MM Bagali, PhD, HRM Project for MBA Institute

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HRD, HRM, Rsearch report, Global HR certification, Management, MBA, B-School

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MM Bagali, PhD, HRM Project for MBA Institute

  1. 1. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangaloreName 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 1 Page
  2. 2. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangaloreAcknowledgmentLet me place my sincere thanksfor the CAMI and MEC for having given an opportunity to work onvarious certifications over a period of One Year. Thanks also for the trainingprogram and preparing me for such knowledge sharing discussion, per se.Special Thanks to Shri. Nitin Sanker, Executive Director-AHRB (for selecting mefor Vimala Sanker Memorial Full Scholarship), and all the Trainers for theirDiscussion.Contents3-7 Chapter One8-16 Chapter Two17-28 Chapter Three29-57 Chapter Four58-65 Chapter Five66-76 Chapter Six77-86 Chapter Seven87-93 Annexure 1 294-99 Annexure 2 Page100-111 Annexure 3
  3. 3. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore Chapter OneIndustry BasicsManagement Education: The MBANeedless to say that, the importance of Management Education in Indianscenario has grown to importance in education field. The growing demandfor having management Education is reflected in the number and volume ofthe B-Schools that have come-up. The rough estimated number of around250-300 B-School in 1990-2000, to around 1600-1800 B-School today.Infact, the correct picture at present is 2500 B Schools in India. Thenumber is too big for the education sector, because with these numbers, italso calls for infrastructure, which most schools lack. The courses arerecognized by AICTE (All India Council for Technical Education, India) andalso the UGC (University Grants Commission). Some also haverecognisation from the AIU (Association of India University). Infact, all thiscouncil are part of HRD Ministry, Government of India.The category of B-School also vary from the department of B- Schools inUniversity to having affiliated Institutes, autonomous, deemed status,Independent, Private, Corporate University, and the Institute withcollaborations. Each such category calls for challenges and oppourntities,with it the quality education that one has to provide. The span of the coursealso varies from one year to four years. The location of this program and 3 Pageschool would be from single campus to multiple campus location, with
  4. 4. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangaloreaccredited to non-accredited, having the mode of yearly, bi-semester, tri-semester, and the common area of specialization into HR, Marketing andFinance, apart from International Business areas. The admission for thisprogram 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 isimparted and all care is taken to get the best teachers to work in theseinstitutes. Teachers play an important role in imparting education. Theinterest level, the knowledge base, the learning experience, the aptitudeand attitude towards teaching, and moreover, the passion with which theywork 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-doorassignment , Business writing plans/models, Profile writing of SuccessfulBusiness houses in India , Presentations , Industrial Visits , Meet the CEO /Executive , and the like , with credit grading for awarding the degree. 4 Page
  5. 5. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangaloreHR practices in Management Institutes acrossIndia:Let us look at these areas as far as HR practices are concerned, viz:Sl. Practice Matured Primitive Institute RemarksNo 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 invest2 Recruitment 65% 35% IIM, IIT, 1.Advertisment Practices XLRI are given on large scale 2. Investment is high, because it’s the only way 5 to get people for Page
  6. 6. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore the organization3 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 PMS5 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 6 training Page
  7. 7. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore6 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. 7 Page
  8. 8. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore Chapter TwoThe Structure and the JDThe 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 8 Page
  9. 9. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangaloreA] JD of Program Director/ Dean –PD/DSl. NO JD area Content of Work Academic Development1 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 Administration2 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. 9 Page Brand and make the
  10. 10. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore institute visible, talk and make presentations at various forums and meetings of prospective admissions group. Research and Projects3 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/ Collaborations4 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 10 placements Page Network with corporate
  11. 11. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore and connect the Institute- Industry base srong Internal Governance and5 Issues Address issue related to Faculty Issues students, faculty, exams and committees in the Student’s issues institutes Exams Committees Sport and othersB] JD of Head of the Department - HODSl. NO JD area Content of Work 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 11 statement. Page
  12. 12. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore Research Area He will decide the2 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 of3 research, extension Industry-Institute programmes and industry- institute interaction. Network Supporting Areas Run the department4 Manage the team of Students development faculty Discipline Bring revenue with add-on programme Manage Students towards career 12 Page
  13. 13. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangaloreC] JD of the Faculty- HR/Mkt/Fin/ OthersSl. NO JD area Content of Work Academic Area Assist and provide1 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 research2 papers 13 Apply, get sponsors for research projects Page
  14. 14. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore Appeal and apply for funding from different Research councils Corporate Interface Develop database and3 network with Corporate Bring Corporate people to address students Other areas Mentoring, other4 supporting areas like sports, cultural, library, etc work 14 Page
  15. 15. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangaloreD] Placements and Corporate Relations Officer-PCROSl. NO JD area Content of Work Placements Meeting the target of1 Placements of all students Professionally and ethically represent the organization in the corporate world Training Meet employer’s2 needs and expectations and arrange for training Train students, counsel and advice and guide them Network Conducting Job3 Placements activity like Fairs, Meets Build Alumina base and conduct alumina meet 15 Prepare necessary Page
  16. 16. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore presentation and brocudure for placements Industry-Institute Have Industry-Institute4 Interaction Interaction and get corporate people to address students Student Development Have personality5 activity development program and profile assessment 16 Page
  17. 17. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore Chapter ThreeLearning and Development AreaOver the years, the importance of having the Right person for the right jobhas been the buzz word in all spheres of life. Getting people is not theissue, but getting Right people matters. When we say, Right People,emphasis is on the Right skills, Right Knowledge and the Right Attitude. Itis people, who make organization and hence the importance for the RIGHTKAS- Knowledge, Attitude and Skills. When we speak about the rightKAS, what do we mean by this? It is understood that, having the aptknowledge about the subject, work in which the person is working. It is thedomain knowledge that matters. The right skills are the qualities andcharacteristics which are required to perform the job. The right attitude isthe approach which is required and fetches the right results. Thus, it is thetotal persona, which reflects on the overall outcome of the job, per se.Competency:Competencies are those qualities and skills, which help the individual toperform superior work. They are the traits, which can’t be duplicated easily.They are the successful model (trait) of any individual, which are inherentand keep helping and supporting the person through his work-life. Thecompetency required to perform a particular task are developed. 17 Page
  18. 18. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangaloreCompetency MappingWhile competency are developed and nurtured over a period of time, theyare required at all stages and level of work. It depends on which level andgrade the individual is working, and what competency level or degreerequired. Each level or position requires different competency to performthe work for the desired output. The initial work could be a Job Descriptionof the work that has to be performed by the individual.Competency Maps for the role of ProgramDirector-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 17 18 PageOver a period of 10 years is the mapping
  19. 19. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore Administrative Competency Recruitment & Placement Selection Early Identification Organisational of Potential Development Competency Management Faculty Training Succession & Development Planning Career Planning AppraisalsThese competencies for day today functioning 19 Page
  20. 20. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore 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 ceThese competencies for day today functioning and managing the humanrelations and getting along with everyone effectively 20 Page
  21. 21. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangaloreCompetency required for HOD Major Professional Competency 21 Page
  22. 22. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore 2. Supporting Competency 22 Page
  23. 23. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore 3. Necessary Competency 23 Page
  24. 24. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore 4. Desired Competency 24 Page
  25. 25. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangaloreBARS TableSubject: Dean, MBARating using BARS4 SuperiorThe applicant may exhibit all these behaviors to be rated asSuperiors: 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 25 Page
  26. 26. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangaloreThe subject should exhibit all these behaviors to pass as ADEQUATE3 Adequate1. Showed sympatric hearing and Emphatic feelings2. Refers files, notes for clarifications3. Obtains holistic information4. Problems are seen with complete information2 IneffectiveThe subject fails, if he/she exhibits any four of the mentioned plausible butmost 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 Page
  27. 27. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangaloreBARS TableSubject: HOD, MBA programRating using BARS4 SuperiorThe 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 times3 AdequateThe 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 27 solutions Page
  28. 28. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore2 IneffectiveThe subject fails, if he/she exhibits any four of the mentioned plausible butmost 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. 28 Page
  29. 29. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore Chapter FourRecruitment AreaRecruitment in Academic Institute is crucial because the more thescientific recruitment, the more the apt individual to be part of theorganization. Because Recruitment is the Process by whichorganizations locate and attract to fill job vacancies throughdiscovering Manpower. Recruitment is the process of evaluating thesuitability of Candidates for various jobs. Recruitment forms the mostcrucial because based on the image and brand the institute holds inmarket, accordingly the responses would be for joining theorganization. A right recruitment policy and format / procedure, theright 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: 29 Page
  30. 30. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore Sample Recruitment Format 30 Page
  31. 31. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangaloreProgram Director-PDInterview Guide and Questions during Interview interactionNote: Base on the responses, following Points may be allotted for each response, viz:Highly Satisfactory Response 20 PointsSatisfactory Response 10 PointsAverage Response 05 PointsNot Satisfactory Response 03 PointsNot at all Satisfactory / Worst / 00 PointsCompletely Unrelated ResponseAreas 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 31 5. What are your salary expectations, and also justify how is that figure Page come from?
  32. 32. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore 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 32 the institute/ B-School, and your strategy for developing network with other agencies? Page
  33. 33. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore 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 didnt 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 didnt matter? 33 Page
  34. 34. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangaloreSome General Questions to understand the person better[The objective for questions from 24 till 50 is given here. Kindly readthe 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? 34 49. What kind of person would you refuse to work with? Page 50. What is more important to you: the money or the work?
  35. 35. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore 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. 35 Page
  36. 36. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore 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. 36 Page
  37. 37. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore 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 Page positive, showing a benefit to the organization.
  38. 38. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore 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. Page
  39. 39. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore 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 39 Page
  40. 40. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore 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. 40 Page
  41. 41. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore 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. 41 Page
  42. 42. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore 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. Page
  43. 43. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangaloreFocus on these areas while discussion duringRecruitment and Selection: A) Strategy Creation for B School B) Methodology and Approach in B SchoolStrategy Creation Focus on this areas while having discussion with the Director / Dean level while recruitment 43 Page
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  49. 49. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangaloreMethodology and ApproachWhile recruitment, focus could also be done inMethodology and Approach in managing and running theInstitute. The discussion could be in the area of mentionhere and how the program is taken forward. 49 Page
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  54. 54. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangaloreOther Areas:While recruitment, focus the discussion in the area ofMethodology of running the course day today. The discussionwould focus in the areas like mentioned here, and based on this,Selection may be finalized. These are the BEST practices inAcademic Institute (Management Program), and the likelihood ofhaving these practices reflected in discussion would fairly give anidea of the person’s maturity and experience in ManagementEducation, per se. 54 Page
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  58. 58. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore Chapter FiveCompensation and Benefit AreaBasic Component of Salary Structure:Basic component of an Ideal Salary structure for teaching includesthe Basic (base pay), DA, CCA, HRA, Medical, TA, Research andTraining allowance, Periodical and Book Allowance, Facultydevelopment allowance, and Special Merit Allowance. Thedeductions would be in terms of PF and Professional Tax.Compensation forms one of the important motivating factors for thefaculty. 58 Page
  59. 59. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangaloreDESCRIPTION OF A FEW COMPONENTS OF SALARYSALARY 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 incurredResearch and training for research and training of the faculty. An amount is assigned forAllowance research and training work. 59 Page
  60. 60. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore This is assigned for the faculty to spend on ones careerFaculty development advancement.AllowanceSpecial merit allowance Assigned if the faculty has done/worked/undertaken some Quality Standard works in Research/ Some teaching Awards/ Career Awards/ Young Scientist Awards 60 Page
  61. 61. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore 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 Grade Description: Includes those classes of positions, the duties of 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 61 their respective subjects, and also to receive guidance and mentoring Page
  62. 62. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore from the seniors. Amy involve in independent research or in collaboration with seniors.Jobs included in the Grade: Lecturers and Senior LecturerGrade level: GS 3Grade Description: Includes those classes of positions, the duties ofwhich are to be performed independently in the subject of givenresponsibility; guiding the junior incumbent and assisting them in thedefined area of teaching and research. They have scope to act and workindependently in their respective subjects, and also receive guidance andmentoring 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 ProfessorGrade level: GS 4Grade Description: Includes those classes of positions, the duties ofwhich are to be performed independently in the subject of givenresponsibility; guiding the junior incumbent and assisting them in thedefined area of teaching and research. They have scope to act and workindependently in their respective subjects, and also receive guidance andmentoring from seniors. To also involve in academic - administrative work.To focus more in Research and academic development; guide andsupervise 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. 62Jobs included in the Grade: Additional Professor and Professor Page
  63. 63. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangaloreGrade level: GS 5Grade Description: Includes those classes of positions, the duties ofwhich are to be performed independently in the subject of givenresponsibility; guiding the junior incumbent and assisting them in thedefined area of teaching and research. To focus more in Research andacademic 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 ofadministrative work; academic development; Research promotion, linkage,collaborations, MOU’s, brand building, development and establishment ofnew courses, promotion of the institute and courses, Placements efforts;Industry-Institute linkage, bringing quality and accreditation into systemestablishing of Centre of Excellence, CSR, and the like.Jobs included in the Grade: Dy Directors/ Dean and Director. 63 Page
  64. 64. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore 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
  65. 65. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangaloreThe 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 38000Sr. Lecturer 15600 15600 2800 1000 2000 2000 1000 40000 800 1200 38000Asst Prof 15600 15600 4800 2000 4000 4000 2000 48000 800 2200 46000Asso Prof 15600 15600 4800 2000 4000 4000 2000 48000 800 2200 46000Add Prof 37400 37400 8800 4000 4000 8000 3000 102600 1500 2200 98300Prof 37400 37400 8800 4000 4000 8000 3000 102600 1500 2200 98300Dy Dir/ DEAN 37400 37400 8800 4000 4000 8000 3000 102600 1500 2200 98300Director 37400 37400 8800 4000 4000 8000 3000 102600 1500 2200 98300------------------------------------------------------------------------------------------------ 65 Page
  66. 66. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore Chapter SixPerformance Management System AreaTo 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 66 approach understood as ‘welfare approach’ to that of an approach Page commonly known as the ‘performance management approach’. This
  67. 67. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore 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 67 Page

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