2022

**DONE**
Q. What is the need of undertaking manpower planning in the organizational context?

Definition: process by which an organization ensures that it has the right number & right kind
of people at the right place and at the right time, capable of effectively and efficiently
completing those tasks that help the organization achieve its overall objectives.
The four main drivers for any human resources planning are:
Organization Directions: Includes the organizational plans, budget forecasts new
technology, working practices, organizational culture and reward systems
Internal labor: Which includes a determination of human resources profile by
multidimensions (gender, age, grade, occupations, length of services etc.); identification of
any internal management issues like retention, separation, promotion patterns, etc. identify
potential area of our workplace that are vulnerable to current or future skills gaps imbalances
and look at geographical issues that could be the cause of issues identified.

External Labor: Demographic change in our potential workforce is affecting both the
demand for services and workforce supply to fill our vacancies.
Business Change: Technological changes are leading to changes in service/information
delivery, way of working and the skills needed in the workforce. Consequently, this will
change the competencies for positions and how we need to recruit, hire and engage our
current and future workforce. This process is still about ensuring that sufficient people with
the right skills are in place to deliver a seamless service to the internal and external
stakeholders.

Five Phases for Human Resources Planning

1. Analyzing: What is the key human resources information needed?
The overall human resources planning system should be well thought out, systematic and
well documented. The effectiveness of planning depends on the detail, accuracy and
reliability of the information sources.

2. Forecasting: Demand versus supply analysis.

Forecasting is considering the future needs of an organization. One of the most useful
outcomes of this phase is the identification of potential problems or issues facing your
organization. This analysis will be based on the data collected from the information sources
in the analyzing phase. The result of this phase will help to develop the gap analysis and
emergent strategies to manage the future.

3. Planning: Identification of strategy

Strategies, initiatives and programs and policies should be developed to address the gaps
identified in the analyzing phase. This will ensure that your element will recruit, develop and
retain the critical staff needed for a successful workforce plan. Eg. SWOT,PESTEL analysis.
4. Implementing: Executing the new strategy
There are a few basic considerations that should be addressed before beginning the
implementation plan. These include organization support, allocating the different resources
required, clarifying the roles and responsibilities, identifying who is involved in implementing
what and where coordination among different parts of the organization or with different
agencies is needed, establishing timeliness, determining performance measures and
communicating the plans.
5. Evaluating: Feedback on effectiveness of outcomes.
Evaluation of an organization's human resources plan is imperative in determining if the
devised strategies address the gaps specified. It is important to obtain feedback concerning
the effectiveness of outcomes. There are several methods in getting feedback such as
surveys, focus groups, meetings etc. regardless of the methods, effectiveness of strategies.

**DONE**
**DONE**
Q. Why is Training Needs Assessment necessary? What are the advantages and
disadvantages of various need assessment techniques?

What is a training needs assessment? A tool utilized to identify what educational courses or
activities should be provided to employees to improve their work productivity. Why conduct a
training needs assessment?
● To pinpoint if training will make a difference in productivity and the bottom line.
● To decide what specific training each employee needs and what will improve their job
performance.
● To differentiate between the need for training and organizational issues.
How is a training needs assessment performed? There are several techniques that can be
utilized individually or in combination with each other. More than one tool should be
considered to get a better view of the big picture, however, which tools are used should be
left up to the company.

1. Surveys/Questionnaires: Surveys are beneficial because many people can be

polled in a short period of time. Additionally, surveys provide employees with the
opportunity to confess a need on paper that they may be too embarrassed to admit
needing in a face-to-face meeting. Surveys should take the form of a questionnaire
and can include close-ended or open-ended questions, or a series of both. Close-
ended questions require the respondent to stay within certain parameters set by the
person who created the survey. Being that the answers are limited, tabulating the
data is simple. Open-ended questions allow an employee to provide more feedback
and introduce new ideas.
Advantages:
● Can reach a large number of employees quickly and efficiently.
● Allows for standardized data collection and analysis.
● Can be administered remotely.
Disadvantages:
● May lack depth and context in responses.
● Employees may not be entirely honest in their answers, fearing repercussions.
● Limited opportunity for open-ended responses.

2. Conduct focus groups: Focus groups allow for small group interaction, allowing the
assessor to uncover details about their target audience. Brainstorming is encouraged
allowing for an exchange of new ideas and a revelation of what training may be
needed. They should be at least ninety minutes long to initially break the ice and for
participants to become comfortable enough to express their thoughts. Depending on
time limits, focus groups can be held once or repeatedly.
Advantages:
● Facilitate group discussions, encouraging collaboration and exchange of ideas.
● Generate diverse perspectives and ideas related to training needs.
Disadvantages:
● Requires careful moderation to ensure all participants contribute equally.
● Difficult to schedule and coordinate, especially with geographically dispersed teams.
 3. Meet with employees: Discuss what struggles they may be facing from day-to-day
and what would make their job easier and more efficient. Remember to keep them
focused on what they need rather than what they want.
Advantages:
● Allow for in-depth exploration of training needs and employee perspectives.
● Provide a more personalized approach, allowing for individual concerns to be
addressed.
Disadvantages:
● Time-consuming, especially for large organizations.
● May require skilled interviewers to ensure unbiased and effective data collection.

4. Review company goals and mission statement: A brief review of the company’s
past and where they are headed for the future may reveal valuable information for
training. A comparison should be made of what employees are currently doing and
what will be expected of them as the company continues to grow and change.
Advantages:
● Offers a firsthand understanding of employees' actual job performance and
challenges.
● Identifies skill gaps and training needs directly related to job requirements.
Disadvantages:
● Time-consuming and resource-intensive, especially for complex roles.
● May not capture employees' hidden or unobservable needs.

**DONE**
**DONE**
Q. Discuss the various Job Analysis methods.
Job analysis is a systematic process of gathering information about a job to understand its
duties, responsibilities, tasks, skills, and qualifications required. There are several methods
of job analysis, each with its unique approach and application. Here are some of the
commonly used job analysis methods:
There are 5 widely used methods for Job Analysis:
• Observation method
The observation method is when an outside analyst observes an employee and the tasks
they perform. They'll often shadow the employee for several days as they perform their
duties, attend meetings and evaluate their workload to understand the role's essential
functions. While observing, the analyst takes detailed notes about the role, including what
tools they use, how long they spend on tasks and who they interact with to complete their
jobs.
The observation method is particularly useful for jobs that involve manual tasks, intricate
processes, or those that may be difficult to capture through other methods like interviews or
questionnaires. It provides valuable insights into the actual tasks performed, potential safety
hazards, and the physical and cognitive demands of the job. Additionally, direct observation
helps minimize potential biases that may arise when employees self-report their job
responsibilities.
• Individual interview method
The interview method is when the analyst questions an employee about their role. They
hope to learn the same aspects of the job they might see in the observation method, like
what systems they use, what processes they follow and how they apply their skills to achieve
results. With this method, the interviewee can formulate their own working styles to perform
a particular role. Analysts may interview several people in the same role to get a more
holistic view of the responsibilities.

• Group interview method

The group interview method for job analysis involves conducting interviews with multiple
employees or subject matter experts simultaneously. In this approach, a group of
participants with similar job roles or job-related knowledge is brought together to discuss
various aspects of the job and provide their insights.
Conducting the Group Interview: Gather the participants in a conducive environment for the
interview. The facilitator introduces the purpose of the session, explains the ground rules,
and starts the discussion based on the interview guidelines.
Open Discussion: The group interview encourages an open and interactive discussion
among participants. Participants can build on each other's responses, share their
experiences, and provide different perspectives on the job. The group interview method
offers several advantages, including the opportunity to gather diverse perspectives from
multiple participants, the potential for brainstorming and idea generation, and the efficiency
of collecting data from a group of individuals simultaneously. However, it also has some
limitations, such as the possibility of group dynamics affecting responses, potential hesitancy
from some participants to share openly in a group setting, and the need for a skilled
facilitator to manage the discussion effectively.
• Structured questionnaire method
The questionnaire method is when analysts create a series of questions for employees to
answer about their jobs. They often ask the employee's managers and others on the team
about their perceptions of the role to identify any gaps between expectations. These
questions can include asking employees about how they spend each day, what their
priorities are and how they effectively perform their duties.

• Diary method

The diary method for job analysis is a data collection technique that involves employees
maintaining a diary or log to record their activities, tasks, and responsibilities over a specified
period, typically ranging from a few days to several weeks. This method allows job analysts
to gather detailed and real-time information about the tasks performed, time spent on each
task, and other job-related activities. The diary method offers several advantages, such as
providing detailed insights into the actual activities performed by employees, capturing
variations in task execution, and allowing the collection of data over an extended period.
However, it also has some limitations, including the possibility of employees altering their
behavior due to the awareness of being observed (known as the "Hawthorne effect"),
potential inaccuracies in recording data, and the need for employees' commitment and
diligence in maintaining the diary consistently. Despite these limitations, the diary method
can be a valuable tool for gaining in-depth understanding of job activities and contributing to
a comprehensive job analysis.
**DONE**
Q. Explain in brief the process of Job Analysis.

process of collecting and studying information relating to the operations and responsibilities
of a specific job.
determination of tasks which comprise the job and of skills, knowledge, abilities and
responsibilities required of the worker for a successful performance and which differentiates
one job from all others.
products of Job Analysis are Job Description & Job Specification

Purpose / Use of Job Analysis

• Organization & Manpower planning
• Recruitment & Selection
• Job Evaluation & Wage, Salary administration
• Job Re-engineering
• Employee Training & Managerial Development
• Performance Appraisal
Job Analysis Method (Process of Obtaining all pertinent Job Facts)

**DONE**
Q. "Performance appraisal is not merely for appraisal but is for accomplishment and
improvement of performance." Discuss.

The statement "Performance appraisal is not merely for appraisal but is for accomplishment
and improvement of performance" highlights the broader purpose of performance appraisal
beyond merely evaluating employee performance. It emphasizes that the primary objective
of performance appraisal is not just to rate employees but to achieve two essential goals:
accomplishing organizational objectives and enhancing individual and team performance.
● Accomplishment of Organizational Objectives: Performance appraisal serves as
a tool to align individual and team performance with the organization's goals and
objectives. By evaluating employee performance against established targets and
standards, organizations can identify areas of success and areas that need
improvement.
● Identifying Strengths and Weaknesses: Performance appraisal allows managers
to identify employees' strengths and weaknesses. Recognizing strengths enables
organizations to capitalize on employees' talents and allocate tasks accordingly,
maximizing productivity.
● Recognition and Motivation: Recognizing and acknowledging employee
achievements during performance appraisal can serve as a powerful motivator.
Positive feedback and rewards for excellent performance inspire employees to
maintain their efforts and continue contributing to the organization's success.
● Performance Improvement Plans: For employees who may not be meeting
expectations, performance appraisal allows managers to initiate performance
improvement plans (PIPs).
● Succession Planning and Talent Management: Performance appraisal data
assists in identifying high-potential employees for succession planning and talent
management initiatives. Organizations can groom these individuals for leadership
roles, ensuring a smooth transition when key positions become vacant.
● Cultivating a Performance-Driven Culture: Regular performance appraisal
reinforces the importance of performance and sets the tone for a performance-driven
culture within the organization. It emphasizes that individual and team contributions
are valued and linked to overall organizational success.
In conclusion, performance appraisal is a multifaceted process that goes beyond a simple
assessment of employee performance. It serves as a critical tool for accomplishing
organizational objectives, enhancing employee performance, nurturing employee
development, and cultivating a culture of continuous improvement.
**DONE**

**DONE**
Q. Explain in brief HR's New Role as defined by Ulrich
The Ulrich model of HR is a model that helps to organize roles and responsibilities across
HR departments. This HR model was first introduced by David Ulrich in 1995 as a way of
organizing HR functions.
Meant particularly for large corporations with big and unwieldy teams, the model is designed
to streamline ways of working and ensure every team member is clear on their roles and
responsibilities, and what they're accountable for.
Ulrich splits HR into four key sections:
● Strategic Partner. The Strategic Partner is there to help manage the development
and growth of the workforce. They look to the customer to see what they could make
better, and they review the systems and processes that might help to deliver what the
customer wants and needs more efficiently.
● Administrative Expert. The Administrative Expert has more of an internally focused
role. They manage costs, people, and the overall delivery of the day-to-day 'business
as usual' output.
● Change Agent. The Change Agent looks into the company's overall culture and
thinks about how it can be better, both from a personal and professional perspective.
They'll connect with line managers to lead and facilitate change to make the
organization a better place for everyone.
● Employee Champion. The Employee Champion aids employees to speak up and
ensures they feel heard and respected at work. They support the delivery of
processes and practicalities that ensure safeguarding, and they can also help to
make sure the company's people are happier and healthier, which is of huge overall
benefit to the organization.

The core goals attached to the model are to:

● Create a high-functioning and unified team structure
● Define every role in the department
● Ensure the company is performing to its best and operating competitively
● Measure performance to consistently do better
The model was particularly revolutionary at the time as it put talent sourcing and future-
thinking firmly on the radar, and showed them to be as significant as the more traditional HR
roles of employee assistance and administrative tasks. **DONE**
**DONE**
Q. Why HR Matter now more than ever?

The HR teams of today need to find creative solutions that are in the best interest of the
company and its people. The focus of HR functions has shifted from just hiring, training, and
management to giving the best employee experience to your employees. Because of the
changing talent landscape, candidate and employee experience have become a top priority
for HR managers.

• Globalization
Globalization has led to a significant increase in the diversity of the workforce. Companies
are now composed of employees from different cultural, linguistic, and social backgrounds.
HR plays a crucial role in fostering an inclusive and harmonious work environment that
values and respects this diversity, promoting collaboration and innovation. Globalization has
intensified competition for talent. Companies now have to compete not only within their local
markets but also globally for skilled workers.

• Profitability Through Growth

HR can play a role in increased profits through workforce optimisation initiatives. Optimising
the effectiveness of a company's employees is an essential component in driving profitability
into the business. It is a process that requires a systematic and ongoing focus on activities
that improve employee performance.

• Technology
The widespread adoption of technology has driven digital transformation across industries.
HR is at the forefront of this change, utilizing technology to streamline processes, improve
efficiency, and enhance the overall employee experience. Technology enables HR to gather
and interpret data in real-time, leading to more effective strategies that drive business
growth.Digital performance management systems enable HR to set clear goals, track
progress, and provide feedback more effectively. Technology facilitates ongoing
performance discussions and promotes a growth mindset among employees, leading to
improved performance and productivity.

• Intellectual Capital
intellectual capital refers to the intangible assets that drive value within an organization,
including knowledge, skills, innovation, and the collective expertise of its employees. The
workforce now includes multiple generations, each with unique skills, preferences, and
attitudes toward work. HR plays a crucial role in creating a diverse and inclusive
environment that values and leverages the diverse intellectual capital present in the
organization.

• Change, Change and More Change

As organizations face rapid technological advancements, market disruptions, and global
challenges, they must continuously adapt to survive and thrive. HR plays a central role in
managing change initiatives, such as restructuring, mergers and acquisitions, and process
improvements. They are responsible for ensuring that these changes are communicated
effectively, understood by employees, and supported throughout the organization. With
automation and digitalization affecting various industries, the skills required to remain
relevant are continually evolving. HR is responsible for identifying skill gaps and
implementing reskilling and upskilling programs to equip employees with the necessary
competencies to tackle new challenges. By fostering a change-ready culture, developing
adaptable leaders, and prioritizing employee well-being, HR helps organizations embrace
change, innovate, and remain competitive in an ever-evolving world.

2019

Set 4-5 Key Result Areas (KRAS) with performance standards for each KRA for the following
profile:

(a) Finance Manager -

(KRA 1) Financial Planning and Analysis:

Performance Standards:

Prepare accurate monthly financial forecasts within +/- 5% variance of actual results.s
Analyze key financial metrics regularly and provide actionable insights to the management
for better decision-making.
Complete the annual budgeting process on time with a variance of no more than 3% from
the approved budget.

(KRA 2) Cash Flow Management:

Performance Standards:

● Maintain a positive net cash flow position each quarter.

● Implement strategies to reduce accounts receivable aging to less than 30 days on
average.
● Minimize cash conversion cycle and optimize working capital, achieving a reduction
of at least 10% compared to the previous year.
(KRA 3) Financial Reporting and Compliance:
Performance Standards:

● Ensure timely and accurate preparation of monthly, quarterly, and annual financial
statements in accordance with accounting standards.
● Achieve a clean audit report with no material weaknesses or significant deficiencies.
● Keep abreast of changes in financial regulations and ensure 100% compliance with
all relevant laws and regulations.
(KRA 4) Cost Management and Efficiency:
Performance Standards:

● Identify cost-saving opportunities that lead to a reduction of at least 5% in overall

operational expenses annually.
● Implement cost control measures that result in a decrease of at least 8% in the cost
of goods sold (COGS) within the first year.
● Monitor and maintain the organization's fixed cost-to-revenue ratio below 30%.

Risk Management (KRA 5):

Performance Standards:

● Conduct a comprehensive risk assessment of the organization's financial

activities and develop a risk management plan within the first quarter.
● Monitor and evaluate financial risks regularly, reporting any potential threats
and proposing mitigation strategies to senior management.
● Ensure the implementation of adequate insurance coverage to protect the
organization's assets and operations.

Financial Strategy and Decision Support (KRA 6):

Performance Standards:

● Collaborate with the executive team to develop a long-term financial strategy

that aligns with the organization's growth objectives.
● Provide financial analysis and evaluation of potential investment
opportunities, acquisitions, or capital projects to support strategic decisions.
● Achieve a minimum return on investment (ROI) of 10% for new capital
investments approved during the year.

Compliance with Internal Controls (KRA 7):

Performance Standards:

● Establish and maintain robust internal control procedures to safeguard the

organization's assets and prevent fraud.
● Conduct regular internal audits and achieve a satisfactory rating in all audits
with no major audit findings.
 ● Implement corrective actions promptly to address any internal control
deficiencies identified during audits.

Team Management and Development (KRA 8):

Performance Standards:

● Foster a positive work environment that promotes teamwork, collaboration,

and professional growth.
● Conduct performance appraisals for the finance team annually, providing
constructive feedback and setting clear goals.
● Arrange training and development opportunities for the team members to
enhance their skills and knowledge.

Recruitment Manager

Talent Acquisition (KRA 1):

Performance Standards:

● Develop and execute effective recruitment strategies to attract top talent for open
positions.
● Achieve a target of filling at least 90% of critical roles within the defined time-to-fill
metrics.
● Ensure a positive candidate experience throughout the recruitment process, as
evidenced by feedback and candidate satisfaction surveys.

Sourcing and Networking (KRA 2):

Performance Standards:

● Build and maintain a strong network of potential candidates through various

channels, including social media, job fairs, and professional networks.
● Increase the percentage of qualified candidates from direct sourcing channels to 40%
of all hires.
● Continuously explore and recommend innovative sourcing methods to reach passive
candidates and diverse talent.
●
Hiring Process Management (KRA 3):
Performance Standards:

● Streamline and optimize the recruitment process, reducing the time-to-fill by 15%
compared to the previous year.
 ● Ensure all hiring managers are adequately trained on the recruitment process and
their roles in the hiring process.
● Maintain accurate and up-to-date records of all candidates and hiring activities in the
applicant tracking system.

Diversity and Inclusion (KRA 4):

Performance Standards:

● Develop and implement strategies to enhance diversity in the candidate pool and
achieve a diverse workforce.
● Set specific diversity hiring targets and work towards achieving a diverse
representation in the workforce.
● Collaborate with the HR team to implement inclusive hiring practices and track
diversity metrics for recruitment.

Employer Branding and Talent Marketing (KRA 5):

Performance Standards:

● Enhance the organization's employer brand through compelling job descriptions,

engaging career pages, and positive employer reviews.
● Increase the number of applicants per job posting by 20% through effective talent
marketing initiatives.
● Monitor and respond to online employer branding platforms to maintain a positive
employer reputation.

Marketing manager

Marketing Strategy Development (KRA 1):

Performance Standards:
● Develop a comprehensive marketing strategy aligned with the company's overall
goals and objectives.
● Present the marketing strategy to the management team and obtain approval within
the first quarter of the fiscal year.
● Set measurable marketing objectives, such as increasing brand awareness, lead
generation, or market share, and track progress regularly.

Campaign Management and Execution (KRA 2):

Performance Standards:
● Plan, execute, and monitor marketing campaigns across various channels (e.g.,
digital, print, events) to reach the target audience.
● Achieve a minimum return on investment (ROI) of 3:1 for all marketing campaigns.
 ● Continuously optimize campaigns based on performance metrics, such as click-
through rates, conversion rates, and cost per lead.

Brand Management and Positioning (KRA 3):

Performance Standards:
● Maintain brand consistency across all marketing materials and communication
channels.
● Conduct brand perception surveys at least once a year and ensure that brand
perception improves positively.
● Implement strategies to differentiate the brand from competitors and enhance brand
positioning in the target market.

Marketing Analytics and Reporting (KRA 4):

Performance Standards:

● Establish key marketing performance metrics and regularly report on marketing KPIs
to the management team.
● Analyze marketing data to identify trends, opportunities, and areas for improvement.
● Prepare comprehensive marketing reports that provide actionable insights and
recommendations.

Market Research and Customer Insights (KRA 5):

Performance Standards:
● Conduct market research to identify customer needs, preferences, and behavior.
● Use customer insights to inform marketing strategies, product development, and
customer engagement efforts.
● Monitor competitor activities and market trends to identify opportunities and potential
threats.

Explain in brief the different components of CTC?

CTC stands for Cost to Company, and it is a term commonly used in India and other
countries to describe the total cost an employer incurs in employing a person. CTC
comprises various components, both direct and indirect, that make up an employee's total
compensation package. Here are the main components of CTC:

● Basic Salary: It is the fixed component of an employee's salary and forms the
foundation of CTC. Basic salary is taxable and typically constitutes a significant
portion of the overall CTC.

● House Rent Allowance (HRA): HRA is provided to employees to meet their rental
accommodation expenses. The amount of HRA can vary depending on the
employee's salary structure and the city of residence.
 ● Dearness Allowance (DA): DA is an allowance paid to employees to counter the
impact of inflation. It is usually a percentage of the basic salary and is subject to
revision periodically.

● Conveyance Allowance: This allowance covers expenses related to commuting

between the employee's residence and workplace.

● Medical Allowance: It is a fixed amount or a reimbursement provided to employees to

cover medical expenses.

● Special Allowances: These are allowances provided for specific purposes such as
food, travel, or other job-related expenses.

● Provident Fund (PF): PF is a mandatory contribution made by both the employer and
the employee towards the employee's retirement savings.

● Gratuity: It is a lump-sum amount paid to an employee as a token of appreciation for

their service and is usually provided after completing a specified number of years
with the company.

● Bonus and Incentives: These are performance-based payments made to employees

as a reward for achieving certain targets or goals.

● Variable Pay: Variable pay includes performance-based incentives or commission

that can vary from month to month or year to year based on individual or company
performance.

● Leave Travel Allowance (LTA): LTA is provided to employees to cover travel

expenses during vacations, subject to certain conditions and restrictions.

● Other Perks and Benefits: These may include employee benefits such as health
insurance, life insurance, stock options, education assistance, and more.

Discuss the importance of Performance Appraisal Interview?

The Performance Appraisal Interview, also known as the Performance Review or

Performance Evaluation, is a crucial process in the employee performance
management cycle. It involves a face-to-face discussion between an employee and
their manager to review the employee's performance over a specific period and
provide feedback on their achievements and areas for improvement. The importance
of the Performance Appraisal Interview lies in several key aspects:
● Feedback and Development: The interview provides an opportunity for
managers to offer constructive feedback to employees on their performance.
Positive feedback reinforces good performance, while constructive feedback
highlights areas for improvement. This feedback helps employees understand
their strengths and weaknesses, enabling them to focus on personal and
professional development.

● Goal Alignment: The interview allows managers and employees to discuss

whether the employee's goals align with the organization's objectives. If
necessary, adjustments can be made to ensure that individual efforts
contribute to the overall success of the company.

● Performance Recognition: Employees who receive recognition for their efforts

during the appraisal interview feel valued and motivated to continue
performing at a high level. Recognizing and appreciating good performance
fosters a positive work culture.

● Performance Improvement: Identifying areas of improvement through the

appraisal interview helps employees understand where they need to enhance
their skills or address shortcomings. This, in turn, leads to improved
performance and productivity.

● Employee Engagement and Morale: Engaging in a meaningful performance

discussion shows employees that the organization cares about their growth
and development. It enhances employee morale and strengthens their
commitment to the company.

● Performance Documentation: The appraisal interview serves as an

opportunity to document the employee's performance, which is essential for
decision-making regarding promotions, salary adjustments, or succession
planning.

● Clear Communication: The interview allows for open communication between

the manager and the employee. This dialogue helps in clarifying expectations,
setting performance goals, and aligning both parties' perspectives on job
responsibilities.

● Identification of Training Needs: Through the performance appraisal interview,

managers can identify the training and development needs of their
employees. This helps in designing targeted training programs to enhance
employees' skills and knowledge.
 ● Performance-Based Decisions: The performance appraisal interview provides
a basis for making various HR-related decisions, such as promotions,
transfers, incentives, or addressing performance-related issues.

● Legal and Ethical Compliance: Conducting regular and fair performance

appraisals ensures that the organization complies with legal and ethical
requirements related to employee evaluation and feedback.

Explain in brief Training Evaluation.

● Training effectiveness - the benefits that the company and the trainees
receive from training.
● Training outcomes or criteria - measures that the trainer and the company use
to evaluate training programs.
● Training evaluation - the process of collecting the outcomes needed to
determine if training is effective.
● Evaluation design - collection of information, including whom, what, when, and
how, for determining the effectiveness of the training program.
● Companies make large investments in training and education and view them
as a strategy to be successful; they expect the outcomes of training to be
measurable.
Training evaluation provides the data needed to demonstrate that training does
provide benefits to the company. It involves formative and summative evaluation.

Formative evaluation - takes place during program design and development.

It helps ensure that the training program is well organized and runs smoothly, and
trainees learn and are satisfied with the program.
It provides information about how to make the program better; it involves collecting
qualitative data about the program.

A training program should be evaluated:

• To identify the program’s strengths and weaknesses.
• To assess whether content, organization, and administration of the program
contribute to learning and the use of training content on the job.
• To identify which trainees benefited most or least from the program.
• A training program should be evaluated:
• To gather data to assist in marketing training programs.
• To determine the financial benefits and costs of the program.
• To compare the costs and benefits of:
• training versus non-training investments.
• different training programs to choose the best program.

kirkpatrick’s four-level framework of evaluation criteria

The Kirkpatrick Model is a globally recognized method of evaluating the results of training
and learning programs. It assesses both formal and informal training methods and rates them
against four levels of criteria: reaction, learning, behavior, and results.

Level 1: Reaction
The first level of criteria is “reaction,” which measures whether learners find the training
engaging, favorable, and relevant to their jobs. This level is most commonly assessed by an
after-training survey (often referred to as a “smile sheet”) that asks students to rate their
experience.

A crucial component of Level 1 analysis is a focus on the learner versus the trainer. While it
may feel natural for a facilitator to fixate on the training outcome (such as content or learning
environment), the Kirkpatrick Model encourages survey questions that concentrate on the
learner’s takeaways.
Level 2: Learning
Level 2 gauges the learning of each participant based on whether learners acquire the
intended knowledge, skills, attitude, confidence and commitment to the training. Learning
can be evaluated through both formal and informal methods, and should be evaluated through
pre-learning and post-learning assessments to identify accuracy and comprehension.

Methods of assessment include exams or interview-style evaluations. A defined, clear scoring

process must be determined in advance to reduce inconsistencies.

Level 3: Behavior
One of the most crucial steps in the Kirkpatrick Model, Level 3 measures whether
participants were truly impacted by the learning and if they’re applying what they learn.
Assessing behavioral changes makes it possible to know not only whether the skills were
understood, but if it's logistically possible to use the skills in the workplace.

Oftentimes, evaluating behavior uncovers issues within the workplace. A lack of behavioral
change may not mean training was ineffective, but that the organization’s current processes
and cultural conditions aren’t fostering an ideal learning environment for the desired change.

Level 4: Results
The final level, Level 4, is dedicated to measuring direct results. Level Four measures the
learning against an organization's business outcomes— the Key Performance Indicators that
were established before learning was initiated. Common KPI’s include higher return on
investments, less workplace accidents, and larger quantity of sales.
Using the Kirkpatrick Model creates an actionable measurement plan to clearly define goals,
measure results and identify areas of notable impact. Analysing data at each level allows
organizations to evaluate the relationship between each level to better understand the training
results— and, as an added benefit, allows organizations to readjust plans and correct course
throughout the learning process.

If your organization is ready to take the next step in learning, send us a message! Ardent’s
team of experts will walk you through viable solutions, and discuss how to use the
Kirkpatrick Model to get the results your team needs.