which are required to perform the job. The right attitude is
the approach which is required and fetches the right results. Thus, it is the
total persona, which reflects on the overall outcome of the job, per se.

Competency:

Competencies are those qualities and skills, which help the individual to
perform superior work. They are the traits, which can’t be duplicated easily.
They are the successful model (trait) of any individual, which are inherent
and keep helping and supporting the person through his work-life. The
competency required to perform a particular task are developed.
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Competency Mapping

While competency are developed and nurtured over a period of time, they
are required at all stages and level of work. It depends on which level and
grade the individual is working, and what competency level or degree
required. Each level or position requires different competency to perform
the work for the desired output. The initial work could be a Job Description
of the work that has to be performed by the individual.

Competency Maps for the role of Program
Director-PD

Core competency for MBA
Director / Dean
st
Personal attributes 1 year 2-3 year
Analytical thinking
Communication
Understanding
Creative / Innovativeness
Empathy
Relationship building

Leadership 7-9 year 4-6 year
Business Writing
Legal attribute
Strategic Planning
Crises Management
Interpersonal Relation
Mentoring
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Over a period of 10 years is the mapping


Administrative Competency

Recruitment &
Placement
Selection

Early Identification
Organisational of Potential
Development Competency
Management
Faculty Training
Succession
& Development
Planning

Career Planning Appraisals

These competencies for day today functioning
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Behavioral Competency

T ime man agemen t
La nguage skills
H uman R elation s
S ocial skills
S tress to lerance
M anners and e tiquette
E motion al balan ce

These competencies for day today functioning and managing the human
relations and getting along with everyone effectively
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Competency required for HOD

Major Professional Competency

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2. Supporting Competency

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3. Necessary Competency

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4. Desired Competency

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BARS Table
Subject: Dean, MBA

Rating using BARS

4 Superior
The applicant may exhibit all these behaviors to be rated as
Superiors:

1. Listen to all the Staff and Faculty with keen interest
2. Has passionate behavior at workplace reflected in communication
3. Helps and supports all with deep sense of interest in all the activity
4. At times, gets disturbed for not reaching the set standards and pace
of work
5. Keeps Tab on the quality of work, timely finishing the set target
6. Never displays boredom or takes eyes off from fruitful discussion and
debate
7. Obtains the required information and MIS all the time
8. Provides all the information and seeks for information
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The subject should exhibit all these behaviors to pass as ADEQUATE
3 Adequate
1. Showed sympatric hearing and Emphatic feelings
2. Refers files, notes for clarifications
3. Obtains holistic information
4. Problems are seen with complete information

2 Ineffective
The subject fails, if he/she exhibits any four of the mentioned plausible but
most inappropriate behaviors

1. Displayed impatient and takes off eyes during discussion
2. Acts without adequate information
3. Problem was not seen with keen interest and positive approach
4. Displayed lack of passion during meeting
5. Listening was less, when important point was put forth
6. Problem was not approached systematically
7. Zeal in body language was less

8. Did not look issues widely and completely 26
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BARS Table
Subject: HOD, MBA program
Rating using BARS

4 Superior

The subject should exhibit all these behaviors to be rated as SUPERIOR

1. Talks to the team about the next plans passionately

2. Listens keenly and seeks for further information

3. Discuss with full details and information in hand

4. Seeks more information from all in the meeting

5. Seeks help and extends support during crises times

3 Adequate

The subject should exhibit all these behaviors to pass as ADEQUATE

1. Will render mentorship when staff/faculty are struggling to put-forth
issues

2. Issues are looked from all angles with full and adequate information

3. Looks at each issues with open mind and positive ending or closing

4. Seeks clarifications before the issues are discussed and solutions
found.

5. Seeks more information on all issues

6. Looks at clients( students) with empathy and provides workable
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solutions
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2 Ineffective

The subject fails, if he/she exhibits any four of the mentioned plausible but
most inappropriate behaviors

1. Acts on all the issues without full information

2. Takes notes with many pauses in between

3. Don’t try to understand clients( students/ staff) problems in totality

4. Don’t try to understand clients( students/ staff)issues objectively

5. Failed to look problems in time, and seeks lack of complete info

6. Dint ask Questions or probed questions into problems

7. Keen understanding of the problem was not seen with empathy

8. Lack of passion and interest in solving issues in time.

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Chapter Four

Recruitment Area

Recruitment in Academic Institute is crucial because the more the
scientific recruitment, the more the apt individual to be part of the
organization. Because Recruitment is the Process by which
organizations locate and attract to fill job vacancies through
discovering Manpower. Recruitment is the process of evaluating the
suitability of Candidates for various jobs. Recruitment forms the most
crucial because based on the image and brand the institute holds in
market, accordingly the responses would be for joining the
organization. A right recruitment policy and format / procedure, the
right people joining the organization.

Every organization has its own set defined procedure for recruitment.
A format for recruitment in academic industry would be as follows:

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Sample Recruitment Format

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Program Director-PD

Interview Guide and Questions during Interview interaction

Note: Base on the responses, following Points may be allotted for each response, viz:

Highly Satisfactory Response 20 Points

Satisfactory Response 10 Points

Average Response 05 Points

Not Satisfactory Response 03 Points

Not at all Satisfactory / Worst / 00 Points
Completely Unrelated Response

Areas of Questions
1. To get to know each other, kindly introduce yourself and In brief,
would you summaries your education background, credentials and work
history

2. How do you feel your education, experience and training have
prepared you to take-up this particular job and manage the present
assignment

3. Describe a typical work week for you, thus balancing the act of
Administration, academic and research

4. Do you prefer to work independently or in a team through delegating
the work, and what would be your typical wasy of work style
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5. What are your salary expectations, and also justify how is that figure
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come from?


6. Describe a time when your workload was heavy and how you
handled it or what do you find are the most difficult decisions to make
about it
7. What are the typical Academic related challenges and odd times /
situations you faced in your last job? How you could handle it ?

8. Tell me a situation where, without or less regulatory conditions to be
fulfilled, how did you do it when any committee came / visited for
inspection and traced it

9. How do you look at each two month a 10-12 % of additional
responsibility and roles added to your JD? Do you welcome such move?

10. Kindly let me know your cross salary, net salary, and the legal –
statutory deductions and incentive and perks, and what do you see at
compensation in this organization?
11. What keeps you to work and what gets you going on the job?
Do you look at routine work which is defined or welcome additional
unwritten work and assignment

12. What are your strategic plans for the next five years and how
does this job help you grow and develop those competency to reach
them

13. What is the new program you would be looking for and how you
wish to go about. Do you feel, apart from prescribed syllabus and
courses, additional courses are required and should be given to
students?
14. How do you try to get more companies and corporate visiting
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the institute/ B-School, and your strategy for developing network with
other agencies?
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15. If the company quickly asks you for the MIS of all the final year
students for line-up for placements, how do you go about?

16. State the Accreditation process, and what Accreditation
preparation that the institute should look for, in order to have best
Ranking and place the institute amongst other Institute

17. What will be your focus for International Accreditation process,
and where you wish to concentrate?
18. According to you, what constitutes a good code of conduct and
governance for B-School? What you would bring step by step for the
next 2 years?

19. What International level meets/ conference/ event have you
handled or are or were part off?

20. There are several number of possible careers and options for
you, why is that you want to follow this only? What makes you to stick
to this Profession?

21. Outline in very broad terms, how would you create a strategy,
to place your B-School in the Top 50 Best Ranked School

22. What does the day look like on those mornings you get up and
say to yourself, "I can hardly wait to go to work today because ..."

23. If you were independently wealthy and didn't have to work, what
would make you want to go to work? What about the work, the
company, the people or anything else would be so appealing that
money didn't matter?
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Some General Questions to understand the person better

[The objective for questions from 24 till 50 is given here. Kindly read
the Question 24 as 01; 25 as 2 and accordingly till 73 as 50]
24. Tell me about yourself.
25. Why did you leave your last job?
26. What experience do you have in this field?
27. Do you consider yourself successful?
28. What do co-workers say about you?
29. What do you know about this organization?
30. What have you done to improve your knowledge in the last year?
31. Are you applying for other jobs?
32. Why do you want to work for this organization?
33. Do you know anyone who works for us?
34. What kind of salary do you need?
35. Are you a team player?
36. How long would you expect to work for us if hired?
37. Have you ever had to fire anyone? How did you feel about that?
38. What is your philosophy towards work?
39. If you had enough money to retire right now, would you?
40. Have you ever been asked to leave a position?
41. Explain how you would be an asset to this organization.
42. Why should we hire you?
43. Tell me about a suggestion you have made.
44. What irritates you about co-workers?
45. What is your greatest strength?
46. Tell me about your dream job.
47. Why do you think you would do well at this job?
48. What are you looking for in a job?
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49. What kind of person would you refuse to work with?
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50. What is more important to you: the money or the work?


51. What would your previous supervisor say your strongest point is?
52. Tell me about a problem you had with your team?.
53. What has disappointed you about a job?
54. Tell me about your ability to work under pressure.
55. Do your skills match this job or another job more closely?
56. What motivates you to do your best on the job?
57. Are you willing to work overtime? Nights? Weekends?
58. How would you know you were successful on this job?
59. Would you be willing to relocate if required?
60. Are you willing to put the interests of the organization ahead of your own?
61. Describe your management style.
62. What have you learned from mistakes on the job?
63. Do you have any blind spots?
64. If you were hiring a person for this job, what would you look for?
65. Do you think you are overqualified for this position?
66. How do you propose to compensate for your lack of experience?
67. What qualities do you look for in a boss?
68. Tell me about a time when you helped resolve a dispute between others.
69. What position do you prefer on a team working on a project?
70. Describe your work ethic.
71. What has been your biggest professional disappointment?
72. Tell me about the most fun you have had on the job.
73. Do you have any questions for me?

Objective of Probing:
1. Tell me about yourself.
The most often asked question in interviews. You need to have a short statement prepared in
your mind. Be careful that it does not sound rehearsed. Limit it to work-related items unless
instructed otherwise. Talk about things you have done and jobs you have held that relate to the
position you are interviewing for. Start with the item farthest back and work up to the present.
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2. Why did you leave your last job?
Stay positive regardless of the circumstances. Never refer to a major problem with management
and never speak ill of supervisors, co-workers, or the organization. If you do, you will be the one
looking bad. Keep smiling and talk about leaving for a positive reason such as an opportunity, a
chance to do something special, or other forward-looking reasons.

3. What experience do you have in this field?
Speak about specifics that relate to the position you are applying for. If you do not have specific
experience, get as close as you can.

4. Do you consider yourself successful?
You should always answer yes and briefly explain why. A good explanation is that you have set
goals, and you have met some and are on track to achieve the others.

5. What do co-workers say about you?
Be prepared with a quote or two from co-workers. Either a specific statement or a paraphrase
will work. "Jill Clark, a co-worker at Smith Company, always said I was the hardest worker she
had ever known." It is as powerful as Jill having said it at the interview herself.

6. What do you know about this organization?
This question is one reason to do some research on the organization before the interview. Find
out where they have been, and where they are going. What are the current issues, and who are
the major players?

7. What have you done to improve your knowledge in the last year?
Try to include improvement activities that relate to the job. A wide variety of activities can be
mentioned as positive self-improvement. Have some good ones handy to mention.

8. Are you applying for other jobs?
Be honest but do not spend a lot of time in this area. Keep the focus on this job and what you
can do for this organization. Anything else is a distraction.
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9. Why do you want to work for this organization?
This may take some thought and certainly should be based on the research you have done on
the organization. Sincerity is extremely important here, and will easily be sensed. Relate it to
your long-term career goals.

10. Do you know anyone who works for us?
Be aware of the policy on relatives working for the organization. This can affect your answer
even though they asked about friends not relatives. Be careful to mention a friend only if they
are well thought of.

11. What kind of salary do you need?
A loaded question. A nasty little game that you will probably lose if you answer first. So, do not
answer it. Instead, say something like, "That’s a tough question. Can you tell me the range for
this position?" In most cases, the interviewer, taken off guard, will tell you. If not, say that it can
depend on the details of the job. Then give a wide range.

12. Are you a team player?
You are, of course, a team player. Be sure to have examples ready. Specifics that show you often
perform for the good of the team rather than for yourself are good evidence of your team
attitude. Do not brag, just say it in a matter-of-fact tone. This is a key point.

13. How long would you expect to work for us if hired?
Specifics here are not good. Something like this should work: "I’d like it to be a long time." or "As
long as we both feel I’m doing a good job."

14. Have you ever had to fire anyone? How did you feel about that?
This is serious. Do not make light of it or in any way seem like you like to fire people. At the
same time, you will do it when it is the right thing to do. When it comes to the organization
versus the individual who has created a harmful situation, you will protect the organization.
Remember firing is not the same as layoff or reduction in force.

15. What is your philosophy towards work?
37

The interviewer is not looking for a long or flowery dissertation here. Do you have strong
feelings that the job gets done? Yes. That’s the type of answer that works best here. Short and
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positive, showing a benefit to the organization.


16. If you had enough money to retire right now, would you?
Answer yes if you would. But since you need to work, this is the type of work you prefer. Do not
say yes if you do not mean it.

17. Have you ever been asked to leave a position?
If you have not, say no. If you have, be honest, brief, and avoid saying negative things about the
people or organization involved.

18. Explain how you would be an asset to this organization.
You should be anxious for this question. It gives you a chance to highlight your best points as
they relate to the position being discussed. Give a little advance thought to this relationship.

19. Why should we hire you?
Point out how your assets meet what the organization needs. Do not mention any other
candidates to make a comparison.

20. Tell me about a suggestion you have made.
Have a good one ready. Be sure and use a suggestion that was accepted and was then
considered successful. One related to the type of work applied for is a real plus.

21. What irritates you about co-workers?
This is a trap question. Think "real hard" but fail to come up with anything that irritates you. A
short statement that you seem to get along with folks is great.

22. What is your greatest strength?
Numerous answers are good, just stay positive. A few good examples:

o Your ability to prioritize.
o Your problem-solving skills.
o Your ability to work under pressure.
o Your ability to focus on projects.
Your professional expertise.
38

o
o Your leadership skills.
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23. Tell me about your dream job.
Stay away from a specific job. You cannot win. If you say the job you are contending for is it, you
strain credibility. If you say another job is it, you plant the suspicion that you will be dissatisfied
with this position if hired. The best bet is to stay generic and say something like: "A job where I
love the work, like the people, can contribute, and can’t wait to get to work."

24. Why do you think you would do well at this job?
Give several reasons and include skills, experience, and interest.

25. What are you looking for in a job?
See answer #23.

26. What kind of person would you refuse to work with?
Do not be trivial. It would take disloyalty to the organization, violence or lawbreaking to get you
to object. Minor objections will label you as a whiner.

27. What is more important to you: the money or the work?
Money is always important, but the work is the most important. There is no better answer.

28. What would your previous supervisor say your strongest point is?
There are numerous good possibilities:

o Loyalty
o Energy
o Positive attitude
o Leadership
o Team player
o Expertise
o Initiative
o Patience
o Hard Work
o Creativity
o Problem solver
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29. Tell me about a problem you had with your team.
Biggest trap of all. This is a test to see if you will speak ill of your boss. If you fall for it and tell
about a problem with a former boss, you may well blow the interview right there. Stay positive
and develop a poor memory about any trouble with a superior.

30. What has disappointed you about a job?
Don’t get trivial or negative. Safe areas are few but can include:

o Not enough of a challenge.
o You were laid off in a
reduction.
o Company did not win a
contract, which would have given you
more responsibility.

31. Tell me about your ability to work under pressure.
You may say that you thrive under certain types of pressure. Give an example that relates to the
type of position applied for.

32. Do your skills match this job or another job more closely?
Probably this one. Do not give fuel to the suspicion that you may want another job more than
this one.

33. What motivates you to do your best on the job?
This is a personal trait that only you can say, but good examples are:

o A challenge
o Achievement
o Recognition

34. Are you willing to work overtime? Nights? Weekends?
This is up to you. Be totally honest.
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35. How would you know you were successful on this job?
Several ways are good measures:

o You set high standards for yourself and meet them.
o Your outcomes are a success.
o Your boss tells you that you are successful.

36. Would you be willing to relocate if required?
You should be clear on this with your family prior to the interview if you think there is a chance
it may come up. Do not say yes just to get the job if the real answer is no. This can create a lot of
problems later on in your career. Be honest at this point and save yourself future grief.

37. Are you willing to put the interests of the organization ahead of your own?
This is a straight loyalty and dedication question. Do not worry about the deep ethical and
philosophical implications. Just say yes.

38. Describe your management style.
Try to avoid labels. Some of the more common labels, like "progressive", "salesman" or
"consensus", can have several meanings or descriptions depending on which management
expert you listen to. The "situational" style is safe, because it says you will manage according to
the situation, instead of "one size fits all."

39. What have you learned from mistakes on the job?
Here you have to come up with something or you strain credibility. Make it a small, well-
intentioned mistake with a positive lesson learned. An example would be ... working too far
ahead of colleagues on a project and thus throwing coordination off.

40. Do you have any blind spots?
Trick question. If you know about blind spots, they are no longer blind spots. Do not reveal any
personal areas of concern here. Let them do their own discovery on your bad points. Do not
hand it to them.
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41. If you were hiring a person for this job, what would you look for?
Be careful to mention traits that are needed and that you have.
42. Do you think you are overqualified for this position?
Regardless of your qualifications, state that you are very well qualified for the position.

43. How do you propose to compensate for your lack of experience?
First, if you have experience that the interviewer does not know about, bring that up. Then,
point out (if true) that you are a hard working quick learner.
44. What qualities do you look for in a boss?
Be generic and positive. Safe qualities are knowledgeable, a sense of humor, fair, loyal to
subordinates, and holder of high standards. All bosses think they have these traits.

45. Tell me about a time when you helped resolve a dispute between others.
Pick a specific incident. Concentrate on your problem solving technique and not the dispute you
settled.

46. What position do you prefer on a team working on a project?
Be honest. If you are comfortable in different roles, point that out.

47. Describe your work ethic.
Emphasize benefits to the organization. Things like, "determination to get the job done" and
"work hard but enjoy your work" are good.

48. What has been your biggest professional disappointment?
Be sure that you refer to something that was beyond your control. Show acceptance and no
negative feelings.
49. Tell me about the most fun you have had on the job.
Talk about having fun by accomplishing something for the organization.

50. Do you have any questions for me?
Always have some questions prepared. Questions involving areas where you will be an asset to
the organization are good. "How soon will I be able to be productive?" and "What type of
42

projects will I be able to assist on?" are examples.
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Focus on these areas while discussion during
Recruitment and Selection:

A) Strategy Creation for B School
B) Methodology and Approach in B School

Strategy Creation
Focus on this areas while having discussion with the Director /
Dean level while recruitment

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Methodology and Approach
While recruitment, focus could also be done in
Methodology and Approach in managing and running the
Institute. The discussion could be in the area of mention
here and how the program is taken forward.

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Other Areas:
While recruitment, focus the discussion in the area of
Methodology of running the course day today. The discussion
would focus in the areas like mentioned here, and based on this,
Selection may be finalized. These are the BEST practices in
Academic Institute (Management Program), and the likelihood of
having these practices reflected in discussion would fairly give an
idea of the person’s maturity and experience in Management
Education, per se.

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Chapter Five
Compensation and Benefit Area

Basic Component of Salary Structure:

Basic component of an Ideal Salary structure for teaching includes
the Basic (base pay), DA, CCA, HRA, Medical, TA, Research and
Training allowance, Periodical and Book Allowance, Faculty
development allowance, and Special Merit Allowance. The
deductions would be in terms of PF and Professional Tax.

Compensation forms one of the important motivating factors for the
faculty.

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DESCRIPTION OF A FEW COMPONENTS OF SALARY

SALARY Basic salary The basic salary component could form about 30 to 40% of the
total CTC. The base pay is given to all level of faculty, which is
given monthly in terms of Salary.

Provident Fund The PF has two components. One is employers’ contribution and
the other is employees’ contribution. Each is 12% of the basic
salary.

House Rent Allowance HRA is one of the allowances where an employee can save on
tax.

Dearness Allowance DA is the allowance given in percentage against the base pay. It
varies from Institutions to inst policy, but a percentage of 90-100%
is given.

CCA This is given as city compensatory allowance, and depends on the
level( tier) city classified as 1/2/3…

TA Travelling Allowance is the allowance for traveling from and to the
workplace. Either vehicle I provided or the allowance is included.

Certain allowance is assigned to how or have expenses incurred
Research and training for research and training of the faculty. An amount is assigned for
Allowance research and training work.
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This is assigned for the faculty to spend on ones career
Faculty development advancement.
Allowance

Special merit allowance Assigned if the faculty has done/worked/undertaken some Quality
Standard works in Research/ Some teaching Awards/ Career
Awards/ Young Scientist Awards

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Grade level Jobs included in the Grade

GS 1 Teaching Associates and Research Associates

GS 2 Lecturers and Senior Lecturer

GS 3 Assistant and Associate Professor

GS 4 Additional Professors and Professor

GS 5 Dy Directors/ Dean and Director.

Grade level: GS 1

Grade Description: Includes those classes of positions, the duties of
which are to be performed under various faculties, following almost all the
instructions given by higher-ups, with little or less exercise of independent
judgment or taking any sort of decision. They have no scope to act, but to
follow the code defined. They support the faculty under which they are
assigned in areas of teaching, research, consultancy, and the work
related to academic.

Jobs included in the Grade: Teaching Associates and Research
Associates

Grade level: GS 2

which are to be performed independently in the subject/course of given
responsibility; no independence in any of the administrative work, and has
to work under Senior. They have scope to work and act independently in
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their respective subjects, and also to receive guidance and mentoring
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from the seniors. Amy involve in independent research or in collaboration
with seniors.

Jobs included in the Grade: Lecturers and Senior Lecturer

Grade level: GS 3

which are to be performed independently in the subject of given
responsibility; guiding the junior incumbent and assisting them in the
defined area of teaching and research. They have scope to act and work
independently in their respective subjects, and also receive guidance and
mentoring from seniors. To also involve in academic – administrative work.
Take one-two institute responsibility which enhances the academic activity.

Jobs included in the Grade: Assistant and Associate Professor

Grade level: GS 4

defined area of teaching and research. They have scope to act and work
independently in their respective subjects, and also receive guidance and
mentoring from seniors. To also involve in academic - administrative work.
To focus more in Research and academic development; guide and
supervise junior faculty research work; PhD work; Project formulation/
execution brand building, linkage with external organization/institute, MDP’s
;corporate training and establishing centre for Research activity/
excellence. Also to involve in new course introduction, syllabus preparation.
62

Jobs included in the Grade: Additional Professor and Professor
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Grade level: GS 5

defined area of teaching and research. To focus more in Research and
academic development; guide and supervise junior faculty research work;
PhD work; brand building, linkage with external organization/ institute,
MDP’s corporate training and establishing centre for Research activity.

Includes difficult and most responsible work; broad knowledge of
administrative work; academic development; Research promotion, linkage,
collaborations, MOU’s, brand building, development and establishment of
new courses, promotion of the institute and courses, Placements efforts;
Industry-Institute linkage, bringing quality and accreditation into system
establishing of Centre of Excellence, CSR, and the like.

Jobs included in the Grade: Dy Directors/ Dean and Director.

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The Matrix:
The Qualification and Experience and Scale of Pay
-----------------------------------------------------------------------------------------------------------------------------------------------------

Sl.No Grade Qualification Experience Scale AGP Remarks/ Net Salary

-------------------------------------------------------------------------------------------------------------------------------------------------------

1. TA /RA PG 0-1 Consolidated Rs. 8000 -

2. Lecturer PG 1-2 Rs.15600-Rs.39100 Rs.6000 Rs.38,000

3. Sr. Lecturer PG 2-3 Rs.15600-Rs.39100 Rs.6500 Rs.38,000

4. Asst Prof PG/ PhD 3-5 Rs.15600-Rs.39100 Rs.7000 Rs.46,000

5. Asso Prof PG/PhD 5-8 Rs.37400-Rs.67000 Rs.7500 Rs.98,300

6. Add Prof PG/PhD 8-10 Rs.37400-Rs.67000 Rs.8000 Rs.98,300

7. Prof PG/PhD 10+ Rs.37400-Rs.67000 Rs.10000 Rs.98,300

8. Dy Dir/ DEAN PG/PhD 10+ Rs.37400-Rs.67000 Rs.12000 Rs.98,300

9. Director PG/PhD 10+ Rs.37400-Rs.67000 Rs.13000 Rs.98,300

-----------------------------------------------------------------------------------------------------------------------------------------------------

# Special Allowance: Dy Dir/ Dean: Rs. 2000 / Director: Rs. 4000[Based on Hard Ship;
Responsibility; Extra mile to work; etc]

Total / Gross Salary: L-Sl= Rs.40,000; Sr-Asst Pro=Rs.48,000; Asso till Director:
Rs.98,300. TDS, Professional Tax are deducted. All figures are rounded.

AGP: The Academic Grade Pay makes the difference in Gross / NET salary payment.
AGP is given if the faculty has gained grade points in terms of PhD; PhD guided;
Certifications; Publications; Design of New courses; foreign visits; Overseas Conference
participation, designing workshop and conferences, books published/ written; Research
Projects, Awards, Patents, IPR, collaborations; etc.

TA/RA/ Senior Lecturer: M.Phil could be added advantage for certain financial
allowances.

# Direct appointment of Professor scale may vary, which is not shown here.
64 Page


The SCALE for Salary

------------------------------------------------------------------------------------------------
Sl.No Level Basic DA HRA CCA TA Res/Tg Med Gross PF IT Net

------------------------------------------------------------------------------------------------
Lecturer 15600 15600 2800 1000 2000 2000 1000 40000 800 1200 38000

Sr. Lecturer 15600 15600 2800 1000 2000 2000 1000 40000 800 1200 38000

Asst Prof 15600 15600 4800 2000 4000 4000 2000 48000 800 2200 46000

Asso Prof 15600 15600 4800 2000 4000 4000 2000 48000 800 2200 46000

Add Prof 37400 37400 8800 4000 4000 8000 3000 102600 1500 2200 98300

Prof 37400 37400 8800 4000 4000 8000 3000 102600 1500 2200 98300

Dy Dir/ DEAN 37400 37400 8800 4000 4000 8000 3000 102600 1500 2200 98300

Director 37400 37400 8800 4000 4000 8000 3000 102600 1500 2200 98300

------------------------------------------------------------------------------------------------

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Chapter Six

Performance Management System Area

To look at the present system of PM:
As the 21st century unfolds, the energies of corporate chiefs will be
increasingly grounded in and integrated with the overall strategic goals of
the organization. At its root, the need to manage organization is not just
scientific, engineering, product development, marketing, or leadership.
Instead, firms that thrive in a change intense environment have developed
cultures and process that make them flexible, nimble and change ready.
A company’s perception of its business environment is as important as its
investments in developing and managing HR. This will require a new
consciousness about the inherent and unsurfaced aspects of all HR
systems and tools be it developing or managing the HR at the workplace.
Experience has shown that developing human resources often results in
achieving a sustained organizational growth. Of all the resources which
make business and money, the HR is considered as the most crucial and
prominent. This is because of the fact that, HR makes the business work.
It is HR, which makes the organization grow, develop and excel.

Infact, various strategies are being adopted by business
organizations in this regard. One also sees a paradigm shift from an
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approach understood as ‘welfare approach’ to that of an approach
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commonly known as the ‘performance management approach’. This


approach of employee performance has seen interesting outcomes and
hence has been accepted all across the world.

Performance Management: Defined

1. PM means looking forward and planning for future skill
enhancement while talking account of an individual’s context

2. PM is looking at requisite changes in employee skills and
behavior, thus, focusing at competency enhancement

3. PM is creating a basis for individual employee performance and
corporate strategy

4. PM as a continuous process in which organization clarifies the
level of performance required to meet their strategic objectives,
convert them into unit and individual objectives and manage them
continually

5. PM is a process of ensuring that employees understand what is
expected of them in their jobs and that managers provide the
appropriate support and feedback to help them meet expectations

6. PM is aligning individual objectives with business goals and
customer requirements, evaluating results achieved, and coaching
for continual improvement

7. PM is a system / process / which help employee perform as
effectively as possible
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The format of the form used:

A sample Balanced Scorecard: The areas of focus for
Dean / Director of the B-School
Area of Performance: KRA and KPI, based on these areas, the Scorecard
can be worked out.

Key Results Area

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Key Performance Areas

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A sample Appraisal format: The areas of focus for
Teaching Faculty of the B-School
Student feedback on Teachers

Department: Semester/term/year:

Please rate the teacher on the following attributes using the 4-point scale shown

4.00 3.00 2.00 0.00

A….. Very Good B….. Good C….. Satisfactory D…..Unsatisfactory

Name of the Teacher:

Parameters A….. B….. C….. D…..
Very Good Satisfact Unsa
Good ory tisfac
tory

Knowledge base of the teacher (as perceived
by you)

Communication skills (in terms of articulation
and comprehensibility)

Sincerity / commitment of the teacher

Interest generated by the teacher
70

Ability to integrate course material with
environment/other issues, to provide a broader
Page

MM Bagali, PhD, HRM Project for MBA Institute

MM Bagali, PhD, HRM Project for MBA Institute

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