Human Resource Development
Importance: Total of 10 Questions 1. 1 Question Question on Training 2 questions – 2 marks each 2. 1 Question on HR outsourcing – 2 marks 3. 1 Question on Fringe Benefits – 2 marks http://rbigradeb.wordpress.com
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Contents 1
Introduction Intro duction ................................. ................ ................................... ................................... ................................... ................................... ................................... ................................... ................. 4
2
Feedback and Performance Counselling.................. ........................... .................. ................... ................... .................. .................. .................. .................. ............. .... 4
3
4
5
6
7
2.1
Conditions Conditi ons for Effective Effect ive Counselling Counsell ing ................................... ................. ................................... ................................... .................................... ....................... ..... 6
2.2
Types of Counseling Counse ling ................................. ................ ................................... ................................... ................................... ................................... ................................ ............... 6
2.3
Steps of Counselling Counsel ling ................................. ................ ................................... ................................... ................................... ................................... ................................ ............... 7
Employee Employe e Welfare Welfar e................................. ................ .................................. ................................... ................................... ................................... .................................... .......................... ........ 8 3.1
Types of Employee Welfare Schemes ................... ............................ .................. .................. .................. .................. .................. .................. .................. ......... 9
3.2
Types of Employee Welfare Welfar e Theories Theorie s ................................. ............... ................................... ................................... .................................... ..................... ... 10
Rewards................. Rewar ds.................................. ................................... ................................... ................................... ................................... ................................... ................................... ..................... .... 12 4.1
Types of Rewards Rewar ds ................................... .................. .................................. .................................. ................................... .................................... ................................. ............... 13
4.2
Qualities of Effective Effective Reward System ................... ............................ .................. .................. .................. .................. .................. .................. ................ ....... 14
4.3
Importance Impor tance of Rewards Reward s.................................. ................. ................................... ................................... ................................... ................................... ........................ ....... 15
Career Caree r Planning .................................. ................. .................................. ................................... ................................... ................................... .................................... ........................... ......... 15 5.1
Career Caree r Anchors Anchor s................................. ................ .................................. ................................... ................................... ................................... .................................... ..................... ... 15
5.2
Nature of Career Caree r Planning ................................... .................. ................................... ................................... ................................... ................................... ................... 16
5.3
Objectives Objec tives of Career Caree r Planning ................................. ................ .................................. ................................... .................................... ................................. ............... 16
5.4
Steps in Career Caree r Planning ................................... .................. ................................... ................................... ................................... ................................... ..................... .... 16
Training and Development..... Develo pment....................... ................................... ................................... ................................... ................................... ................................... ..................... .... 17 6.1
Benefits Benef its of Training and Development Developm ent .................................. ................ ................................... ................................... .................................... .................. 17
6.2
Distinction between Training and Development .................. ........................... ................... ................... .................. .................. ................. ........ 18
6.3
Steps in Training and Development cycle ................. .......................... ................... ................... .................. .................. .................. .................. ........... .. 19
6.4
Kirkpatrick Kirkpa trick Model of Training Evaluation Evaluat ion ................................. ................ ................................... ................................... ................................. ................ 21
6.5
Types of Training ................................. ................ .................................. ................................... ................................... ................................... .................................... .................. 21
6.5.1
On the Job Training Trainin g Methods ................................... ................. ................................... ................................... .................................... ........................ ...... 22
6.5.2
Off the Job Training Trainin g Methods .................................. ................ ................................... ................................... .................................... ........................ ...... 24
Fringe Benefits Benefi ts ................................... .................. .................................. ................................... ................................... ................................... .................................... ........................... ......... 26 7.1
8
Types of Fringe Benefits Benefit s ................................. ................ ................................... ................................... ................................... ................................... ........................ ....... 26
HR Outsourcing Outsour cing .................................. ................. .................................. ................................... ................................... ................................... .................................... ........................... ......... 27 8.1
Advantages of Outsourcing HR Functions................ Functions......................... .................. .................. .................. .................. ................... ................... ............ ... 27
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9
Edward De Bono Role in Training................... Training. ................................... ................................... ................................... ................................... ................................. ............... 28 9.1
Six Thinking Hats ................................. ................ .................................. ................................... ................................... ................................... .................................... .................. 28
9.2
Lateral Later al Thinking ................................... .................. .................................. ................................... ................................... ................................... .................................... .................. 29
9.2.1 10
Methods of Lateral Later al Thinking ................................. ............... ................................... ................................... .................................... ........................... ......... 30
MCQ’s (Multiple Choice Questions) ................................................................................................ 31
WHAT WILL YOU GET IN THE COURSE? Our course material is comprehensive and consists of:
1. Concept notes for each topic of ESI and FM . Download the sample material from here here.. You can also view the sample lessons as well as MCQs at http://www.edutap.co.in/learn/FreeLessons-on-Finance-and-Management 2. Awesome MCQs on each topic . What we have done is prepared MCQs based on the concept notes so that you can practice questions as soon as you are done with one concept document. Then you move on to the next concept document and after reading it, you again practice MCQs based on that document and so on. This helps you in assessing your understanding and is very useful in improving retention. 3. All important reports like HDR, WDR, Economic Survey, Budget, important RBI circulars, notices and the like are being integrated into the material itself so that an aspirant does not have to read them separately. 4. Before the actual examination, we would also provide online full length tests so that the aspirant gets the feel of the real examination and can assess his/her preparation. 5. We have also prepared a document covering all important government schemes, programmes and policies important for this exam. IS THE MATERIAL PROVIDED BY EDUTAP ENOUGH FOR CLEARING THE EXAM? http://rbigradeb.wordpress.com
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We have prepared our material strictly keeping in mind the syllabus and pattern of RBI Phase 2 examination 2015 and 2016. For analysis videos, click here click here We expect atleast 60-70% of the questions directly from our notes, however, if RBI springs up a surprise, there may be a chance that questions wont be directly from the notes provided by us. But since it is a competitive exam, you would again be much better placed than the others in tackling such a situation. WILL EDUTAP UPDATE THE MATERIAL TILL THE TIME THE EXAM IS ACTUALLY CONDUCTED FOR 2017? Yes! The course contents will be updated regularly till the Phase 2 exam of 2017 is over. You don’t have to worry about a thing, we will take care of o f all updates. HOW MUCH WILL THE COURSE COST ME? IS THERE ANY DISCOUNT AVAILABLE? We have 3 courses
1. ESI @ Rs 3499 2. FM @ Rs 3499 3. Bundle course containing ESI as well as FM at a discounted price of Rs 5999 WHERE CAN YOU FIND THE ANALYSIS OF 2016 PAPER? Here: https://www.youtube.com/playlist?list=PL5Eyazk6CS3bd5vc6g3Sdx117FDi3SrPk
1
Introduction
In this Unit for HRD we plan to discuss the following topics 1. Job Analysis and Design 2. Performance Appraisal 3. Potential Appraisal 4. Feedback and Performance Counselling 5. Employee Welfare 6. Rewards 7. Career Planning 8. Training and Development First three points – Job Analysis and Design, Performance Appraisal and Potential Appraisal have already been discusses in Part 1 and rest re st would be discussed in this part
2
Feedback and Performance Counselling Feedback is an informal process which is about the performance of the employee and how the employee can work together with everyone to achieve the goals of the company. Feedback can be
oral comments, written reports like performance appraisal etc . Feedback should be
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Feedback should be descriptive and non- evaluative . Rather than putting the employee in a defensive position by telling him” Your coming in late convinces me that you are not serious about your work”, a manager may say, “I notice that you have been regularly coming late and I am deeply concerned about this”.
It should be two-way process where employee is also given a chance to express his/her views on the performance
It should be constructive. Rather than focusing on the drawbacks the discussion should be around how to improve going forward
It should be focused on the behavior of the person rather than on the person himself . It is necessary to distinguish between the individual and his behavior in conveying the negative feedback. It should be clear to the employee that what is being rejected or criticized is some specific behavior of his. The intent is not to condemn the employee as an individual.
When conveying feedback, it is generally desirable to back it up with few examples of actual
events.
Feedback should be given timely. It should be given at the first opportunity when the employee is in the receptive mood.
Feedback should be continuous. It should become a regular practice so that the subordinate develops an ability to accept and act upon the feedback.
Feedback should be checked and verified. This will ensure that the subordinate has not misinterpreted the feedback received from his superior.
Performance Counselling is a formal process, initiated when the person has not responded to the informal advice and assistance. Performance Counseling is very important important for employees to know the level of their performance and the area in which they need to improve. Performance counseling is a very useful activity provided both the counselor and the counselee take it in the right spirit. It helps the employee as well as the organization to identify weaknesses and then to formulate strategies to improve the performance. performance. It attempts to help the employee employee in I.
Understanding himself - his strengths and weaknesses.
II.
Improving his professional and interpersonal competence by giving him feedback about his behavior.
III.
Setting goals and formulating action plans for further improvement
When to do Counselling
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Mostly counseling is done for work performance issues but counseling can also be done if a person has some personal problems like alcohol abuse or death of dear one. So counseling should be done when we have following issues 1. Excessive workload 2. Absenteeism and Late coming 3. Lack of awareness of policies 4. Performance issues 5. Lack of Team Spirit 6. Family problems 7. Problems with peers 8. Behavioral issues
2.1 Conditions for Effective Counselling 1.
Climate of trust, confidence and openness is essential for effective counseling. Counseling cannot be effective if the subordinate does not trust his boss.
2.
It is necessary that the subordinate should feel free to participate without fear or inhibition as it is a dialogue between supervisor and subordinate and hence should be a two way communication.
3.
The main purpose of counseling is employee development and not criticism
2.2 Types of Counseling 1. Directive Counselling: a.
This is Counselor Centered. In this approach Counselor directs the client to take certain steps to resolve the conflict.
b. This assumes that client cannot solve the problems by himself c.
It gives more importance to intellectual aspects than emotional aspect
d. “Put that cigarette out now as this is a nonsmoking area ” is a form of directive counseling 2. Non-Directive Counselling a.
It is client Centered. The idea is to create an atmosphere in which client can resolve the problem by himself
b. Also known as Permissive Counselling c.
Gives more importance to emotional aspects than intellectual aspect
d. Example would be: So the reason you are not effective is that you stayed up late last night. What are you going to do to ensure that this does not affect your performance again 3. Eclectic Counselling a. This is neither Counselor Centered nor client Centered but in between both of them b. Here both the client and Counselor tries to resolve the problem problem http://rbigradeb.wordpress.com
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2.3 Steps of Counselling
1. Identify the Need: One should be clear why counseling is needed. Is it due to bad behavior or not coming to office on time or due to bad performance etc.?
2. Preparation for Counselling: During the preparation phase one must a. Select the place for Counseling. It should be private not public place b. Notify in advance to the employee so that he can also prepare
c.
List the points you want to discuss
3. Conduction the session
I.
Rapport Building: In the rapport building phase, a good counselor attempts to establish a climate of acceptance, warmth, support, openness and mutuality. This phase involves
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generating confidence in the employee to open up frankly, share his perceptions, problems, concerns, feelings etc. II.
Exploration: In this phase, the counselor should attempt to help the employee understand and appreciate his strengths and weaknesses. Questions should be asked which help the employee focus on his problem. For example, if an employee feels that his problem is that others do not co-operate with him, the counselor may ask questions to narrow down the problem to the employee’s relationship with a few individuals. Then
the superior may ask questions to help the employee understand what he does (or says) to his colleagues that is making it difficult for him to win their co-operations. Problem identification is a critical step in planning for improvement. III.
Action Planning : Counseling interviews should end with specific plans of action for development of the employee. The main contribution of the superior in this phase is in helping the employee think of alternative ways of dealing with a problem. Finally the superior may render some assistance in helping the employee implement the agreed upon action plan. Often good counseling sessions fail to produce e ffective results due to lack of follow up
4. Follow Up:
Counselor should should provide support to the employee and should should review his
performance on regular basis. If required t here might be change in action plan
3
Employee Welfare
Employee welfare is understood to include such services, facilities and amenities which enable the persons employed to perform their work in healthy, congenial surroundings and to provide them with amenities conducive to good health and high morale. Welfare includes anything that is done for the comfort and improvement of employees and is provided over and above the wages. Welfare helps in keeping the morale and motivation of the employees high so as to retain the employees for longer duration. The welfare measures need not be in monetary terms only but in any kind/forms such as better drinking facilities, benefits post retirement etc. The Factories act was enacted in the year 1948. The main objective of this law is to maintain healthy, safety and welfare of every employee at workplace in factory. According to this law any factory with above 500 workers should have separate welfare officer, factory with 1000 above workers should have separate safety officer, for 500 workers should have ambulance facility and for above 250 workers canteen facility with concession should be provided
.
Objectives of Employee Welfare http://rbigradeb.wordpress.com
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1.
To provide better life and health to t he workers
2.
To make the workers happy, motivated motivated and satisfied
3.
To relieve workers from industrial fatigue and to improve intellectual, cultural and material conditions of living of the workers
Benefits of Employee Welfare The very logic behind providing welfare schemes is to create efficient, healthy, loyal and satisfied labor force for the organization. The purpose of providing such facilities is to make their work life better and also to raise their standard of living. The important benefits of welfare measures can be summarized as follows: 1.
They provide better physical and mental health to workers and thus promote a healthy work
environment 2.
Facilities like housing schemes, medical benefits, and education and recreation facilities for workers’ families help in raising their standards of living. This makes workers to pay more attention
towards work and thus increases their productivity . 3.
Employers get stable labor force by providing welfare facilities. Workers take active interest in their jobs and work with a feeling of involvement and participation .
4.
Employee welfare measures increase the productivity of organization and promote healthy industrial relations thereby maintaining industrial peace and absence of strikes etc.
3.1 Types of Employee Welfare Schemes The employee welfare schemes can be classified into two categories based on compulsory or mandatory viz. statutory and non-statutory welfar e schemes. The statutory schemes are those schemes that are
compulsory to be provided by an organization as compliance to the laws governing employee health and safety. The non-statutory schemes are voluntary schemes implemented by the industry. Another way to categorize is on the basis of internal or external facilities. Facilities provided inside the organization are called Intra-mural facilities but those provided outside the organization are called
extra-mural facilities 1. The statutory welfare schemes include the following provisions: a. Drinking Water: b. First aid appliances c.
Latrines and Urinals
d. Canteen facilities e. Lighting http://rbigradeb.wordpress.com
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f.
Washing places
g.
Changing room
h. Rest rooms 2. The non-statutory welfare schemes are the following a.
Personal Health Care facilities like Doctors on duty
b. Flexible timing for the workers c.
Employee Assistance Programs like counseling for stress
d. Harassment Policy to protect employees from harassment especially sexual harassment to Women. e. Maternity & Adoption Leave f.
Medi-claim Insurance Scheme: This insurance scheme provides adequate insurance coverage of employees for expenses related to hospitalization due to illness, disease or injury or pregnancy.
3. The facilities provided inside the organization are known as intra-mural facilities. These facilities include activities relating to minimization of industrial fatigue, provision of safety measures like fencing and covering of machines, good layout of the plant and machinery, sufficient lighting conditions, provision of first aid appliances et c. 4. The facilities provided outside the organization are known as extra-mural facilities. They include better housing accommodations, indoor and outdoor recreation sports, educational facilities etc.
3.2 Types of Employee Welfare Theories The approaches and their brief descriptions are: 1. The policing theory of labor welfare. 2. The religion theory of labor welfare. 3. The philanthropic theory of labor welfare. 4. The paternalistic theory of labor welfare. 5. The placating theory of labor welfare. 6. The public relations theory of labor welfare. 7. The functional theory of labor welfare. 8. The social theory of labor welfare. 1. Policing Theory: According to this view, the factory and other industrial workplaces provide ample opportunities for owners and managers of capital to exploit workers in an unfair manner. This could be done by making the labor work for long hours, by paying workers low wages, by keeping the workplaces in an unhygienic condition, by neglecting safety and health provisions, and by ignoring the provision of elementary human amenities, such as drinking water, latrines, http://rbigradeb.wordpress.com
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rest rooms and canteens. But government under this condition takes some steps and enacts laws for employee welfare. So government acts as a policemen 2. Religion Theory: The religion theory has the investment aspects. The investment aspect of the religion theory implies that the fruits of today's deeds will be reaped tomorrow. Any action, good or bad is therefore treated as an investment. Inspired by this belief, some employers plan and organize canteens and crèches. 3. Philanthropic Theory: Philanthropy means affection for mankind. The philanthropic theory of labor welfare refers to the provision of good working conditions, crèches and canteens out of pity on the part of the employers who want to remove the disabilities of the workers. The philanthropic theory is more common in social we lfare. Student hostels, drinking water facilities, the rehabilitation of crippled persons, donations to religious and educational institutions, and so forth are examples of philanthropic deeds. 4. Paternalistic Theory: According to the paternalistic theory, also called the trusteeship theory, of labor welfare, the industrialist or the employer holds the total industrial estate, properties and the profits accruing from them, in trust. The employees are weaker and cannot take care of themselves. In paternalistic theory the employer acts as a parent to them and takes care of their needs. 5. Placating Theory: This theory is based on the assumption that appeasement pays when the workers are on strikes or angry. Peace can be bought by welfare measures. Workers are like children who are intelligent, but not fully so. As crying children are pacified by sweets, workers should be pleased by welfare works. 6. Public Relations Theory: According to this theory, welfare activities are provided to create a good impression on the minds of the workers and the public, particularly the latter. Clean and safe working conditions, a good canteen, crèche and other amenities, make a good impression on the public and enhance their re putation. 7. Functional Theory: Also known as the efficiency theory of labor welfare, the functional theory implies that welfare facilities are provided to make the workers more efficient. If workers are fed properly, clothed adequately and treated kindly, and if the conditions of their work are congenial, they will work efficiently. 8. Social Theory: The social obligation of an industrial establishment has been assuming great significance these days. The social theory implies that a factory is morally bound to improve the conditions of the society in addition to improving the condition of its employees. Employee welfare, as mentioned earlier, is gradually becoming social welfare.
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4
Rewards
Reward means a thing given to any one because of his contribution to organization. The most obvious reward that individual gets from the job is his/her pay. pay. Every person asks for return from the organization before involving in any type of activities, which is termed as the reward. It attracts a worker's attention and inspires him/her to perform the task. Moreover, a reward is a pay-off for performance which is directly concerned with the level of
motivation and job satisfaction Reward management is the process of creating, implementing and controlling an effective reward system in the organization that helps to maintain and improve organizational performance. Reward management basically focuses on how the employees can be retained or motivated at work
WHAT WILL YOU GET IN THE COURSE? Our course material is comprehensive and consists of:
6. Concept notes for each topic of ESI and FM . Download the sample material from here here.. You can also view the sample lessons as well as MCQs at http://www.edutap.co.in/learn/FreeLessons-on-Finance-and-Management 7. Awesome MCQs on each topic . What we have done is prepared MCQs based on the concept notes so that you can practice questions as soon as you are done with one concept document. Then you move on to the next concept document and after reading it, you again practice MCQs based on that document and so on. This helps you in assessing your understanding and is very useful in improving retention. 8. All important reports like HDR, WDR, Economic Survey, Budget, important RBI circulars, notices and the like are being integrated into the material itself so that an aspirant does not have to read them separately. 9. Before the actual examination, we would also provide online full length tests so that the aspirant gets the feel of the real examination and can assess his/her preparation. 10. We have also prepared a document covering all important government schemes, programmes and policies important for this exam. http://rbigradeb.wordpress.com
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IS THE MATERIAL PROVIDED BY EDUTAP ENOUGH FOR CLEARING THE EXAM? We have prepared our material strictly keeping in mind the syllabus and pattern of RBI Phase 2 examination 2015 and 2016. For analysis videos, click here click here We expect atleast 60-70% of the questions directly from our notes, however, if RBI springs up a surprise, there may be a chance that questions wont be directly from the notes provided by us. But since it is a competitive exam, you would again be much better placed than the others in tackling such a situation. WILL EDUTAP UPDATE THE MATERIAL TILL THE TIME THE EXAM IS ACTUALLY CONDUCTED FOR 2017? Yes! The course contents will be updated regularly till the Phase 2 exam of 2017 is over. You don’t have to worry about a thing, we will take care of o f all updates. HOW MUCH WILL THE COURSE COST ME? IS THERE ANY DISCOUNT AVAILABLE? We have 3 courses
4. ESI @ Rs 3499 5. FM @ Rs 3499 6. Bundle course containing ESI as well as FM at a discounted price of Rs 5999 WHERE CAN YOU FIND THE ANALYSIS OF 2016 PAPER? Here: https://www.youtube.com/playlist?list=PL5Eyazk6CS3bd5vc6g3Sdx117FDi3SrPk
4.1 Types of Rewards 1. Intrinsic Rewards And Extrinsic Rewards
a. Intrinsic rewards: Intrinsic rewards are the satisfactions that an individual obtains from the job itself. It means, they are the factors of esteem and self-actualization needs of the http://rbigradeb.wordpress.com
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employees. These rewards consists of having a pride on work, having a feeling of accomplishment, or being a part of team etc. The techniques of flex time, job enrichment, shorter work weeks, and job rotation, can offer intrinsic rewards by providing interesting and challenging jobs and allowing the employee greater free dom b. Extrinsic Rewards: Extrinsic rewards are the benefits provided provided externally. These rewards are provided in term of money, promotions and fringe benefits. Their common thread is that extrinsic rewards are external to the job and come from an outside source, mainly, management. These rewards are necessary to fulfill physiological and safety needs of the employees. Such rewards are the results of management policies and procedures of the organization. Thus, if an employee experiences feelings of achievement or personal growth from a job, we would label such rewards as intrinsic. If the employee receives a salary increase or a write up in the company magazine, we would label those rewards as extr insic.
2. Financial versus Non Financial Rewards : Rewards may or may not enhance the e mployee’s financial well-being. If they do they can do this directly through wages, bonuses, profit sharing, and the like, or indirectly through supportive benefits such as pension plans, paid vacations, paid sick leaves and purchase discounts then they are called Financial rewards Non financial rewards are potentially at the disposal of the organization. They do not increase the employee’s financial position but instead emphasize making life on the job more attractive
like club facilities, health facilities etc.
Note: Intrinsic rewards are always Financial but extrinsic rewards can be financial or non-financial. For example increase in salary which is extrinsic is financial but praise which is also extrinsic is nonfinancial
4.2 Qualities of Effective Reward System An effective reward system should possess the following qualities 1. Equitable: Equitable is concerned with the fairness in distributing rewards to the employees. It means rewards should be perceived as equitable and fair. 2.
Visibility: Rewards, to be effective, must be visible and seen by the employees because visible rewards help to motivate employees for higher level of performance. They help to satisfy individual's esteem and recognition needs.
3.
Flexibility: Rewards, to be effective, should be flexible to vary with changes in the performance. This means, rewards should vary as per the c hanges in actual performance of the employees.
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4.
Low Cost: An effective reward should be less costly because rewards are not free gifts they have some costs. Hence, the costs and benefits of reward should be taken into account acc ount in order or der to maintain organizational effectiveness.
5. Use of Team Rewards for Interdependent Job : An interdependent job holds the philosophy that the tasks are interrelated with each other, and is performed step-by-step. The overall completion of such jobs is not the credit of single individual; rather it is due to the combined effort of all team t eam members involved in the entire process of the job. Hence, in such situation it is advisable to use team rewards such as gain sharing and bonuses.
4.3 Importance of Rewards 1. Rewards help improve productivity 2. Rewards help in motivation of employees 3. Rewards help in Job satisfaction 4. It helps in achieving organization goals and objectives
5
Career Planning
Career planning is an individual’s lifelong process of establishing personal career objectives and acting in
a manner intended to bring them about. The term career denotes all the jobs that are held during one's working life. It is viewed as a sequence of positions held by an individual during the course of his lifetime. Edwin B. Flippo defined a career as a sequence of separate but related work activities that provide continuity, order and meaning in a person's life
5.1 Career Anchors Career anchors denote the basic drives that create the urge to take up a certain type of a career. These drives are as follows: 1.
Managerial Competence: Person having this drive seeks managerial positions that provide opportunities for higher responsibility, decision making, control and influence over others.
2.
Technical Competence: People having this anchor seek to make career choices based on the technical or functional content of the work. I t provide continuous learning and updating one's expertise in a technical or specialized area such as quality control, engineering, accounting, advertising, public relations etc.
3.
Security: If one's career anchor is security than he is willing to do what is required to maintain job security (through compliance with organizational prescriptions), a decent income and a stable future.
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4.
Creativity: This drive provides entrepreneurial and innovative opportunities to the people. People are driven by an overwhelming desire to do something new that is totally of their own making.
5.
car eer that provides freedom of action and independence. Autonomy : These people seek a career
5.2 Nature of Career Planning 1.
A Process: Career planning is a process o f developing human resources rather than an event.
2.
Upward movement : It involve upward movement in the or ganizational hierarchy, or special assignments, project work which require abilities to handle recurring problems, human relations issued and so on.
3.
Mutuality of Interest : The individual's interest is served as his needs and aspirations are met to a great extent and the organization’s interest is served as each of its human resources is provided an opportunity to develop and contribute to the organizational goals and objectives to the optimum of its ability and confidence.
4.
Dynamic: Career planning is dynamic in nature due to an ever changing environment.
5.3 Objectives of Career Planning 1. To identify positive characteristics of the employees. 2. To develop awareness about each employee’s uniqueness 3. To respect feelings of other employees. 4. To attract talented employees to the t he organization 5. To train employees towards team-building skills. 6. To create healthy ways of dealing with conflicts, emotions, and stre ss.
5.4 Steps in Career Planning Step 1: Self-Assessment: The first and foremost step in care er planning is to know and assess yourself. You need to collect information about yourself while deciding about a particular car eer option. You must analyse your interests, abilities, aptitudes, desired lifestyle, and personal traits and then st udy the relationship between the career opted for and self.
Step 2: Goal Setting: Set your goals according to your academic qualification, work experience, priorities and expectations in life. Once your goal is identified, then you determine the feasible ways and objectives how to realize it. occupational direction to a particular one by an Step 3: Academic/Career Options: Narrow your general occupational informatory decision making process. Analyze the career option by ke eping in mind your present educational qualification and what more academic degrees you need to acquire for it. http://rbigradeb.wordpress.com
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Step 4: Plan of Action : Recognize those industries and particular companies where you want to get into. Make the plan a detailed one so t hat you can determine for how many years you are going to work in a company in order to achieve maximum success, and then switch to another. Decide where you would like to see yourself after five years and in which position. once. So, whenever you get any Step 5: Catch Hold of Opportunities : Opportunity comes but once. opportunity to prove yourself and get into your de sired career, try to convert it in every way for suiting your purpose. Remember, a successful professional is also quite opportunistic in his moves, examining every opening to turn to his favor.
6
Training and Development D evelopment
Training and development is vital part of the human resource development. It is assuming ever important role in wake of the advancement of technology which has resulted in ever increasing competition, rise in customer’s expectation of quality and service and a subsequent need to lower costs.
Need for Training and Development 1. An increased use of technology in production 2. Need for additional hands to cope with an increased production of goods and services 3. Employment of inexperienced and unskilled workforce for whom training is mandatory 4. Old employees need refresher training to enable them to keep abreast of the changing
methods, techniques, and use of sophisticated tools and equipment 5. Need for enabling employees to do the work in a more effective way , to reduce learning time, reduce supervision time, reduce waste and spoilage of raw material and produce quality goods, and develop their potential. 6. To increase increase the morale and satisfaction
Apprentice Training Act, 1961: 1. During 1961 the Apprentice Training Act was passed. About 550 Industrial Training Institutes were opened. More than 300 centers c enters were set up e stablished for Apprenticeship Training
2. There is an Advanced Training Institute in Chennai and Kolkata which has the Central Staff Training and Research Institute
3. There is the Foreman Training Institute in B angalore
6.1 Benefits of Training and Development 1. Increased Productivity of employees 2. Improved work quality as workers know the best way to do do things 3. Growth for Organization and employees 4. Job satisfaction and Motivation 5. Employee Retention http://rbigradeb.wordpress.com
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6.2 Distinction between Training and Development
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6.3 Steps in Training and Development cycle
1. Identify the training Needs/ Training Need Assessment: The process of training begins with the needs assessment stage. The aim of the assessment stage is to understand whether or not training is required. If the answer is yes; the next step is determining competency or skills gaps and the appropriate training required to bridge the gap. Assessment is conducted at three stages - at the level of organization, individual and the job, each of which is called as the organizational, individual and job analysis I.
Organizational Analysis: The organizational analysis is aimed at short listing the focus areas for training within the organization and the fac tors that may affect the same. Organizational mission, vision, goals, people inventories, processes, performance data are all studied. For example the analysis might show that organization needs training on innovative methods of product design. The methods used at this level are Management Interviews, Exit interviews, Management by Objectives etc.
II.
Job Analysis : The job analysis of the needs assessment survey aims at understanding the ‘what’ part of the training development stage. The kind of intervention needed is what
is decided upon in the job analysis. For e xample the analysis might show that training is needed on using new tools of product design which are in the market now. The methods used at this level are Job description, Job specification, performance standards etc. III.
itse lf, the individual analysis is concerned Individual Analysis : As evident from the name itself, with who in the organization needs the t raining and in which particular area. Here performance is taken out from the performance appraisal data and the same is compared with the expected level or standard of performance. The individual analysis is also conducted through questionnaires, questionnaires, 360 feedback, personal interviews interviews etc. For example based on performance reviews the company might pick up good performers first and give them training on the new tool of product design. The methods at t his level are performance appraisal data, 360 degree feedback, Questionnaires etc.
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2. Design of Training : Once the training needs analysis is complete, the next stage is that of Design. This stage involves the development of content and the training material. Training programs need to be designed, keeping in mind the needs and requirements of employees. For effective designing one must I.
Know the Employees: Know your employees well before you begin designing training programs for them. Sit with them and try to find out where all they need assistance. Knowing employees well will help you figure out the skills you need to teach them. Knowing your employees would also help you to find which training medium to use. Would it be a lecture or through role play and games etc.
II.
Interactive Content: The next step is to prepare the content of the training program. The content needs to be informative but interesting. Include diagrams, graphs, flow charts, pictures to make your training program interesting so that individuals do not lose interest in the middle of the session.
III.
Selecting the Technique: There are various techniques which can be used for training. These are divided into Informational and Experiential techniques. Informational techniques are one-way communication and are more of theoretical. Examples are lectures, Audio/Video etc. Experiential techniques are based on learning by doing and it is two way communications. Examples are Role Play, Games and Case Study etc. Appropriate technique should be selected based on type of training and the target audience
3. Delivery of Training : Some keys things to remember when delivering training are: I.
Speak clearly and make sure that all learners are able to understand what you are saying.
II.
Ensure that the learner’s expectations expec tations are addressed early on in the t raining.
III.
Explain the structure of the training tr aining at the start.
IV.
Review regularly to ensure that the material covered has been understood.
V.
Try to deal with questions as they arise but if you don’t know the answer, don’t be
afraid to say you will get back to the learner later. VI.
Give useful and constructive feedback to learners.
VII.
Check your timing and have a contingency plan in case some parts of the training take longer than you expected.
VIII.
Give the audience ample opportunities to practice
4. Evaluation of Training: Ev Evaluation aluation involves the assessment of the effectiveness of the training programs. This assessment is done by collecting data on whether the participants were satisfied with the deliverables of the training program, whether they learned something from the training and are able to apply those skills at their workplace. Donald Kirkpatrick model of evaluation is widely used which we will discuss later in this unit
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6.4 Kirkpatrick Model of Training Evaluation
1. 2. 3. 4. 5.
Reaction of the Trainee - thoughts - thoughts and feelings of the participants about the training Learning - the - the increase in knowledge or understanding as a result of the training Behaviour - extent - extent of change in behaviour, attitude or capability Results - the - the effect on the bottom line of the company as a result of the training. ROI – Return on the investment i.e. benefits vs. the cost
6.5 Types of Training
Training Methods
On the Job
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Off the Job
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A large variety of methods of training are used in business. Even within one organization different methods are used for training different people. All the methods are divided into two classifications for 1. On the Job Training Methods : This type of training is imparted on the job and at the work place where the employee is expected to perform his duties. It enables the worker to get training under the same working conditions and environment and with the same materials, machines and equipment’s that he will be using ultimately after completing
the training 2. Off the Job Training Methods: In these Training Methods Training is provided outside the workplace
6.5.1
On the Job Training Methods
On the Job Training Methods
Coaching
Mentoring
Job Rotation
Apprenticeship
Understudy
1. Coaching: Coaching is a one-to-one training. It helps in quickly identifying the weak areas and tries to focus on them. It also offers the benefit of transferring theory learning to practice. The biggest problem is that it perpetrates the existing practices and styles. In India most of the scooter mechanics are trained only through this method. 2. Mentoring: The focus in this training is on the development of attitude. It is used for managerial employees. Mentoring is always done by a senior inside person. It is also one-toone interaction, like coaching. 3. Job Rotation: It is the process of training employees by rotating them through a series of related jobs. Rotation not only makes a person well acquainted with different jobs, but it also alleviates boredom and allows to develop rapport with a number of people. Rotation must be logical.
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4. Apprenticeship: It is a system of training a new generation of practitioners of a skill. This method of training is in vogue for those in trades, crafts and technical fields in which a long period is required for gaining proficiency. The trainees serve as apprentices to experts for long periods. They have to work in direct association with and also under the direct supervision of their masters. The object of such training is to make the trainees all-round craftsmen. It is an expensive method of training. Also, there is no guarantee that the trained worker will continue to work in the same organization after securing training. The apprentices are paid remuneration according the apprenticeship agreements 5. Understudy: In this method, a superior gives training to a subordinate as his understudy like an assistant to a manager or director (in a film). The subordinate learns through experience and observation by participating in handling day to day problems. Basic purpose is to prepare subordinate for assuming the full responsibilities and duties .
WHAT WILL YOU GET IN THE COURSE? Our course material is comprehensive and consists of:
11. Concept notes for each topic of ESI and FM . Download the sample material from here here.. You can also view the sample lessons as well as MCQs at http://www.edutap.co.in/learn/FreeLessons-on-Finance-and-Management 12. Awesome MCQs on each topic . What we have done is prepared MCQs based on the concept notes so that you can practice questions as soon as you are done with one concept document. Then you move on to the next concept document and after reading it, you again practice MCQs based on that document and so on. This helps you in assessing your understanding and is very useful in improving retention. 13. All important reports like HDR, WDR, Economic Survey, Budget, important RBI circulars, notices and the like are being integrated into the material itself so that an aspirant does not have to read them separately. http://rbigradeb.wordpress.com
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14. Before the actual examination, we would also provide online full length tests so that the aspirant gets the feel of the real examination and can assess his/her preparation. 15. We have also prepared a document covering all important government schemes, programmes and policies important for this exam. IS THE MATERIAL PROVIDED BY EDUTAP ENOUGH FOR CLEARING THE EXAM? We have prepared our material strictly keeping in mind the syllabus and pattern of RBI Phase 2 examination 2015 and 2016. For analysis videos, click here click here We expect atleast 60-70% of the questions directly from our notes, however, if RBI springs up a surprise, there may be a chance that questions wont be directly from the notes provided by us. But since it is a competitive exam, you would again be much better placed than the others in tackling such a situation. WILL EDUTAP UPDATE THE MATERIAL TILL THE TIME THE EXAM IS ACTUALLY CONDUCTED FOR 2017? Yes! The course contents will be updated regularly till the Phase 2 exam of 2017 is over. You don’t have to worry about a thing, we will take care of o f all updates. HOW MUCH WILL THE COURSE COST ME? IS THERE ANY DISCOUNT AVAILABLE? We have 3 courses
7. ESI @ Rs 3499 8. FM @ Rs 3499 9. Bundle course containing ESI as well as FM at a discounted price of Rs 5999 WHERE CAN YOU FIND THE ANALYSIS OF 2016 PAPER? Here: https://www.youtube.com/playlist?list=PL5Eyazk6CS3bd5vc6g3Sdx117FDi3SrPk
6.5.2
Off the Job Training Methods
Off the Job Training Training Methods
Lectures and Confrences
Vestibule Training
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Simulation Exercises
Sensitivity Training
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1. Lectures and Conferences: Lectures and conferences are the traditional and direct method of instruction. Every training programme starts with lecture and conference. It’s a verbal
presentation for a large audience. However, the lectures have to be motivating and creating interest among trainees. The speaker must have considerable depth in the subject. In the colleges and universities, lectures and seminars are the most common methods used for training. 2. Vestibule Training: It is a term for near-the-job training, as it offers access to something new (learning). In vestibule training, the workers are trained in a prototype environment on specific jobs in a spec ial part of the plant. An attempt is made to create cr eate working condition similar to the actual workshop conditions. After training workers in such condition, the trained workers may be put on similar jobs in the actual workshop. This enables the workers to secure training in the best methods to work and to get g et rid of initial nervousness 3. Simulation is any artificial environment exactly similar to the actual situation. There are four basic simulation techniques used for imparting training: management games, case study, role playing, and in-basket training a. Management Games: Properly designed games help to ingrain thinking habits, analytical, logical and reasoning capabilities, importance of team work, time management, to make decisions lacking complete information, communication and leadership capabilities. Use of management games can encourage novel, innovative mechanisms for coping with stress. Management games orient a candidate with practical applicability of the subject. These games help to appreciate management concepts in a practical way. Different games are used for training general managers and the middle management and functional heads – executive Games and functional heads. b. Case studies are complex examples which give an insight into the context of a problem as well as illustrating the main point. Case Studies are trainee centered activities based on topics that demonstrate theoretical concepts in an applied setting. A case study allows the application of theoretical concepts to be demonstrated, thus bridging the gap between theory and practice, encourage active learning, provides an opportunity for the development of key skills such as communication, group working and problem solving, and increases the trainees” enjoyment of the topic and hence their desire to learn.
c.
Role Play : Each trainee takes the role of a person affected by an issue and studies the impacts of the issues on human life and/or the effects of human activities on the world around us from the perspective of that person. It emphasizes the “real - world” side of science and challenges students to deal with complex problems with no single “right”
answer and to use a variety of skills beyond those employed in a typical research project.
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d. In-Basket Exercise: It is also known as in-tray training, consists of a set of business papers which may include e-mail SMSs, reports, memos, and other items. Now the trainer is asked to prioritize the decisions to be m ade immediately and the ones that can be delayed.
4. Sensitivity training is also known as laboratory or T-group training. This training is about making people understand about themselves and others reasonably, which is done by developing in them social sensitivity and behavioral flexibility. It is ability of an individual to sense what others feel and think from their own point of view. It reveals information about his or her own personal qualities, concerns, emotional issues, and things that he or she has in common with other members of the group. It is the ability to behave suitably in light of understanding.
7
Fringe Benefits
The term fringe benefits refer to the extra benefits provided to employees in addition to the normal compensation compensation paid in the form of wage or salary. Many years ago, benefits and services were labeled “fringe” benefits because they were relatively insignificant or fringe components of compensation. compensation. However, the situation now is different, as these have, more or less, become important part of a comprehensive compensation package compensation package offered by employers to employees.
7.1
Types of Fringe Benefits
Organizations provide a variety of fringe benefits. The fringe benefits are classified under four heads as given here under: 1. For Employment Security : Benefits under this head include unemployment, insurance, technological adjustment pay, leave travel pay, overtime pay, leave for maternity, leave for grievances, holidays, stock options, cost of living bonus, call-back pay, lay-off salary advance, retiring rooms, jobs to the sons/daughters of the employees and the like. 2. For Health Protection: Benefits under this head include accident insurance, disability insurance, health insurance, hospitalization, life insurance, medical care, sick benefits, sick leave, etc. 3. For Old Age and Retirement : Benefits under this category include- deferred income plans, pension, gratuity, provident fund, old age assistance, old age counseling , medical benefits for retired employees, traveling concession to retired employees, jobs to sons/daughters of the deceased employee and the like. 4. For Personnel Identification, Participation and Stimulation : This category covers the following benefits- anniversary awards, awards, attendance bonus, bonus, canteen, cooperative credit societies, educational facilities, beauty parlor services, housing, income tax aid, counseling, quality bonus, recreational programs, stress counseling, safety measures etc. http://rbigradeb.wordpress.com
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8
HR Outsourcing
HR Outsourcing is a process in which the human resource activities of an organization are outsourced so as to focus on the organization`s core competencies. Often HR functions are complex and time consuming that it will create difficulty in managing other important thrust areas. By HR outsourcing, this problem can be avoided which will enhance effectiveness by focussing on what the organization is best at. It will also improve the flexibility of the organization to the rapidly changing business needs. Usually businesses that outsource HR are typically small to midsize firms with number of employees ranging from 25 to 1500. There are HR outsourcing firms present so as to meet an organization`s HR requirements. Some HR outsourcing firms are generalists, offering a wide variety of services, while others are specialists, focusing on specific areas such as recruitment, payroll etc. Depending on the degree of outsourcing required, we can either outsource the entire HR functions or contract for specific HR functions. Some of the services provided by HR outsourcing firms are: 1. 2. 3. 4.
Recruiting, training, and development Overseeing organizational structure and staffing requirements Tracking department objectives, goals, and strategies Employee orientation programs
HR outsourcing has become a popular solution for organizations to remain competitive and cut costs. It also provides skilled professionals who are focused specifically on HR.
8.1 Advantages of Outsourcing HR Functions 1. Risk Management: Human resources outsourcing firms help businesses minimize risk. Employment and labor laws change regularly, and it can be difficult for employers to remain upto-date on regulations that affect the workplace. Outsourcing firms employ HR professionals whose purpose is to stay abreast on a variety of federal and state employment laws. HR staff helps businesses comply with these laws to avoid costly lawsuits brought on by employees. HR firms also maintain and audit company policies and practices to ensure the or ganization and its employee's best interests remain protected.
2. Cost Savings: Outsourcing helps reduce the cost of maintaining nonrevenue-generating backoffice expenses. A fully functional human resources department requires additional office space and highly trained and experienced HR staff. Many small businesses find it more cost-effect ive to outsource HR functions rather than expand to a larger location to meet the space needs of http://rbigradeb.wordpress.com
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another department. Furthermore, outsourcing costs are variable and can be reduced when business needs warrant.
3. Efficiency: Maintaining an efficient and productive workplace is critical. Outsourcing HR functions create greater efficiency within human resources systems. Advanced human resources technology utilized by outsourcing providers help streamline important HR functions, such as payroll, benefit administration and compliance management. Outsourcing he lps employers and managers spend less time doing paperwork and more time dedicated to improving the efficiency and effectiveness of the workforce.
4. Employee Development : Outsourcing HR functions help businesses manage employee performance and development. Providers implement performance management plans to ensure employees comply with company policies and procedures and successfully meet business goals. Outsourcing firms periodically monitor employee performance and report findings to management. This reduces the workload of managers by minimizing the amount of administrative responsibilities they must focus on.
9
Edward De Bono Role in Training
Edward De Bono worked on six thinking hats and Lateral thinking. We will discuss both here
9.1 Six Thinking Hats Edward De Bono devised a new thinking technique to solve any problems. This systematic method of thinking is a completely new and different way will provide your employees with skills and tools that they can apply immediately. It is a simple, effective technique that helps them become more productive. You and your team members can learn how to separate thinking into six distinct categories. Each category is identified with its own colored metaphorical "thinking hat." By mentally wearing and switching "hats," you can easily focus or redirect thoughts, the conversation, or the meeting
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There's no such thing as THE right sequence for using the Six Thinking Hats. Sequences differ according to subject and participating thinkers. Also remember that in reality every hat can be used as many times as is desirable. For example 1. The meeting may start with everyone assuming the Blue hat to discuss how the mee ting will be conducted and to develop the goals and objectives. 2. The discussion may then move to Red hat thinking in order to collect opinions and reactions to the problem. 3. This phase may also be used to develop constraints for the actual solution such as who will be affected by the problem and/or solutions. 4. Next the discussion may move to the (Yellow then) Green hat in order to generate ideas and possible solutions. 5. Next the discussion may move between White hat thinking as part of developing information and Black hat thinking to develop criticisms of the solution set Because everyone is focused on a particular approach at any one time, the group tends to be more collaborative than if one person is reacting emotionally (Red hat) while another person is trying to be objective (White hat) and still another person is being critical of the points which emerge from the discussion (Black hat). The hats aid individuals in addressing problems from a variety of angles, and focus individuals on deficiencies in the way that they approach problem solving .
9.2 Lateral Thinking Lateral thinking is solving problems through an indirect and creative approach, using reasoning that is not immediately obvious and involving ideas that may not be obtainable by using only traditional stephttp://rbigradeb.wordpress.com
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by-step logic. The term was promulgated in 19 67 by Edward de Bono. He cites the example of Judgment
of Solomon. It recounts that two mothers living in the same house, each the mother of an infant son, came to Solomon. One of the babies had died, and each claimed the remaining boy as her own. Calling for a sword, Solomon declared his judgment: the baby would be cut in two, each woman to receive half. One mother thought the ruling fair, but the other begged Solomon, "Give the baby to her, just don't kill him!" The king declared the second woman the true mother, as a mother would even give up her baby if that was necessary to save its life. This judgment became known throughout all of Israel and was considered an example of profound wisdom On similar line De Bono encourages to think differently rather than following standard methods.
9.2.1 Methods of Lateral Thinking Edward de Bono defines following of thinking tools 1. Random Entry Idea Generating Tool: The thinker chooses an object at random, or a noun from a dictionary, and associates it with the area they are thinking about. De Bono gives the example the randomly-chosen word "nose" being applied to an office photocopier, leading to the idea that the copier could produce a lavender smell when it was low on paper, to alert staff.
2. Provocation Idea Generating Tool: A provocation is a statement that we know is wrong or impossible but use to create new ideas. De Bono gives an example of considering river pollution and setting up the provocation "the factory is downstream of itself"; this leads to the idea of forcing a factory to take its water input from a point downstream of its output, an idea which later became law in some countries. Provocations can be set up by the use of any of the provocation techniques— wishful thinking, exaggeration, reversal, escape, distortion, or arising. The thinker creates a list of provocations and then uses the most outlandish ones to move their thinking forward to new ideas.
3. Movement Techniques: One can move from a provocation to a new idea by the following methods: extract a principle, focus on the difference, moment to moment, positive aspects, special circumstances.
4. Challenge Idea Generating Tool: A tool which is designed to ask the question "Why?" in a nonthreatening way: why something exists, why it is done the way it is. The result is a very clear understanding of "Why?" which naturally leads to fresh new ideas. The goal is to be able to challenge anything at all, not just items which are problems. For example, one could challenge the handles on coffee cups: The reason for the handle seems to be that the cup is often too hot to hold directly; perhaps coffee cups could be made with insulated finger grips, or there could be separate coffee-cup holders similar to beer holders, or coffee shouldn't be so hot in the first place .
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5. Concept Fan Idea Generating Tool: Ideas carry out concepts. This tool systematically expands the range and number of concepts in order to end up with a very ve ry broad range of ideas to consider. always wrong as suggested by Henrik Ibsen and 6. Disproving: Based on the idea that the majority is always by John Kenneth Galbraith, take anything that is obvious and generally accepted as "goes without saying", question it, take an opposite view, and try to convincingly disprove it. This technique is similar to de Bono's "Black Hat" of Six Thinking Hats, which looks at the ways in which something will not work.
10 MCQ’s (Multiple Choice Questions) Click the next button on the bottom of your screen to attempt the Test containing quality MCQ’s on this topic.
1. The Pattern of the test is i s based on the Real Examination Pattern 2. This helps you in assessing your understanding and is very useful in improving retention. retention. 3. You will also get to know the correct answers and related explanation at the end of the test.
So do not forget to att empt these MCQ’s. Happy Learning!!!
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WHAT WILL YOU GET IN THE COURSE? Our course material is comprehensive and consists of:
16. Concept notes for each topic of ESI and FM . Download the sample material from here here.. You can also view the sample lessons as well as MCQs at http://www.edutap.co.in/learn/FreeLessons-on-Finance-and-Management 17. Awesome MCQs on each topic . What we have done is prepared MCQs based on the concept notes so that you can practice questions as soon as you are done with one concept document. Then you move on to the next concept document and after reading it, you again practice MCQs based on that document and so on. This helps you in assessing your understanding and is very useful in improving retention. 18. All important reports like HDR, WDR, Economic Survey, Budget, important RBI circulars, notices and the like are being integrated into the material itself so that an aspirant does not have to read them separately. 19. Before the actual examination, we would also provide online full length tests so that the aspirant gets the feel of the real examination and can assess his/her preparation. 20. We have also prepared a document covering all important government schemes, programmes and policies important for this exam. IS THE MATERIAL PROVIDED BY EDUTAP ENOUGH FOR CLEARING THE EXAM? We have prepared our material strictly keeping in mind the syllabus and pattern of RBI Phase 2 examination 2015 and 2016. For analysis videos, click here click here We expect atleast 60-70% of the questions directly from our notes, however, if RBI springs up a surprise, there may be a chance that questions wont be directly from the notes provided by us. But since it is a competitive exam, you would again be much better placed than the others in tackling such a situation. WILL EDUTAP UPDATE THE MATERIAL TILL THE TIME THE EXAM IS ACTUALLY CONDUCTED FOR 2017? Yes! The course contents will be updated regularly till the Phase 2 exam of 2017 is over. You don’t have to worry about a thing, we will take care of o f all updates.
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HOW MUCH WILL THE COURSE COST ME? IS THERE ANY DISCOUNT AVAILABLE? We have 3 courses
10. ESI @ Rs 3499 11. FM @ Rs 3499 12. Bundle course containing ESI as well as FM at a discounted price of Rs 5999 WHERE CAN YOU FIND THE ANALYSIS OF 2016 PAPER? Here: https://www.youtube.com/playlist?list=PL5Eyazk6CS3bd5vc6g3Sdx117FDi3SrPk
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