[surbhi_ss]

Originally Posted by daemon

hi nidhi,

i can post only on weekdays as i access net from office..from now on count me in..also i would try my best to get some qs and quiz the quiz master..i more of a buisness quiz guy..so will post qs on tht and try to lay my hands on a few caselets too

hey puys,
lets all try posting gk qs..it would go a long way in helping us in our preps..if 2-3 puys post 5 qs a day, by dec 14th we wud have dealt with close to 400-600 qs which is quite a lot..its just a suggestion..what say guys

well herez my set of 5 qs for the day:
1.Who heads the ILO
2.What is McCann-Erickson.
3.The first state in India to adopt Panchayati Raj is
4.UN hailed this Bollywood film as major contribution in the battle against AIDS in India. The movie is
5.Your potential our passion is the punch line of which company

do tell me about the std of the qs and most importantly whether they are relavant or not..as i told u i am more of a buisness quiz guy..and TISS mostly asks on social sensitivity

Hi,
Here are my answers:
1.dunno this one
2.McCann Erickson is a global advertising agency.
3.Rajasthan
4.Phir Milenge
5.Microsoft

Correct me if i am wrong...

Regards,

Surbhi

[RichaRaiNidhi]

Originally Posted by garfieldthecat

Interesting one....Adding few other points too related to HR's role in recession

First of all, in this information age, the access to information is very fast and often misleading- leading to panic and negative hype. So first thing the HR needs to take care is communicating effectively and well before the employees get info from another source. This would help maintain a healthy environment based on trust.

Secondly, the HR needs to access how much the changes in its parent arm going to affect the local arm. It could be that local arm is isolated or unharmed by changes abroad.

Thirdly, based on the above analysis, it needs to have a fair strategy to deal with the issue in hand- and this is easier said than done. HR might need to take tough decisions to downsize, but how and when is what needs to be planned properly.

At the same time, HR can't always be pro-company and anti-employees- management needs to understand that after some time the downturn is going to end and the company image then would matter for its growth ahead

Fourthly, HR can also see if there is some oppurtunity in the recession times. For example, lot of NRIs now wan't to relocate to India- and in this way some expert professionals can be a part of a company who would have otherwise been out of reach

Hi garfield

Good points from ur end.....

Now, my idea is when we are given this case and we need to mark the options so what should be the best one.....as seemingly all options would be correct measures....but as the question says.....what measures should be the first....

Coming to a critical analysis of all the points....

1. Healthy envt of trust...no leaks in the information.....certainly an important measure...but at this stage may be not....employees are panic striken u cannot avoid the false info leaks even in organisations with the best cultures....so if in the options would not be my first choice as Im looking for another answer

2. Assuming things will be affected....may be possible under a normal scenario....but in the present case...if such a situation arises the case would not hold much water.....not the option im looking for.....

Adding to the point...the case no where gives a minor hint that a situation of no detrimental effect may arise.

3. A very valid point but options ke view point se not correct...

4. Would it be the short term on the Hr head plan ....if feel no...agin a valid point but for a GD...written we are looking for something else

So my answer would be in that order of priority (to find options)...

1. A very urgent meeting with all levels in the staff....may be simultaneously....tell the the exact situation of the company vis -a vis the parent comapny.

2. Give them the option...be with the company or leave...with the financial implications of the same....

3. Help ppl relocate themselves in the industry....if possible...

Pls take no offence againt the critical analysis I have done in the earlier part...my idea as of now id the wriiten...points were excellent and to be presented the same way...in a GD....Hope u would appreciate...

Seniors, pls add inputs on any other valuable points we have missed...also the option to be the correct answer....ur points are valuable....

Regards
Nidhi

[garfieldthecat]

@nidhi

no worries abt your "critical" analysis but I guess you didn't read the first line of my post:
"Adding few other points too related to HR's role in recession".

Just mentioned some general points and not specific to GD/PI or Written Test

Answering in terms of a question (XLRI priority type qs or TISS caselets) the immediate step would be communication as you also mentioned

[RichaRaiNidhi]

Originally Posted by garfieldthecat

@nidhi

no worries abt your "critical" analysis but I guess you didn't read the first line of my post:
"Adding few other points too related to HR's role in recession".

Just mentioned some general points and not specific to GD/PI or Written Test

Answering in terms of a question (XLRI priority type qs or TISS caselets) the immediate step would be communication as you also mentioned

Hi garfield

Apologies for missing that line....
Regards
Nidhi

[RichaRaiNidhi]

Dear All.

Labor laws says....max working hrs in a week are 48hrs.

But I read somewhere...the usual 8 hrs and 6 days working shedules (48hrs in a week)....can be changed to 10 hrs and 5 days in a week...(50 hrs in a week)

my questions are...

1. as a matter of policy.....laws kaise break kar sakte hain...matlab hidden laws break karna is always something different na

2.there was some term used for this process....missing on that...original text bhi kho gaya hai...can someone pls help...

Regards
Nidhi

[alagati]

Originally Posted by RichaRaiNidhi

Dear All.

Labor laws says....max working hrs in a week are 48hrs.

But I read somewhere...the usual 8 hrs and 6 days working shedules (48hrs in a week)....can be changed to 10 hrs and 5 days in a week...(50 hrs in a week)

my questions are...

1. as a matter of policy.....laws kaise break kar sakte hain...matlab hidden laws break karna is always something different na

2.there was some term used for this process....missing on that...original text bhi kho gaya hai...can someone pls help...

Regards
Nidhi

I think this has to do with the Standing Orders Act....my oh my, the questions ur asking are stuff which we did not even think when we studied employment law...

I guess the terms of service can be modified in accordance to the certified Standing Orders Act..

As for the case mentioned, all have given good points, however the case is not as simple as one thinks it is....

As you'll said, internal communication is the most important step..you saw how Jet screwed it up when they simply chose not to inform its crew of the lay-off's...

What I would have done ( and something which someone hinted ), is :

I would have assured my staff that even in these difficult times, not a single person shall be retrenched or sacked. Everyone shall have his job..this wud be done after I have negotiated with my management...

Once I have told that to my staff, the pressure of " no job no pay " immediately leaves the minds of my workers.....then we can discuss pay cuts or doubling the working hours or whatever is appropriate to that situation, and I am 100 % sure that my staff shall support me, as I have stood by them during hour of crisis...once better times come, I shall repay them all the arrears...this way, my productivity is not affected as well as my costs are cut...

As much as possible, avoid laying off people....( u just wont be able to sleep that night...!!! :( :( )

Cheers
Varun

[RichaRaiNidhi]

Originally Posted by alagati

I think this has to do with the Standing Orders Act....my oh my, the questions ur asking are stuff which we did not even think when we studied employment law...

I guess the terms of service can be modified in accordance to the certified Standing Orders Act..

As for the case mentioned, all have given good points, however the case is not as simple as one thinks it is....

As you'll said, internal communication is the most important step..you saw how Jet screwed it up when they simply chose not to inform its crew of the lay-off's...

What I would have done ( and something which someone hinted ), is :

I would have assured my staff that even in these difficult times, not a single person shall be retrenched or sacked. Everyone shall have his job..this wud be done after I have negotiated with my management...

Once I have told that to my staff, the pressure of " no job no pay " immediately leaves the minds of my workers.....then we can discuss pay cuts or doubling the working hours or whatever is appropriate to that situation, and I am 100 % sure that my staff shall support me, as I have stood by them during hour of crisis...once better times come, I shall repay them all the arrears...this way, my productivity is not affected as well as my costs are cut...

As much as possible, avoid laying off people....( u just wont be able to sleep that night...!!! :( :( )

Cheers
Varun

Hi Varun

First, I wish to thank you for ur inputs....which were valuale....

As I see.....apka choice ans (again concentrating on written test)....would be combining option 1 and 2......communicate clearly the situation as well as the solution in mind

is case main....give them the option to be with the company with the bad times.....or move ahead with their careers....

As far as I know there would be financial implications both ways.....and secondly are employees willing to be with the company without a salary for say 3 months or so.....practically possible (rather happens)....

Second this company is a subsidary.....to kya financial implications and the way issues are processesd remain same.....

Pls correct me if Im moving beyond the scope of the question....

Regards
Nidhi

[daemon]

well the answers to my qs yesterday are
1.Who heads the ILO-juan somavia..this guy is from chile
2.What is McCann-Erickson- its an ad agency..they are the guys behind the master card punchline-there are somethings money cant buy
3.The first state in India to adopt Panchayati Raj is- rajasthan-2nd oct 1959
4.UN hailed this Bollywood film as major contribution in the battle against AIDS in India. The movie is-phir milenge
5.Your potential our passion is the punch line of which company-microsoft

hmm the response was quite good and quite a number of people were able to answer most of the qs..well here are the questions for today

1.whoz the ceo of coca cola
2.where is the headquarters of intel
3.who is the foreign secratry of india
4.what is the full form of trai.who is the chairman
5. which company has the punch line:Nothing but the truth

btw Paul Wolfowitz was the previous president of world bank..he is succeeded by robert zoellick..

[surbhi_ss]

Originally Posted by daemon

the questions for today

1.whoz the ceo of coca cola
2.where is the headquarters of intel
3.who is the foreign secratry of india
4.what is the full form of trai.who is the chairman
5. which company has the punch line:Nothing but the truth

My answers:
1.Atul singh-CEO of Coca Cola india
2.Santa Clara,California
3.Shiv Shankar Menon
4.Telecommunications Regulatory Authority of India,chairman-Pradeep Baijal
5.no clues on this one(is it onida??)

Surbhi

[c.priyanka16]

some questions on HRM :

1.Human resource management is the formal part of an organisation responsible for all of the following aspects of the management of human resources except:

a.management of the organisation's finances
b.systems, processes, and procedures
c.policy making, implementation, and enforcement
d.strategy development and analysis



2.The field of HRM was founded on the idea that the competitive advantage of the organisation relies on the following sources of capital:
a.cultural, human and system capital
b.social, cultural and human capital
c.organisation relies on the following sources of capital:
d.cultural, human and source capital



3.To address the challenges and opportunities they face organisations engage in a process of strategic management. Strategic management is:

a.short-term focused and composed of organisational strategy, including strategy formulation and implementation
b.long-term focused and composed of organisational strategy, including strategy formulation and implementation
c.short-term focused and composed of the organisation's mission, vision and value statements
d.long-term focused and composed of the organisation's mission, vision and value statements



4.Strategic human resource management involves:

a.planning, foresight and analytical decision making
b.setting employment standards and policies
c. linking human resources with strategic objectives to improve performance
d.all of the above



5.Tsui's multiple constituency model (1990) proposes that:

a.an organisation has multiple constituencies who will have the same overall objectives
b.an organisation has multiple constituencies whose objectives may conflict and differ
c.an organisation has multiple constituencies who are easily satisfied
d.an organisation has multiple constituencies who emerge from the external environment