MANAV RACHNA INTERNATIONAL INSTITUTE OF RESEARCH

AND STUDIES

HR Management MCA-006A(CB)
ASSIGNMENT-1

SUBMITTED BY: SUBMITTED TO:

NAME: RAJIV CHADHA Ms. Sonal Pathak

ROLL NO: 18/FCA/MCA(L)/022

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Question 1: Describe the scope of human resource of management. Is it the responsibility
only of human resource or personnel department?

Answer:

The scope of Human Resource Management refers to all the activities that come under the
banner of Human Resource Management. These activities are as follows.

 Human resources planning :- Human resource planning or Human Resource Planning

refers to a process by which the company to identify the number of jobs vacant, whether
the company has excess staff or shortage of staff and to deal with this excess or shortage. 

 Job analysis design :- Another important area of Human Resource Management is job
analysis. Job analysis gives a detailed explanation about each and every job in the
company. 

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  Recruitment and selection :- Based on information collected from job analysis the
company prepares advertisements and publishes them in the newspapers. This
is recruitment. A number of applications are received after the advertisement is
published, interviews are conducted and the right employee is selected thus recruitment
and selection are yet another important area of Human Resource Management. 

 Orientation and induction :- Once the employees have been selected

an induction or orientation program is conducted. This is

 another important area of Human Resource Management. The employees are informed about the
background of the company, explain about the organizational culture and values and work ethics
and introduce to the other employees. 

 Training and development :- Every employee goes under training program which helps

him to put up a better performance on the job. Training program is also conducted for
existing staff that have a lot of experience. This is called refresher training. Training and
development is one area where the company spends a huge amount. 

 Performance appraisal :- Once the employee has put in around 1 year of

service, performance appraisal is conducted that is the Human Resource department
checks the performance of the employee. Based on these appraisal future promotions,
incentives, increments in salary are decided. 

 Compensation planning and remuneration :- There are various rules

regarding compensation and other benefits. It is the job of the Human Resource
department to look into remuneration and compensation planning. 

 Motivation, welfare, health and safety :- Motivation becomes important to sustain the

number of employees in the company. It is the job of the Human Resource department to
look into the different methods of motivation. Apart from this certain health and
safety regulations have to be followed for the benefits of the employees. This is also
handled by the HR department. 

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  Industrial relations :- Another important area of Human Resource Management is
maintaining co-ordinal relations with the union members. This will help the organization
to prevent strikes lockouts and ensure smooth working in the company.

The Human Resource Officer is responsible for providing support in the various human resource
functions, which include recruitment, staffing, training and development, performance
monitoring and employee counseling.

SCOPE

(The way that the position contributes to and impacts on the organization) The Human Resource
Officer provides advice and assistance to supervisors and staff. This may include information on
training needs and opportunities, job descriptions, performance reviews and personnel policies.

The position coordinates the staff recruitment process .The Human Resource Officer provides
advice and support to supervisors and staff selection committees and ensures that they have
accurate and timely information in order to make effective decisions.

Failure to provide adequate advice or assistance may result in lost opportunities for staff
development, poor staff morale, financial loss to staffs for residents and a loss of credibility.

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Question 2: Explain the following:

(i) Objectives of Human Resource Management

(ii) Role of Human Resource Management

Answer:

Objectives of Human Resource Management

The main purpose of human resource management is to accomplish the organizational

goals. Therefore, the resources are mobilized to achieve such goals. Some importance and
objectives of human resource management are as follows:

1. Effective Utilization Of Resources

Human resource management ensures the effective utilization of resources. HRM teaches how to
utilize human and non-human resources so that the goals can be achieved. Organization aiming
to utilize their resources efficiently invites the HR department to formulate required objectives
and policies.

2. Organizational Structure
Organizational structure defines the working relationship between employees and management.
It defines and assigns the task for each employee working in the organization. The task is to be
performed within the given constraints. It also defines positions, rights and duties, accountability
and responsibility, and other working relationships. The human resource management system
provides required information to timely and accurately. Hence, human resource management
helps to maintain organizational structure.

3. Development Of Human Resources

Human resource management provides favourable environment for employees so that people
working in organization can work creatively. This ultimately helps them to develop their creative
knowledge, ability and skill. To develop personality of employees, human resource management
organizes training and development campaigns which provides an opportunity for employees to
enhance their calibre to work.

4. Respect for Human Beings

Another importance of human resource management is to provide a respectful environment for
each employee. Human resource management provides with required means and facilitates
employee along with an appropriate respect because the dominating tendency develops that will
result organizational crisis. Hence, all of them should get proper respect at work. Human
resource management focuses on developing good working relationships among workers and
managers in organization. So, good human resource management system helps for respecting the
employees.

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5. Goal Harmony
Human resource management bridges the gap between individual goal and organizational goal-
thereby resulting into a good harmony. If goal difference occurs, the employees will not be
willing to perform well. Hence, a proper match between individual goal and organizational goal
should be there in order to utilize organizational resources effectively and efficiently.

6. Employee Satisfaction
Human resource management provides a series of facilities and opportunities to employees for
their career development. This leads to job satisfaction and commitment. When the employees
are provided with every kind of facilities and opportunities, they will be satisfied with their work
performance.

7. Employee Discipline and Moral

Human resource management tries to promote employee discipline and moral through
performance based incentives. It creates a healthy and friendly working environment through
appropriate work design and assignment of jobs.

8. Organizational Productivity
Human resource management focuses on achieving higher production and most effective
utilization of available resources. This leads to an enhancement in organizational goals and
objectives.

Role of Human Resource Management

Keep in mind that many functions of HRM are also tasks other department managers perform,
which is what makes this information important, despite the career path taken. Most experts
agree on seven main roles that HRM plays in organizations. These are described in the following
sections.
Staffing
You need people to perform tasks and get work done in the organization. Even with the most
sophisticated machines, humans are still needed. Because of this, one of the major tasks in HRM
is staffing. Staffing involves the entire hiring process from posting a job to negotiating a salary
package. Within the staffing function, there are four main steps:
1. Development of a staffing plan. This plan allows HRM to see how many people they
should hire based on revenue expectations.
2. Development of policies to encourage multiculturalism at work. Multiculturalism in the
workplace is becoming more and more important, as we have many more people from a
variety of backgrounds in the workforce.
3. Recruitment. This involves finding people to fill the open positions.
4. Selection. In this stage, people will be interviewed and selected, and a proper
compensation package will be negotiated. This step is followed by training, retention, and
motivation.
Development of Workplace Policies

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Every organization has policies to ensure fairness and continuity within the organization. One of
the jobs of HRM is to develop the verbiage surrounding these policies. In the development of
policies, HRM, management, and executives are involved in the process. For example, the HRM
professional will likely recognize the need for a policy or a change of policy, seek opinions on
the policy, write the policy, and then communicate that policy to employees. It is key to note
here that HR departments do not and cannot work alone. Everything they do needs to involve all
other departments in the organization. Some examples of workplace policies might be the
following:
 Discipline process policy
 Vacation time policy
 Dress code
 Ethics policy
 Internet usage policy
Compensation and Benefits Administration
HRM professionals need to determine that compensation is fair, meets industry standards, and is
high enough to entice people to work for the organization. Compensation includes anything the
employee receives for his or her work. In addition, HRM professionals need to make sure the pay
is comparable to what other people performing similar jobs are being paid. This involves setting
up pay systems that take into consideration the number of years with the organization, years of
experience, education, and similar aspects. Examples of employee compensation include the
following:
 Pay
 Health benefits
 401(k) (retirement plans)
 Stock purchase plans
 Vacation time
 Sick leave
 Bonuses
 Tuition reimbursement
Retention
Retention involves keeping and motivating employees to stay with the organization.
Compensation is a major factor in employee retention, but there are other factors as well. Ninety
percent of employees leave a company for the following reasons:
1. Issues around the job they are performing
2. Challenges with their manager
3. Poor fit with organizational culture
4. Poor workplace environment
Training and Development
Once we have spent the time to hire new employees, we want to make sure they not only are
trained to do the job but also continue to grow and develop new skills in their job. This results in
higher productivity for the organization. Training is also a key component in employee
motivation. Employees who feel they are developing their skills tend to be happier in their jobs,
which results in increased employee retention. Examples of training programs might include the
following:
 Job skills training, such as how to run a particular computer program

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  Training on communication
 Team-building activities
 Policy and legal training, such as sexual harassment training and ethics training
Dealing with Laws Affecting Employment
Human resource people must be aware of all the laws that affect the workplace. An HRM
professional might work with some of these laws:
 Discrimination laws
 Health-care requirements
 Compensation requirements such as the minimum wage
 Worker safety laws
 Labor laws
The legal environment of HRM is always changing, so HRM must always be aware of changes
taking place and then communicate those changes to the entire management organization. Rather
than presenting a chapter focused on HRM laws, we will address these laws in each relevant
chapter.
Worker Protection
Safety is a major consideration in all organizations. Oftentimes new laws are created with the
goal of setting federal or state standards to ensure worker safety. Unions and union contracts can
also impact the requirements for worker safety in a workplace. It is up to the human resource
manager to be aware of worker protection requirements and ensure the workplace is meeting
both federal and union standards. Worker protection issues might include the following:
 Chemical hazards
 Heating and ventilation requirements
 Use of “no fragrance” zones
 Protection of private employee information
Communication
Besides these major roles, good communication skills and excellent management skills are key to
successful human resource management as well as general management.
Awareness of External Factors
In addition to managing internal factors, the HR manager needs to consider the outside forces at
play that may affect the organization. Outside forces, or external factors, are those things the
company has no direct control over; however, they may be things that could positively or
negatively impact human resources. External factors might include the following:
1. Globalization and offshoring
2. Changes to employment law
3. Health-care costs
4. Employee expectations
5. Diversity of the workforce
6. Changing demographics of the workforce
7. A more highly educated workforce
8. Layoffs and downsizing
9. Technology used, such as HR databases
10. Increased use of social networking to distribute information to employees
For example, the recent trend in flexible work schedules (allowing employees to set their own
schedules) and telecommuting (allowing employees to work from home or a remote location for
a specified period of time, such as one day per week) are external factors that have affected HR.

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HRM has to be aware of these outside issues, so they can develop policies that meet not only the
needs of the company but also the needs of the individuals. Another example is the Patient
Protection and Affordable Care Act, signed into law in 2010. Compliance with this bill has huge
implications for HR. For example, a company with more than fifty employees must provide
health-care coverage or pay a penalty.

Question 3: Explain Human Resources Planning.

Answer:

According to E.W. Vetter, human resource planning is “the process by which a

management determines how an organisation should make from its current manpower
position to its desired manpower position.

Through planning a management strives to have the right number and the right kind of people at
the right places, at the right time to do things which result in both the organisation and the
individual receiving the maximum long range benefit.”

Dale S. Beach has defined it as “a process of determining and assuring that the organisation will
have an adequate number of qualified persons available at the proper times, performing jobs
which meet the needs of the enterprise and which provide satisfaction for the individuals
involved.”

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In the words of Leon C. Megginson, human resource planning is “an integration approach to
performing the planning aspects of the personnel function in order to have a sufficient supply of
adequately developed and motivated people to perform the duties and tasks required to meet
organisational objectives and satisfy the individual’s needs and goals of organisational
members.”

On the analysis of above definitions, human resource planning may be viewed as foreseeing the
human resource requirements of an organisation and the future supply of human resources and
making necessary adjustments between these two and organisation plans, and foreseeing the
possibility of developing the supply of human resources in order to match it with requirements
by introducing necessary changes in the functions of human resource management.

Here, human resource means skill, knowledge, values, ability, commitment, motivation etc., in
addition to the number of employees. Though accomplishment of organisational objectives and
goals is the primary concern of the human resource planning, concern for the aspirations of the
people and their well-being has equal importance in it. In fact, the human resources planning
must result in humanisation of work environment.

Features of Human Resource Planning:

From the study of various definitions, the following features of human resource planning can be
derived:

1. Well Defined Objectives:

Enterprise’s objectives and goals in its strategic planning and operating planning may form the
objectives of human resource planning. Human resource needs are planned on the basis of
company’s goals. Besides, human resource planning has its own objectives like developing
human resources, updating technical expertise, career planning of individual executives and
people, ensuring better commitment of people and so on.

2. Determining Human Resource Reeds:

Human resource plan must incorporate the human resource needs of the enterprise. The thinking
will have to be done in advance so that the persons are available at a time when they are
required. For this purpose, an enterprise will have to undertake recruiting, selecting and training
process also.

3. Keeping Manpower Inventory:

It includes the inventory of present manpower in the organisation. The executive should know
the persons who will be available to him for undertaking higher responsibilities in the near
future.

4. Adjusting Demand and Supply:

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Manpower needs have to be planned well in advance as suitable persons are available in future.
If sufficient persons will not be available in future then efforts should be .made to start
recruitment process well in advance. The demand and supply of personnel should be planned in
advance.

5. Creating Proper Work Environment:

Besides estimating and employing personnel, human resource planning also ensures that working
conditions are created. Employees should like to work in the organisation and they should get
proper job satisfaction.

Question 4: What sources of recruitment will you recommend for the appointment of the
management personnel? Why?

Answer:

Sources of recruitment

Internal sources of recruitment

Internal sources of recruitment involve motivating the employees of the organization to

apply for the openings within the organization. Job openings are informed to the employees
of the same organization by giving internal advertisements, word of mouth or
communication through the hierarchy. Many organizations are practicing this approach to
motivate the skilled employees of the organization, to reduce the employee turnover, to
reduce the cost and to get a competitive advantage. Various methods of internal sources or
recruitment are as follows.

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1.Transfers

The employees of the organization are transferred to the similar jobs of other departments.
It may not involve a change in salary, responsibility, and position of the job. Transfers help
in reducing the boredom and monotony of the employees or it may be used to fill the
vacancies with suitable internal candidates.

2.Promotions

Promotions involve vacancies of the organization are filled by promoting the skilled
employees to the suitable jobs and it can motivate the employees by giving higher position,
increased salary, status, and responsibility. Promotions can help in reducing employee
turnover by creating the hope of getting higher positions.

3.Demotions

Depending on the performance of the employees of the organizations, sometimes managers

have to take decisions regarding lowering the positions of few employees of the
organization. These employees can act as a source of recruitment to the lower positions.

4.Employees of the organization

Employees of the organization communicate or inform about the vacant positions of the
organization to their friends and relatives. In many organizations, they allowed referring
potential candidates for the suitable vacancies.

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5.Retired employees

If the organizations do not find the right persons to fulfill the key managerial positions then
they call back the retired employees for achieving the objectives.

Advantages of internal sources recruitment

 When the existed employees are given a chance to get the higher positions of the
organization then the employee loyalty increases towards the organization.

 It highly motivates the employees and helps in maximizing the job satisfaction.

 Existed employees of the organization are well known about the organization
culture.

 Internal sources of recruitment highly reduce efforts and cost.

 It helps in reducing the employee turnover.

 It creates a scope to get a competitive advantage by recruiting the skilled employees

for the higher positions.

 It helps in maximizing job security and job satisfaction

 Transfers from one department to another department helps in eliminating

boredom and monotony in employees.

 It helps in reducing the efforts of induction programs.

Disadvantages of internal sources of recruitment

 Internal sources of recruitment reduce the scope of finding skilled and more
efficient people.

 The introduction of new methods and strategies may not always possible with this
approach.

 Losing more efficient persons from the external environment becomes a competitive
advantage to the competitors.

 This approach is not suitable for all the organizations

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External sources of recruitment

External sources of recruitment involve motivating the skilled and more efficient
candidates external to the organization to apply for the vacant positions in the
organization. Job openings are informed to the external environment by using various
methods such as advertisements, campus recruitment, employment exchanges, walk in
interviews, organizational websites, job fairs, and job portals.

1.Advertisements

To find the skilled and more efficient manpower giving advertisement for the vacant job
position is the better way. Advertisements help in attracting the right candidates and in
maximizing brand image. Advertisements may be given in print media or electronic media,
it gives better results and it is cheaper than approaching third parties.

2.Job portals

With the growing technology and internet usage, job portals are playing a major role in
finding right candidates for right jobs. Job portals can inform up to date job alerts to the
candidates and offer attractive benefits and packages to the employers. The tools and
techniques used by the job portals highly reduce the efforts in finding the skilled
candidates.

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3.Company’s websites

With the increase in business operations and globalization, the need for human resources is
also increasing day by day. To face a severe competition and to reduce the cost during the
long run, many companies are setting up their own websites for finding and attracting
candidates with competitive skills.

4.Social networking sites

Communicating about vacant positions of the organization through social networking sites
help in motivation and attracting the highly skilled and more efficient candidates to apply
for the jobs.

5.Placement agencies

Approaching placement agencies reduces the time and efforts to find the right candidates
from the pool of skilled candidates. They use various tools and techniques to filter the
resumes and they send it to the companies for further processing. The main drawback of
this method is commission basis on hiring the candidates.

6.Job fairs and walk in interviews

Walk in interviews and job fairs are declared and conducted by companies to find the
skilled candidates. Following this method highly reduces efforts in finding more efficient
human resources for the bulk requirement.

7.Campus interviews

This is an easy and economical method helps in finding eligible candidates, through this
method organization can find energetic and more competitive candidates for suitable
vacancies, this method is beneficial for both the candidates and companies.

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Question 5: Discuss the significance of employment tests in the selection pf new employees.
Also discuss its merits and demerits.

Answer:

Employee Selection is the process of interviewing and evaluating the candidates for a specific job
and selecting an individual for employment based on certain criteria (qualifications, skills and
Experience). Employee selection can range from a very simple process to a very complicated
process depending on the firm hiring and the position. Certain employment laws such as anti-
discrimination laws must be obeyed during employee selection.

Employee Selection is the process of putting right men on right job. It is a procedure of matching
organizational requirements with the skills and qualifications of people.

Employee Selection is the process of choosing individuals who have relevant qualifications to
fill jobs in an organization. Without qualified employees, an organization is in a poorer position
to succeed.

Selection is much more than just choosing the best available person. Selecting the appropriate set
of knowledge, skills, and abilities (KSAs)—which come packaged in a human being—is an
attempt to get a “fit” between what the applicant can and wants to do, and what the organization
needs. The task is made more difficult because it is not always possible to tell exactly what the
applicant really can and wants to do. Fit between the applicant and the organization affects both
the employer’s willingness to make a job offer and an applicant’s willingness to accept a job.
Fitting a person to the right job is called placement.

Good selection and placement decisions are an important part of successful HR management.
Some would argue that these decisions are the most important part. Productivity improvement
for an employer may come from changes in incentive pay plans, improved training, or better job

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design; but unless the employer has the necessary people with the appropriate KSAs in place,
those changes may not have much impact. The very best training will not enable someone with
little aptitude for a certain job to do that job well and enjoy it.

The HR Recruiter screens and interviews potential employees on behalf of the organization.

They conduct pre-employment tests and reference checks as well as provide training and
guidance to hiring managers on policies, process, and regulatory issues. Additionally, they may
place employment advertisements and analyze reports and trends.

Purpose of selection process

The purpose of selection process is to pick up the most suitable candidate who would meet the
requirements of the job in an organisation best, to find out which job applicant will be successful,
if hired. To meet this goal, the company obtains and assesses information about the applicants in
terms of age, qualifications, skills, experience, etc. the needs of the job are matched with the
profile of candidates. The most suitable person is then picked up after eliminating the unsuitable
applicants through successive stages of selection process. How well an employee is matched to a
job is very important because it is directly affects the amount and quality of employee’s work.
Any mismatched in this regard can cost an organisation a great deal of money, time and trouble,
especially, in terms of training and operating costs. In course of time, the employee may find the
job distasteful and leave in frustration. He may even circulate ‘hot news’ and juicy bits of
negative information about the company, causing incalculable harm to the company in the long
run. Effective election, therefore, demands constant monitoring of the ‘fit’ between people the
job.

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Question 6: Design a suitable procedure for interviewing candidates for the post of
software developer?

Answer:

1. Identify hiring need

Before a position can be filled, it must be identified as available. Positions are either newly
formed or recently vacated. In either case, the hiring staff should meet to generate a
prioritized list of job requirements including special qualifications, characteristics, and
experience wanted from a candidate.

2. Plan

It’s important that all those involved in the hiring decision agree to the hiring process,
steps, and communication channels to be used. The plan should include a timeline,
recruitment plan, criteria for initial candidate screening, selection committee, interview
questions, and instructions for taking notes.

3. Create a job description

The agreed-upon job requirements form the basis for the job description. Other necessary
information includes essential functions to be performed in the role and the advantages of
working for the company (i.e., workplace environment, compensation and benefits, perks,
etc.).

4. Post and promote job openings

The job listing should be advertised internally so current employees can apply and make
referrals. Other avenues for promotion are the company’s website, online job boards,
social media, job fairs, and industry publications.

5. Recruiting

Beyond passive recruitment via job posts, the hiring staff should seek out qualified
candidates via LinkedIn, social media, and industry events. This will ensure that some
applications from potential candidates who are not actively searching for new jobs but who
may be perfect for the role are received.

6. Applicant screening

As job applications arrive by email or via an applicant tracking system (ATS), the hiring
staff reviews résumés/CVs and cover letters based on the criteria established in the
planning step. Unqualified candidates’ applications are withdrawn from the applicant pool.
Qualified candidates are informed of next steps beginning with a screening interview.

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7. Screening interview

Initial interviews with applicants are typically phone calls with HR representatives. These
interviews determine if applicants have the qualifications needed to do the job and serve to
further narrow the pool of candidates. HR may also explain the interviewing process
during this step.

8. Interviews

Depending on the size of the selection committee, several interviews are scheduled for each
candidate.

 Early interviews are typically in-person, one-on-one interviews with applicants and
the hiring manager and focus on applicants’ experience, skills, work history, and
availability.

 Additional meetings with management, staff, executives, and other members of the
organization can be one-on-one or panel interviews, formal or relaxed, on-site, off-
site, or online (Skype, Google Hangouts). These interviews are more in-depth; in
some organizations, each interviewer focuses on a specific subject or aspect of the
job being filled to avoid overlap between interviews and to discover more about the
applicants.

 Final interviews might be conducted by the company’s senior leadership or an

interviewer from a previous round of interviews. These latter-stage interviews are
generally extended to a very small pool of top candidates.

9. Applicant talent assessment

Before, during, or after interviews, hiring staff often assign applicants one or more
standardized tests to assess personality type, talent (also called pre-employment tests),
physical suitability for the job, cognition (reasoning, memory, perceptual speed and
accuracy, math, and reading comprehension), and/or emotional intelligence. Some
organizations also require applicants to take tests or complete assignments to demonstrate
professional skills applicable to the open position.

10. Background check

One of the final steps prior to making a job offer is conducting background checks to
review candidates’ criminal record, to verify employment history and eligibility, and to run
credit checks. Some organizations also check social media accounts (Facebook, Twitter,
etc.) to make sure potential employees are likely to represent the company in a professional
manner. Drug testing may also be warranted, depending on the nature of the job.

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11. Decision

The hiring staff confers and evaluates applicants based on the interviews, job experience,
skills and talent assessments, and all other relevant information (recommendations, e.g.). A
top choice should be identified and agreed on. A backup candidate selection should be
made, as well. If no candidates meet the hiring criteria, the hiring process should start
over.

12. Reference checks

Once a candidate has been selected for the position, his or her professional references
should be contacted. Reference checks can verify candidates’ employment details including
job performance, strengths, and weaknesses. A typical question to ask references is “Would
you rehire this person?”

13. Job offer

Offering the job includes providing an offer letter stating the position’s salary, start date,
and other terms and conditions of employment that are based on the agreement between
the company and the candidate. It should be clear that the candidate understands the
terms of the offer. The candidate may agree and sign, initiate negotiations (typically
focusing on salary), or turn down the offer.

14. Hiring

Once the candidate accepts the job offer, he or she is hired. This kicks off a phase of filling
out and filing paperwork related to employment including eligibility to work forms, tax
withholding forms, and company specific forms.

15. Onboarding

A comprehensive onboarding process is a crucial step in the hiring process. This should

involve making the new employee feel welcome even before he or she officially joins the
organization. Preparing his or her workspace, providing necessary access credentials for
work applications and networks, and outlining an orientation and training schedule can
significantly speed up the new

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Question 7: Discuss the need for training in an industrial enterprise? What are the methods
of Operative Training?

Answer:

(1) On The Job Training:

Under this method an employee is instructed by some experienced employee, who may be a
special instructor or supervisor. The success of this type of training mainly depends on the
trainer. Usually training in crafts, trades, technical areas etc., is given by keeping the
unskilled or semi-skilled worker under the guidance of skilled workers.

The increasing labour costs in industry have made it essential that even a simplest job
should be carried out in the most economical manner. Therefore, training in improved
methods can be given to the new employees.

On the job training may be in the form of coaching, job rotation and special assignments.
Under coaching method, the employee is trained by his immediate supervisor. Such
training is generally provided to managerial personnel.

The skills requiring long periods of practice are provided in this method. In job rotation
the trainee is moved from job to job at certain intervals, the jobs vary in content. Special
assignments are the other methods used to provide lower-level executives with firsthand
experience in working on actual problems. The trainees work on problems and find out
solutions for them.

During Second World War, millions of workers were trained on different jobs. This
method of training proved to be a great success. However, its success largely depends on
the trained instructor (otherwise the quality of his trainees will be very poor).

Advantages:

(1) The workers learn the job in actual conditions rather than the artificial conditions. It
motivates employees to learn.

(2) It is less expensive and consumes less time.

(3) The training is under the supervision of supervisors who take keen interest in the
training programme.

(4) The production does not suffer under this method.

(5) The trainee learns rules and regulations while learning the job.

(6) It takes less time as skill can be acquired in a short period.

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Limitations:

(i) The training is highly disorganised and haphazard.

(ii) The supervisor may not be in a position to devote time and hence faulty training may
take place.

(iii) The experienced trainers may not be available.

(iv) There is a lack of motivation on the part of the trainee to receive training.

(2) Off-The-Job-Training:

Under this method, a trainee has to leave his place of work and devote his entire time for
training purposes. He does not contribute anything towards production during training.
This type of training may be arranged in the enterprise or may be acquired from
specialised institutes imparting such training.

Generally, large enterprises may have separate training institutes or departments but small
concerns cannot bear such casts. The enterprises like Hindustan Lever, TISCO, ITC,
Larsen and Tubro, State Trading Corporation, Steel Authority of India, Vardhman
Textiles and have their own training institutes.

The Methods Employed for off-The-Training are Explained Below:

(i) Lectures or Class Room Method:

In lecture method one person explains different aspects of a programme. The technical or
special information can be given in a simple way through lecture system. The audio-visual
aids can be used to make the lecture simple and interesting to the trainees. This method is
advantageous when a large number of trainees are to be trained at a time.

(ii) The Conference Method:

A conference is a formal meeting conducted in accordance with an organised plan, in which

the organisers seek to develop knowledge and understanding by obtaining considerable
participation of trainees. A subject matter is deliberated by the participants.

The trainees explain the facts, principles or concepts and discussion takes place. The
trainees pool their knowledge and try to find solution to the problem or develop new ideas
as per the inference of the discussion.

This method is suitable for analysing problems and issues and examining them from
different viewpoints. It is sound method for the development of conceptual knowledge and
finding solutions to specific problems.

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(iii) Seminar or Team Discussion:

In seminar method the trainees may be asked to write papers on specific topics. The papers
are read in the seminar and then a critical discussion is held where all the trainees
participate. The chairman of the session will sum up the views expressed by various
participants. The trainees pressers in the seminar listen to views expressed in papers and
the discussion held later am clear their doubts, if any.

Another method used in the seminar may be to distribute the material to the trainees in
advance and then they come prepared for the discussion on the topic circulated. The
seminar method of training helps the trainees in listening to various view points and
clearing their doubts, if any.

(iv) Programmed Instructions:

In this method, knowledge is imparted with the use of a text book or a teaching machine. It
involves breaking information down into meaningful units and then arranging these in a
proper way to form a logical ant sequential learning programme or packages.

The programme involves presentation questions, factors or problems to the trainee and the
trainer receives feedback or the basis of the accuracy of his answers.

(3) Apprenticeship Training:

In many industries such as metal, printing and building construction, etc., this method of
training is widely in use. The apprenticeship training may go on for four to five years. The
worker is usually absorbed by the concerned industry after training period is over.

They get practical knowledge while working on the job and theoretical knowledge in the
class room lecture. The workers get some stipend during their training period. It is the
oldest and traditional method of training in crafts, trades and technical areas.

The standards fixed in apprentice training are rigid. The mechanical apprentice
programme in an organisation, for example, may take four years. Progress reports are
periodically submitted. Like other employees, an apprentice is also entitled to bonus,
vacation and other facilities.

Advantages:

(a) Trainees receive some stipend during training.

(b) The trainees get valuable skill which carries good demand in the market.

(c) From employer’s point of view, it is cheap source of labour and in addition a skilled
work force is maintained.

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(d) It reduces labour cost and production cost as rate of labour turnover is very low.

(e) The loyality of the employees is ensured.

Limitations:

1. The training period is very long and the trainee requires regular supervision which may
not be possible in a large scale concern.

2. Rigid standards make this method unsatisfactory.

3. If a worker fails to learn after long period of training he may not be absorbed. This may
create labour problem for the firm.

4. It is an expensive method.

(4) Vestibule Training (Training Centre Training):

Vestibule means a passage or room between the outer door and the interior of a building,
in order to reach the inner of a house, one must pass from vestibule. Under vestibule
training, workers are trained on special machines in a separate location i.e., classrooms.

The vestibule school is run by the Personnel Department. Training is given in artificial
conditions which are just like the real conditions. The theoretical training is given in the
classroom.

The supervisor is relieved of training the new employees. He can concentrate on his other
important assignments such as quality and quantity of output. This method is followed
when the number of persons to be trained is very large. It is often used to train machine
operators, computer operators, typists etc. It is a useful when theoretical concepts are to be
taught along with the problem solving abilities.

Advantages:

(a) The trainer is a specialist and possesses specialisation in training,

(b) Since the training is given off the job, trainees can concentrate on learning.

(c) The instructor can give individual attention as he has no other work assigned to him.

(d) The employee learns the job in a short time.

Disadvantages:

However this method suffers from certain limitations explained below:

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(a) Training is given under artificial conditions; hence the worker may not be in position to
adjust on the machines when he is put on the actual job.

(b) It is expensive method as duplicate equipment is required. Small concerns cannot

afford this type of training method.

(c) If demand for workers is uneven, vestibule school may remain unused for a
considerable time.

(d) Splitting of responsibilities may lead to organisational problems.

(5) Internship Training:

In this method of training students get practical training while they study. A proper liaison
is established between the technical institutions and business houses where students are
sent during their vacations. Thus, there is a balance between theory and practice and
students get practical Knowledge while studying.

The chief drawbacks of this method are:

(a) It can be used for training only of skilled and technical workers.

(b) The time taken is usually long.

An example may be given here from M.B.A. (Master of Business Administration) courses
begin and run by various institutes of India. A close liaison is kept between the institute
and industry. The students doing M.B.A. are sent to the different industries during
vacations. Thus they learn practical work also while doing their professional course.

(6) Learner Training:

Learners are those persons who are selected for semi-skilled jobs and lack even the basic
knowledge of industrial engineering. These learners are first given education in vocational
schools where they get knowledge of arithmetic, workshop mathematics and learn the
operation of machines. They can be assigned regular jobs after training.

Supervisory Training:

The supervisor occupies an important place in the chain of administration. He provides a

link between the employer and employees. Supervisor gets results by co-ordinating the
activities of various people. Supervisors are usually appointed from outside rather than
from within.

Generally, workers are illiterate and are not eligible for promotion. Hence, the training for
supervisors has to be at the root level in order to give them training in practical work. In

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addition, training should also be given in the specific knowledge of the operations involved
in the allied departments and objectives of the company.

An individual chosen for training as a supervisor should besides having the technical skill
for the job (which he might have already demonstrated), must also have personal attitudes
considered necessary for the same.

The individual chosen should exhibit that he has the special capabilities to—(i) lead (and
not just drive); (ii) maintain firm, but friendly relationships with subordinates; and (iii)
communicate promptly with upper levels of management.

Both internal as well as external courses may be used for supervisory training. While
internal courses explain the procedures with which the supervisor will be concerned
besides involving him to various levels of participation and imparting him training in
management techniques.

External courses in management techniques at supervisory levels are provided by

educational institutions and private professional bodies. Every enterprise must have a
scheme of supervisor training in order to ensure continuity of management and to satisfy
the employee’s ambition.

Supervisory training should deal with matters such as:

(i) Organisation and control of production, maintenance and material handling at the
departmental level.

(ii) Planning, allocation and control of work and personnel.

(iii) Planning his own work and allocation of time to his varied responsibilities.

(iv) Effect of industrial legislation at the department level.

(v) Impact of methods study, time study, job evaluation and the supervisors’ responsibility
and functions in connection there with.

(vi) Cost factors and cost control.

(vii) Accident prevention.

(viii) Training of subordinates.

(ix) Communication, effective instructing and report writing.

(x) Handling human problems.

(xi) Leadership.

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In America, a large number of supervisors were given training under the Training within
Industry Programme (TWI) during Second World War.

In India, TWI was introduced in large companies employing thousands of workers both in
the public and private sectors.

The Training Programme is bifurcated as Follow:

(a) Methods of giving instructions to workers known as Job Instructions Training (JIT).

(b) Training in Job Methods (JMT).

(c) Training for keeping good industrial relations viz, Job Relation Training (JRT).

(d) Training in the methods of developing new plans known as Programme Development
Training (PDT).

However, it would be wrong to assume that TWI can solve all problems of supervisory
training.

Foremen’s Training:

For training foremen, an institute was established in Bangalore in 1971. It trains existing
and potential shop foremen and supervisors in theoretical and managerial skills and
workers from industry in advanced technical skills.

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Question 8: Discuss the various types of training programs prevalent in the
industry.

Answer:

1. Orientation

Orientation is the most common type of employee training. It’s a one-time event formally
welcoming and introducing new hires to your company within their first week on the job.
This training tends to be relevant to all company-wide roles and departments.

Orientation trainings are usually prepared by HR on big-picture topics such as:

 Company mission, vision, and values

 Corporate culture

 Organizational structure and leadership team intro

 Mandatory new-hire paperwork

 Overview of benefit plans

 Administrative procedures (computer logins, extension, email setups, etc.)

 Key corporate policies

2. On-boarding Training

Contrary to a very common misconception, orientation and onboarding are actually

different types of employee trainings.

While orientation training is a one-time session with a checklist-style agenda delivered to

everyone in the company, onboarding training is a series of department-specific sessions
that take place over a longer period of time. It is strategically created with the goal of
enabling new employees to be as successful as they can be in their new roles in the shortest
period of time.

Onboarding trainings ideally start on the first day of employment and may carry on
throughout the first year as needed. It is prepared by department leaders with the focus of
reaching departmental goals and connecting them with overall company objectives. Topics
should, therefore, address employee needs and provide them with easy access to
information and skills that they need to do their jobs efficiently and maximize employee
engagement.

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A holistic onboarding training program should focus on more than the technical aspects of
a job. It should also offer education on ways to stay engaged and productive at worked. A
good example of such content is Mindfresh TV, a Uscreen video website that teaches
modern mindfulness at work.

Through 5 minute online sessions, Mindfresh videos teach anyone who works at a desk to
boost body posture, decrease stress levels and increase productivity at work. This type of
training is a great educational component to add to your company’s employee onboarding
training.

Effective and successful onboarding trainings gradually bring new employees up to speed
much quicker than if left to fend for themselves. An effectively executed onboarding
training will also free up a lot of leadership time because most answers to questions would
be available within the training.

3. Technical Skills Development Training

No matter what technical level your employees are at, there is always room for
improvement. Technical (hard) skills include the know-how of doing things like data
analysis, content writing, social media management, coding, programming, etc.

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Technical skills training is a fundamental employee education component because it’s the
main way your employees will know how to technically do their jobs right. And for those
who already know how to do their jobs, we guarantee they still have more to learn.
Employees need to engage in ongoing learning on a regular basis to stay up-to-date with the
latest developments.

MTD Training Group has great technical skills development training content that can
serve as inspiration for your training content. MTD  is a training center that uses Uscreen
to provide a full range of blended learning solutions on sales and management skills
development topics, including videos, podcasts, e-learning and online support solutions.

Technical skills development programs can be included in the onboard training program
or can be delivered to any existing employees who can use a little more development. There
is always something new to learn.

4. Soft skills development training

How your employees act is just as important and what they know – that’s why soft skills
are so essential for growth. Soft skills are personal attributes that enable employees to
interact effectively and harmoniously with other people in the workplace, including co-
workers, management, and customers.

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Studied have actually shown that a gap in basic soft skills among company employees
affects company success and increases turnover rates.

Soft skills trainings are useful for new and existing employees of all levels and are an
extremely effective way to build an efficient, respectful and collaborative culture –
ultimately affecting the bottom line.

Some topics to consider covering in your soft skills training include:

 Communication skills

 Presentation skills

 Problem-solving skills

 Conflict resolution

 Leadership skills

 Emotional Intelligence

 Time management

 Ethics

 Teamwork

 Adaptability

A great example of online soft skills training video content can be found at Leadercast, one
of Uscreen’s best-performing customers.

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Leadercast is a leadership development consultant that uses Uscreen to host current,
relevant and inspiring content for its clients. It is a full suite of learning solutions designed
to meet the leadership development needs of all employee learners and serves as a solution
map throughout the continuous learning spectrum.

5. Products and services training

Product trainings can either be a part of onboarding for newcomers or can be available for
any employees who need refreshers on the products and services the organization offers.
This type of training can also be used to educate staff on newly introduced products,
services or features so they are always up to date.

6. Mandatory training

Depending on where your company is located and the industry it operates in, certain
employee preparedness and training regulations may apply.

For instance, public-sector employees are often required to take occupational health and
safety trainings and refreshers. Establishments with liquor licenses need their server
employees to be alcohol-safety certified. And a few state laws require both public and
private companies to deliver sexual harassment trainings to employees.

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Governments will often provide these trainings themselves, and since it’s 2017, they usually
exist online in the form of slides and videos. With online access to these trainings, you can
integrate them into your online employee training website to consolidate all required
training in one centralized hub.

7. eLearning Tuition reimbursement

If you’re looking for a long-term solution to engage your employees, investing in their
professional development beyond the online courses you offer is the way to do it.

Employees who feel their company invests in them are more engaged and happier than
their counterparts. This level of engagement works two-fold for your company as both an
employee retention strategy and a professional development tool.

Tuition reimbursement is quickly becoming one of the most popular new programs for
employee development. These programs allocate an annual stipend for employees to pursue
things like advanced degrees, continued training sessions, conferences, and more. It also
encourages your employees to pursue their own personal development and in turn, they
bring these skills back with them to the job.

Hosting your company’s employee training online

With 6 different types of employee training programs that your company needs to deliver,
hosting your training portal online is the easiest and most cost-effective way to do it.
Whether you decide to host all your trainings online or start off with just a few, Onscreen is
the platform that can serve you best.

Question 9: Explain the essential steps of a good training program.

Answer:

Step 1 – Assess Organisational Training & Development Needs

You have a need and you want the training program to address that. It may be a new
product that requires a total revamping of the production line, or just want some changes
to increase the output of an existing product. On both counts, you want employees to
understand and adopt themselves to the new production flow and increase their in-line
efficiency.

Step 2 – Define Your Training Objective

The business goal has been defined. Now let’s see how to assess the training requirements
for this goal. You need to be clear about:

1. Step 1 – The business goal the training supports;

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 2. The roles and responsibilities of your employees in achieving that goal; and

3. The kind of training needed to ensure they are able to fulfill these roles and
responsibilities.

So defining this kind of training objective is the most important aspect of the program. It
gives the program direction, and also serves as a yardstick to measure success. Put simply,
the training will be judged as successful if your employees are able to successfully perform
the tasks they were trained for.

In order for this to happen,

 The objective must be stated clearly and should make sense to everyone involved;

 It should be achievable;

 It should be relevant to the training; and

 It should be measurable.

Put the objectives clearly across to your employees and appraise their understanding of the
same through tests, quizzes and practical exercises.

Step 3 –  Training Program Design

Have a road map of your plans ready before you put the same into action. A complete plan
that includes learning and instructional methods, content matter, content flow and other
such aspects.

 Design keeping in mind the needs of your employees, and not that of the trainer.

 Always create content around your training objective.

 Design using the training principles for adults (see below).

 Introduce as many practical sessions as possible in the program.

 Design an interactive program. Introduce Q & A sessions.

 Break the sessions into short segments.

 Ensure proper flow and connect between the segments.

Step 4 – Adopt Training Principles for Adults

Remember that you are proposing to train adults. The training program has to factor in
their unique learning characteristics. They:

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  Are experienced, self-motivated and goal oriented;

 Prefer training that helps in their advancement;

 Prefer task oriented and relevant training programs; and

 Have pride in their industry knowledge that needs to be respected.

Step 5 – Training Program Development

Start developing on the design and create your training materials, training manuals,
training notes for the instructor, PowerPoint presentations, charts, posters and other
materials for hands-on practical sessions.

Step 6 – Training Program Implementation

This is where all the preparation that you have done so far will actually be rolled out. A few
points to remember for effective implementation:

 Schedule training activities well in advance and mobilise the required resources;

 Decide the location for the program based on the size and kind of training
rooms you need.

Step 7 – Evaluate Your Training Program

The last phase before you can sit back and relax. Evaluate the design and development of
the program, the effectiveness of the program, and the degree of success achieved.

 Employee Feedback: Get employee feedback about the program. Was it

informative, helpful, riveting? Do they have any suggestions to make it better?
Collecting this kind of feedback from employees who participate in training sessions
will help you come up with new and improved program versions.

 Employee Assessment:  This must be done during the training sessions. Evaluate
how much employees have actually understood about the training. This can be done
using mini quizzes, practical exercises, etc. In brief, you want to make sure they are
aware of the training objective and the process to achieve it.

 Program Assessment: After your trained employees report back to work, conduct
on the job evaluation of the training program to measure its effectiveness in
achieving the objectives.

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Question 10: Explain the concept and significance of orientation of new employees.

Answer:

Firms are known to spend a few weeks or even months on orientation programmes. The
idea is to make the new employees feel at home’ in the new environment. It is a well-known
fact that employees feel anxious on entering an organization. They worry about how well
they will perform on the new jobs. They feel inadequate when they compare themselves
with the more experienced employees, and they are concerned about how well they will get
along with their co-workers. Effective orientation programmes reduce the anxiety of new
employee by providing them information on the job environment and on supervisors, b)
introducing them to co-workers, and by encouraging them to ask questions.

The ease with which employees adjust to a new job and work environment is, often, a
function of the expectations they bring to the job. If expectations are realistic, adjustments
will be relatively simple. If, however, expectations are unrealistic or unreasonable,
adjustment will be more difficult. In the latter case, orientation can be instrumental in
modifying employee expectations.

In one study of considerable importance, researchers discovered the following about new
employees:

1. The first days on the job were anxious and disturbing ones.

2. ‘New employees initiation’ practices by peers intensified anxiety.

3. Anxiety interfered with the training process.

4. Turnover of newly hired employee was caused primarily by anxiety.

5. The new workers were reluctant to discuss problems with their supervisors. Employee
orientation is aimed at minimizing such problems.

Orientation seeks to expose new employees to all areas of the company. This prevents
inductees from getting overspecialized. Induction makes new hires become productive to
the company quickly.

Finally, a good orientation programme will create a favourable impression of the firm and
its work. Just as a favourable first impression of an individual helps to form a good
relationship, so a good initial impression of a company, a co-worker, or a supervisor can
help a new employee adjust better. Further, effectiveness of an orientation programme can
have a lasting effect on absenteeism and turnover.

First developed in the U.S. during early 1970s, orientation is gaining popularity. Several
blue chip companies are orienting their new hires.

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Orientation Programme

A firm needs to make four strategic choices before designing its orientation programme.
They are (i) formal or informal, (ii) serial or disjunctive and, (iv) investiture or divestiture.

Formal or Informal: In informal orientation, new hires are directly put on the jobs and
they are expected to acclimatise themselves with the work and the company. In contrast,
orientation can be formal too. In formal orientation, the management has a structured
programme which is executed when new employees join the firm.

The choice between formal and informal orientation will depend on the management’s
goals. The more formal the programme, the greater the likelihood that the new hire will
acquire a known set of standards. That is, the new member is more likely to think and act
like an executive, a management trainee, or a management professor. But an informal
programme is desirable to maintain individual differences.

Innovative ideas to solve organizational problems and healthy questioning of the status quo
are likely to be generated by a person who has been inducted informally.

Individual or Collective: Another choice to be made by the management is whether the new

hires should be inducted individually or in groups. The individual approach is likely to
develop tin less homogeneous views than collective orientation. Individual orientation is
more likely to preserve individual differences and perspectives. Orienting each person
separately is an expensive and time consuming process. It also denies the new hire the
opportunity of sharing anxieties with fellow appointees.

Collective orientation of the new hires solves the problems stated above. Most large firms
tend to have the collective orientation approach. But small firms, which have fewer new
appointees to socialize frequently use the individual approach. Individual socialization is
popular even with large finns when they hire executives whose number is small.

Serial or Disjunctive: Orientation becomes serial when an experienced employee inducts a

new hire. The experienced employee acts as a tutor and model for the new hire. When new
hires do not have predecessors available to guide them or to model their behaviour upon,
the orientation become disjunctive.

Each option has its own advantages and pitfalls. Serial orientation maintains traditions and
customs. Consistent use of this strategy will ensure a minimum amount of change within
the firm over time. But, maintenance of status quo itself may breed resistance to change.
Further, if the experienced employee is frustrated and apathetic towards work and the
firm, it is likely that he or she would pass on the same to the new hire.

Disjunctive orientation almost stands on the other side of the spectrum. Such induction is
likely to produce more inventive and creative employees because the new hire is not

37
burdened by traditions. But this benefit needs to be weighed against the potential for
creating deviants, that is, individuals who fail-due to an inadequate role model-to
understand how their job is to be done and bow it fits into the grand scheme of the
company.

Orientation programmes range from brief, informal introductions to lengthy, formal

programmes.

In informal orientation, new employees are instructed to report to the HR department for
an explanation of company policies before being referred to the immediate supervisor for
an on-the-job briefing on specific work procedures. Informal orientation tends to be brief-
lasting one hour or even less.

Formal orientation is elaborate and is spread over a couple of weeks or months. Most
formal programmes consist of three stages-(i) a general introduction to the company, often
given by the HR department; (ii) specific orientation to the department and the job,
typically given by the employee’s supervisor; and (iii) follow-up meeting to verify that the
important issues have been addressed and employee questions have been answered. This
follow-up meeting usually takes place between a new employee and his or her supervisor a
week or so after the employee has begun working.

A formal orientation programme is shared by the HR specialists and the supervisors. The
former covers such areas as organizational issues, employee benefits, and introductions,
while supervisors outline mainly job duties.

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Question 11: What is meant by Socialization of employees? Briefly explain the stages in
socialization.

In simple words, socialisation is the process of adaptation. Different thinkers have defined
socialisation differently. For example, Feldoman has defined socialisation as “Acquisition
of work skills and abilities, adoption of appropriate role behaviours and adjustment to the
norms and values of the work group”.

In the opinion of Manaen and Schein, “Socialisation can be conceptualised as a process

made up of three stages: pre-arrival, encounter and metamorphosis”. Thus, socialisation
can be defined as a process of adaption that takes place as individuals attempt to learn the
values and norms of work roles.

Phases of Socialization process:

The socialisation process involves the following three phases:

1. Pre-arrival

2. Encounter

3. Metamorphosis

It is interesting to note that these phases show striking similarity with phases of
behavioural modification theory propounded by Kurt Lewin, i.e., unfreezing, changing and
refreezing.

A brief description of the phases of socialisation follows:

1. Pre-arrival:

The pre-arrival phase explicitly recognizes that all the new recruits arrives the organisation
with a set of values, attitudes, expectations and learning. In other words, pre-arrival refers
to all the learning that occurs before a new member joins the organisation.

For example, an MBA graduate knows from the Professors what business is like, what to
expect in a business career and acquire the kind of attitudes that will help fit in the
organisation. He also comes to know about the organisation and the job during the
selection process. Based on this pre-arrival knowledge, the individual forms some
expectations of organisation.

2. Encounter:

Upon entry into organisation, the new member enters the encounter stage. The role playing
starts here. The member starts comparing expectations, the image of the organisation
which he had formed during pre-arrival phase with reality. If expectations and reality

39
concur the encounter is smooth. But seldom has it concurred. When the two differ, stress
and frustration set in. What follows thereafter is a mental process of adjustment.

In the process of adjustment, the individual tries to replace his/her own values and norms
with those of the organisation. At the other extreme, the member simply cannot reconcile to
those values and norms of the organisation and gets disillusioned and quits the job.

3. Metamorphosis:

In this stage, the member masters the skills required to adjust with the organisation’s
norms and values. This is a stage going through changes. Hence, this is called meta-
morphosis stage. This is, of course, a voluntary process and a conscious decision which
enables the new member to become compatible with the organisation. This signals the
completion of socialisation process.

Question 12: How current trends/domain in the education sector has affects the processes
oh HRM in the industries.

Answer:

Customers are the basis of a company's economic success. So that it is inevitable

for a company to establish and maintain good customer relationships.Therefore a

CRM Technology can be used in any kind of industry or service to improve better

customer service and experience with optimized software costs. The CRM products

like Microsoft Dynamics, Pega, Salesforce, Siebel etc. are providing their services

with a highly secure environment. Some of them are providing both OnPremise and

Online/Cloud services. Industries like Banking and Finance, Insurance, Automobiles

and many other service providing organizations are moving towards this field and

getting good outcomes in terms of customer satisfaction and optimized software costs.

Even local governments are looking towards CRM solution for citizen satisfaction.

Stearns County is a county located in the U.S. state of Minnesota adopted a CRM

solution in 2013 and now it's getting good fame among the citizens over there.

The Customer Relationship Management products are now having rich

capabilities of managing customers. Almost every CRM Technology practicing at-

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least Marketing, Sales and Services as their modules. Marketing – Sales – Services in

a sequence are the pillars to maintain any organization or service. When coming to

banking and financial services (BFS), almost every bank is using a CRM solution. By

this instance, it makes us understand that how security practices are adopting by CRM

products. In any industry, the requirements are keep changing all time. But a CRM

solution can provide a grater flexibility with changing requirements by industries with

very less costs and time saving.

A CRM solution is a highly cost effective and easy customizable. This might be

the reasons why the CRM revenue is getting increased year on year. Due to it's high

customizable options, we call this CRM solution as a flexible solution. Microsoft

providing effective features for CRM in form of Microsoft Dynamics. In that you can

get multiple options and business process automation. Like Microsoft Dynamics other

CRM products like Pega, Salesforce, Zoho, Siebel etc. are also providing best features

like sales force automation, marketing automation, data management, service

automation etc.

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