HUMAN RESOURCE MANAGEMENT MODULE B QUIZ 2

HRD seeks to improve current and future capability at individual, team and organisational levels. A leadership programme should build relevant judgement, people-management and risk skills connected to business needs, rather than merely deliver a course or certificate.

People systems send signals about what the organisation values. If rewards focus only on volume while strategy requires quality digital service, the incentive system may encourage behaviour that conflicts with strategic objectives. Measures and rewards should reflect quality, customer outcomes, risk and productivity as appropriate.

A robust evaluation compares learning with subsequent workplace behaviour and outcomes, ideally using baseline measures and suitable comparison where feasible. Participant satisfaction is useful feedback but does not by itself establish that training improved performance.

A useful development plan links the desired role‘s competencies to the employee‘s gaps and includes practical assignments, mentoring, feedback and learning. Career planning is most effective when development is specific and reviewed over time.

Business strategy, critical roles, employee aspirations, performance and availability change over time. Periodic review helps validate readiness, identify new gaps and reduce overreliance on outdated assumptions. Succession plans are living talent-management tools, not guaranteed promotion lists.

Effective communication requires a clear message, suitable channel, appropriate language, opportunity for questions and feedback to confirm understanding. Sending information is not the same as ensuring it has been understood.

Semantic barriers arise when words, jargon, symbols or terminology are interpreted differently by sender and receiver. Using plain language, defining key terms and checking understanding can reduce this type of barrier.

Teach-back or closed-loop communication checks whether the receiver understood the message as intended. It is especially useful for complex or high-risk tasks, where misunderstanding can create operational or customer harm.

HRP estimates future workforce demand and supply, identifies gaps in numbers or skills and plans responses such as recruitment, redeployment, reskilling or succession. It links staffing decisions to business plans and changing operating conditions.

Recruitment attracts a pool of potential applicants, while selection assesses candidates against job-related criteria to choose the most suitable person. A sound process is fair, structured and documented, with criteria linked to the requirements of the role.

Recruitment technology can improve consistency and efficiency, but organisations should protect personal data, limit access, maintain accurate records, test for unfair bias and ensure that automated recommendations are reviewed appropriately. Technology does not remove accountability for selection decisions.

A social media policy clarifies expectations for confidentiality, customer information, respectful conduct, use of official accounts, disclosure and escalation. It should be understandable and proportionate, respect applicable rights and laws, and avoid assuming that every personal post is automatically an organisational statement.

A sound compensation system considers internal equity, external competitiveness, job value, performance, affordability, transparency and applicable legal or policy requirements. No single factor should automatically determine all pay decisions.

Narrow incentives can encourage employees to maximise a measured quantity at the expense of quality, suitability or risk. Balanced scorecards and safeguards should include customer outcomes, conduct, compliance, asset quality and service quality, not just sales volume.

A useful attrition response starts by analysing patterns and causes: exit interviews, tenure, role, manager, location, pay, workload, career opportunities and engagement data. Solutions should address evidence-based drivers rather than assume compensation is always the sole cause.

Employee risk assessment can help identify control vulnerabilities such as segregation-of-duties issues, unusual access or concentration of sensitive responsibilities. It should be risk-based, proportionate, privacy-conscious and subject to governance; a risk indicator is not proof of misconduct.

An overall impression may be affected by recency, halo, leniency, severity or personal bias. Clear criteria, documented evidence, regular feedback, calibration and multiple relevant perspectives can improve consistency and perceived fairness.

360-degree feedback gathers perspectives from several relevant sources, often including supervisors, peers, direct reports and sometimes internal or external customers, alongside self-assessment. It is most useful when confidentiality, rater guidance and development-focused interpretation are managed well.

Competency mapping identifies the knowledge, skills, abilities and behaviours needed for effective performance in a role and compares them with an individual‘s current profile. It can guide selection, development, career planning and performance management when competencies are defined in observable, job-related terms.

KRAs define the major result areas for which a role is accountable. Specific measures or key performance indicators can then be set to assess performance in those areas. KRAs should connect to organisational priorities and be clear enough for employees to understand expectations.