MAJOR FUNCTIONAL LAB – I

HUMAN RESOURCE MANAGEMENT

In partial fulfillment for the award of degree of

Masters of Business Management

Submitted by: Submitted to:

RIYA SHARMA Dr. Bharti Sharma
MBA/2022/4633 Dr. Poornima Mathur

Batch: 2022-2024
International School of Informatics and Management
 ACKNOWLEDGEMENT

I would want to convey my heartfelt gratitude to my mentor, for her invaluable advice and assistance
in completing my report. She was there to assist me every step of the way, and her motivation is what
enabled me to accomplish my task effectively. I would also like to thank all of the other supporting
personnel who assisted me by supplying the required data that was essential and vital, without which
I would not have been able to perform efficiently on this report.

I would also want to thank my friends and parents for their support and encouragement as I worked
on this assignment.

Riya Sharma
 Q.1. Identify and analyze the stages of planning human resource
requirements in any organization of your choice.

The process of planning human resource requirements in an organization involves

several stages. While the specific steps may vary, the general stages typically include:

1. Environmental Scanning:

 Identify external factors that may impact the organization's human resource
needs, such as economic conditions, technological advancements, and changes in
the industry.
 Evaluate social and demographic trends that could influence workforce
demographics and skill requirements.

2. Organizational Objectives:

 Align human resource planning with the overall strategic objectives of the
organization.
 Understand the short-term and long-term goals that will drive the need for
specific skills and competencies.

3. Job Analysis:

 Conduct a thorough analysis of each job within the organization to determine the
skills, qualifications, and competencies required.
 Identify the duties, responsibilities, and job specifications for each position.

4. Forecasting Demand:

 Estimate the future demand for human resources based on factors like business
growth, expansion plans, and changes in technology.
 Consider turnover rates, retirements, and other factors that may impact the size
and composition of the workforce.
5. Supply Analysis:

 Evaluate the current workforce to determine the availability of skills and

competencies.
 Consider internal sources such as promotions and transfers, as well as external
sources like recruitment and outsourcing.

6. Gap Analysis:

 Compare the forecasted demand with the anticipated supply to identify any gaps
in the workforce.
 Determine areas where there may be shortages or surpluses of skills.

7. Action Planning:

 Develop strategies to address the identified gaps, such as recruitment, training,

development, or restructuring.
 Consider alternative approaches to balance the workforce, such as outsourcing or
contracting.

8. Implementation:

 Put the action plans into practice.

 Execute recruitment, training, and development programs as needed to meet the
organization's human resource requirements.

9. Monitoring and Evaluation:

 Continuously monitor the effectiveness of the implemented plans.

 Adjust strategies as necessary based on changes in the internal or external
environment.
10. Feedback and Review:

 Collect feedback from employees, managers, and other stakeholders to assess the
impact of the human resource planning process.
 Conduct regular reviews to refine and improve the planning process for future cycles.

By following these stages, an organization can systematically plan its human resource
requirements, ensuring that it has the right people with the right skills in the right
positions to achieve its strategic goals.
 Human Resource Management at
Microsoft

Microsoft is one of the wealthiest and most successful companies in the world. Even
more important, from a human resource perspective, is the fact that Microsoft is an
employee-driven organization. While other organizations base their success on better
manufacturing techniques, or better technology, Microsoft’s success is based on the
effectiveness of their employees. Essentially, Microsoft value their staff and realize the
importance of their staff. This focus on employees may, in the future, expand to all
organizations.

Recruitment and Selection

In the Beginning Bill Gates is the driving force for Microsoft and from the beginning of
the company he believed in recruiting extremely intelligent staff, favoring intelligence
over experience, “his preference for hiring extremely intelligent, not necessarily
experienced, new college graduates dated from Microsoft’s start-up days, when he and
cofounder Paul Allen recruited the brightest people they knew from school – their ‘smart
friends'.

Interview

focused mainly on problem-solving, with interviewers posing problem scenarios. To test

the composure of the candidate and also their creative problem-solving skills,
unexpected questions were also included. Two examples of these questions given are
“how many times does the person use the word ‘the’ in a day” and “describe the perfect
TV remote control”.

After the interview, interviewers would e-mail their decision on the interviewee with the
words ‘Hire’ or ‘No Hire’ and comments on the problem area, the future interviewers
would then use these comments to further investigate whatever issues there were with
the interviewee. This interviewing process was essentially a ‘make or break’ one, where
interviewees were pushed to their limits, if they thrived and survived this meant they
would also thrive and survive in the Microsoft working environment. After this series of
interviews, if the majority of interviewers were favorable the interviewee would finally
meet with their manager and this manager would make a final hire/no hire decision. The
very last step is an interview by someone outside the hiring group, this person is
independent and so unbiased in their opinion. This person is meant as a final check that
the person is a good Microsoft person and also to prevent managers from hiring the
wrong people because they have a need to fill a certain position.

The importance of hiring the right people is also shown in Microsoft’s ‘n minus 1’
strategy which means less people are employed than are required. This policy reinforces
that hiring the right people is more important than hiring just to fill a position.

Recruitment and Selection – Later Stages

Microsoft retained the same basic principles as they expanded but had to change their
methods when the number of new employees required could no longer be sourced only
from universities. The recruiting practices continued to be active rather than passive,
with Microsoft ‘head hunting’ the best staff. These staff were found, monitored and
recruited from other companies by over 300 recruiting experts, “once someone had
been identified as ‘hard core’ – Microsoft’s euphemism for the kind of highly talented
and driven people they sought – the pursuit was relentless, if subtle. Regular telephone
calls at discreet intervals, conversations at industry conventions, invitations to formal
dinners – recruiting team members employed every means possible to keep the lines of
communication open. Microsoft also took advantage of breaking opportunities such as
company layoffs, one example is with the AOL down size, “when we heard AOL was
downsizing Netscape’s operations in the valley, we assembled a team to identify the
best talent and go knocking on doors. Employee Satisfaction and Loyalty were the
topmost priority.

Microsoft attempted to cater to the needs of its employees from the beginning.
Recognizing that the majority of employees were just out of college, the Microsoft
company operated like a campus. The former director of human resources describes this
saying, “how do you make young kids who had never been away from home – or only as
far as college – comfortable? We wanted to keep the atmosphere at work one they were
somewhat familiar with, and also make sure it gave them a sense of social belonging.
This environment also included every employee having their own office they were free
to decorate as they please and the provision of subsidized food and drink. Employee
satisfaction was also afforded by the opportunity for growth, “development also
occurred by encouraging horizontal transfers, and employees were encouraged to
develop themselves by switching jobs.

It is noted that few employees leave the organization by dismissal, with the majority
leaving voluntaril . Concern over high attrition rates in the 1990s led to surveys to find
the cause of the problem and for changes to be implemented. One of the major
changes was the requirement for top management to coach lower levels, assisting in
their development by doing so. This became known as ‘turning over the keys.

This is important because it allows people an opportunity to develop further. Also

critical to the changes was a new focus on empowering people and of defining clear
goals. These changes were all designed to increase employee satisfaction and
commitment to the organization, while maintaining the same spirit the small company
began with employee rewards.

In the early days Gates was a firm believer that employee ownership was critical in
raising motivation and employee retention, in lieu of high salaries he offered employees
equity . Once listed on the stock exchange, this continued, with the company offering
stock options to employees based on performance.

Critical to this is the link between individual performance and reward, with semi-annual
performance reviews linked to pay increases, bonus awards and stock options.
Performance goals employees were measured against were specific measurable ones,
these performance objectives shortened to SMART: Specific, Measurable, Attainable,
Results-based, and Time-bound.

This formal review system also included more common evaluations by managers to
ensure no unexpected deviations. The system also included the process of employees
evaluating themselves, these self-evaluations then being sent to the manager who does
their own evaluation. The employee and manager then meet to discuss the review.

Stock options awards are based on whether the employee is considered a long-term
asset of the company and awarded on this basis. This is an important symbol of
Microsoft’s commitment to retaining good employees.
 ANALYSIS OF HUMAN RESOURCE MANAGEMENT AT
Microsoft

Recruitment and Selection

It is reported that companies must be aware of where they are going in the future and
how the current configuration of human resources relates to this.

As we have seen, Microsoft employ different recruitment practices than many

organizations based on their need for the very best people. Microsoft actively recruit
suitable employs and focus on the right type of person rather than the right type of skill
level.

In ‘Human Resource Management: An Experiential Approach human resources are

described as an important source of competitive advantage. Microsoft use human
resources for competitive advantage, basing their success on having the very best
people in the industry and inspiring them to be the best. It is this that leads to
Microsoft’s unique recruitment practices. Based on the importance placed on having the
best people in the industry, their aggressive ‘head hunting’ techniques are justified.

What is most crucial here is that Microsoft’s recruitment practices meet their human
resource needs. It is an important sign of the focused approach of Microsoft, with their
actions always leading towards their ultimate goals.

Some important factors to be considered in recruiting staff include that the recruiter
should be from the same functional area and that candidates should not be deceived
about the negative elements of a jobs. The interview process at Microsoft reflects this
with the new employee being interviewed by the manager. The recruitment process also
goes further than just informing the employee about the negative aspects, instead the
recruitment process actually tests the employee on the negative aspects, putting them
under the same type of pressure they would be put under on the job. This is an effective
method, as it can be ascertained, that if the employee is successful in the selection
process, they will be successful within the organization.
 Q.2. (A) Assess the approach toward human resource management taken by any
organization. What factors might you evaluate in determining whether an
organization uses a traditional or strategic approach to managing its human
resource? Develop specific questions that need to be answered and administer the
questionnaire to the concerned HR authorities.

Factors to Evaluate Traditional vs. Strategic HR Approach:

1. Recruitment and Selection:

 Traditional: Does the organization primarily rely on traditional recruitment

methods, such as newspaper ads or walk-in applications?
 Strategic: Is there a strategic recruitment plan in place that includes targeted
sourcing, employer branding, and a focus on long-term talent acquisition?

2. Training and Development:

 Traditional: Does the organization provide basic training without a clear

connection to long-term goals?
 Strategic: Is there a structured training program aligned with organizational
objectives and individual career development plans?

3. Performance Management:

 Traditional: Is the performance review process primarily backward-looking and

focused on correcting past mistakes?
 Strategic: Does the organization use performance evaluations as a tool for
continuous improvement and career development?
4. Employee Engagement:

 Traditional: Is there a limited emphasis on employee engagement beyond basic

benefits and compensation?
 Strategic: Does the organization actively seek employee feedback, foster a
positive workplace culture, and promote work-life balance?

5. Succession Planning:

 Traditional: Is there a lack of formal succession planning, with promotions based

on seniority?
 Strategic: Does the organization have a comprehensive succession plan to ensure
a pipeline of talent for key roles?

6. Technology Adoption:

 Traditional: Is the HR department primarily manual in its processes, with limited

use of HR technology?
 Strategic: Has the organization embraced HR technology for tasks like analytics,
workforce planning, and employee self-service?

7. Strategic Alignment:

 Traditional: Is HR seen as a support function with little involvement in strategic

decision-making?
 Strategic: Does the HR department actively contribute to strategic planning and
play a role in achieving organizational goals?

.
 (B) Select any local organization and investigate these factors by interviewing selected key
decision–makers.

1. Recruitment Strategy:

 How does the organization attract and select talent? Is there a focus on skills
matching and cultural fit?

2. Training and Development:

 Can you describe the organization's approach to employee training and

development? How is it linked to overall business goals?

3. Performance Management System:

 How does the organization assess and manage employee performance? Is it tied
to individual and organizational objectives?

4. Employee Engagement Initiatives:

 What initiatives does the organization have in place to enhance employee

engagement and satisfaction?

5. Succession Planning:

 How does the organization identify and groom potential successors for key
positions?
6. Technology Integration:

 To what extent does the organization leverage technology in HR processes, from

recruitment to performance management?

7. HR's Role in Strategic Decision-Making:

 How is the HR department involved in strategic decision-making within the

organization?

These questions will provide insights into the organization's HR approach and help
determine whether it leans more towards a traditional or a strategic model.
 FRESHTEAM SOFTWARE

Freshteam is a cloud-based human resources software developed by Freshworks Inc. It is

designed to help businesses manage their hiring, onboarding, time-off, and employee
information.

Freshteam is the smart HR software for growing businesses. With Freshteam, you can
attract, hire and onboard new hires, offboard exiting employees, manage employee
information, and time off - all in one place.

Key features of Freshteam typically include:

1. Applicant Tracking System (ATS):

Allows recruiters to manage the entire hiring process, from creating job postings to
tracking applicants and conducting interviews.

2. Employee Onboarding:

Streamlines the onboarding process by providing tools to organize and automate new
employee orientation, paperwork, and training.

3. Time Off Management:

Helps in tracking and managing employee leaves, vacations, and time-off requests.

4. Employee Information System:

Provides a centralized location for storing and managing employee information,

including contact details, performance records, and other relevant data.
5. Collaboration and Communication:

Facilitates communication and collaboration among team members, including features

such as employee directories and team collaboration tools.

6. Customizable Workflows:

Allows users to customize workflows to match their specific HR processes and

requirements.

7. Reporting and Analytics:

Provides insights and analytics related to HR metrics and employee performance.

8. Integration:

Often integrates with other business tools, such as email, calendars, and third-party
applications.

It's important to check the official website or contact the vendor directly for the most
up-to-date information on Freshteam's features and capabilities. Additionally, user
reviews and testimonials can provide insights into how well the software meets the
needs of different organizations.
 BENEFITS OF USING FRESHTEAM

 No time is wasted chasing for information; all hiring related information like
candidate profiles, interview feedback, panel member comments, and emails is
stored in one location to save time.

 Collaborate better with the hiring team by getting everyone involved, right from
day 1. Hiring team members can screen applications and provide feedback even
as applications roll in.

 Make candidate engagement more contextual through built-in email and

Candidate 360.

 Maintain an active candidate database. Every time a new job posting is created,
Freshteam resurfaces archived candidates so that recruiters can nurture older
profiles as well.

 Connect with your new hires even before they join with Pre-onboarding features

 Maintain a single point of reference for all employee information with HRIS
features.

 Track, approve and manage all paid time off in one place.
Pros
 Freshteam has a lot of features starting from employee management, HR, leave
management, time-off management, etc. Despite having a lot of features using
the application is not complicated and everything is so well designed that using
the software is super easy. I really like the time-off and leave management
system.

 FreshTeam is easy for employees to use and keep their details updated,
additional fields can be added to make the information relevant and being able
to do reports can save time for a busy HR department.

Cons

 The only thing to frown upon is that, it’s great for enterprises but when it comes
to small organizations it becomes costly, and the free version has a lot of
limitations, because of which when it comes to small orgs and startups, they look
for other alternatives.

 The software is very user-friendly but the setup and hiring team structure took a
little work to understand on the front end.
Freshteam is part of the Freshworks Inc. product family, that includes Freshdesk
Customer Support Software, Freshservice IT Service Management Software, Freshsales
CRM Software, Freshchat Customer Messaging Software, Freshcaller Call Center
Software & Freshmarketer Conversion Optimization Suite.
 BOOK REVIEW

HR DISRUPTED – IT’S TIME FOR

SOMETHING DIFFERENT
 L U C Y A D AM S

q
 ABOUT THE AUTHOR

Lucy Adams is one of Europe’s best-known HR executives. She led HR and internal
communications at the BBC and now offers a number of challenges, new models and
fresh insights to support business leaders. Since leaving the BBC, Lucy has been working
with major organizations to help them re-think their approach to leading change,
employee engagement, HR and internal communications.

She created the Disruptive HR Agency to combine strategic and operational HR

expertise with a fresh but practical approach. Lucy aims to put the “human” back into
Human Resources.

After having held senior level HR roles in a variety of sectors she grew frustrated with
the lack of innovation and fresh thinking in the HR profession and wanted to find new
ways of tackling old problems.
Lucy Adams makes a statement of the current situation that generates frustrations with
the employees. Nevertheless, she does not content herself with this and suggests
avenues to explore in order to make HR the great partner it should be when building
the future, thus embodying cultural change, hiring for innovation,
encouraging entrepreneurship, promoting best practices in leadership and training
people for the next challenges.

HR has lost its way and needs to find a new direction.

The central question this book sets out to answer is: if we are to survive and thrive in
this new, volatile business world, how do we lead, manage, engage and support our
employees in a radically different way?

HR departments, and companies, need to transform their approach. This entails not
simply tinkering with the process or the mechanics, but taking a completely fresh look at
the entire scenario. It’s the difference between spending hours deciding how many
grades there should be in an employee grading system, and asking if grading people
actually increases their ability to perform better in the first place.

To achieve this change, Disruptive HR has three pillars:

1. Treating employees as adults not children

2. Treating employees as consumers or customers (not a one-size-fits-all approach)

3. Treating employees as human beings

EACH: Employees as Adults, Consumers and Human beings. (Each of us is different, each
of us deserves better.)

So, what happens when we read this book? First, there’s the lightbulb moment: ‘I do that
and I hadn’t even realised it’. Then you’ll see what this means for you and your
organisation, with practical tools, ideas and techniques so you can start making changes
immediately.

And finally, the hard bit: this book will help us introduce this new thinking to others in
your business.
 A process-driven function that often ignores individuals, HR has not evolved together with
business models, the economy and people’s aspirations. In a ‘VUCA’ world—volatile,
uncertain, complex and ambiguous —HR must start catering to individuals, rather than
processes designed for the mass economy. Lucy Adams provides HR professionals with a
compelling case for changing HR and possible strategies to achieve change.

Lucy Adams lists all the reasons why old-style HR is about to die: technology is transforming
our businesses; a company’s competitors aren’t who they used to be; workers have to live
and work in a collaborative; networked world; and organizations are changing
structurally. Companies will have to manage virtual teams and cope with the fact that their
teams will be increasingly scattered and less likely to share the same physical space from 9
to 5.

Also, the workforce is shape-shifting. The ever-increasing number of contingent workers

is challenging the traditional approach to training and management. “In most companies, an
employee would join, go onto the payroll and ‘belong’ to the organisation. It was a solid,
dependable, loyal relationship on both sides”. Now a different form of relationship will have to
be invented.

We need to put the ‘human’ back into HR

“Whenever we in HR face a challenge, we typically create a process in response”. We tend to

use more jargon and acronyms in times of crisis. The more employees need humanity, the
less human HR departments actually are. In his book, it is showed that we humans are
largely motivated at work by three things:

 autonomy,
 mastery,
 and meaning (a connection to something bigger than ourselves).