KARNATAKA STATE OPEN UNIVERSITY

MUKTHAGANGOTHRI, MYSORE – 570006

DEPARTMENT OF STUDIES AND RESEARCH MANAGEMENT

“HUMAN RESOURCE CHALLENGES WITH REGARD TO PERFORMANCE

MANAGEMENT SYSTEM, A STUDY WITH REFERENCE SHBHA COUNSELLING
SERVICE”

A Project Report Entitled Submitted by the partial fulfillment of the awards of

Master of Business Administration Degree in KSOU

2020-2021

By

NAME : RAGINI .V

REG NO : 2011403100007

Under the Guidance of

Internal Guide External Guide

G.M.PRAKASH JAYSHREE SHETTY

Assistant Professor of Commerce, M.Phil,

H.R.MANAGER

Government college for Women

Kolar 563101

Dissertation submitted in partial fulfilment of the requirements for the award of

Degree of
MASTER OF BUSINESS ADMINISTRATION

SUBMITTED BY
RAGINI. V
4th Semester MBA

REG NO: 2011403100007

Under the guidance of

G.M.PRAKASH

Assistant Professor of Commerce, M.Phil,

Government college for Women

Kolar 563101

KARNATAKA STATE OPEN UNIVERSITY, MUKTHAGANGOTHRI,

MYSORE – 570006

2020-2021
 KARNATAKA STATE OPEN UNIVERSITY

MUKTHAGANGOTHRI, MYSORE – 570006

DEPARTMENT OF STUDIES AND RESEARCH MANAGEMENT

DATE:

PROJECT CERTIFICATE

This is to certify that Ms. RAGINI.V bearing the Register Number: 2011403100007 has
successfully completed the project work on 15/05/2023 under the guidance of G.M.PRAKASH
Assistant Professor of Commerce, M.Phil, Government college for Women And Jayshree
Shetty, HR Manager (EXTERNAL GUIDE). The project report is submitted to the Karnataka
State Open University is Partial Fulfillment of the requirement for the award of Master Of
Business Administration(MBA) during 2020-2021.

Chairperson

Department of Studies and Research in Management

KSOU, Mysore
 DATE:

EXTERNAL GUIDE CERTIFICATE

This is to certify that the project work entitled “HUMAN RESOURCE CHALLENGES
WITH REGARD TO PERFORMANCE MANAGEMENT SYSTEM, A STUDY WITH
REFERENCE SHBHA COUNSELLING SERVICE” is based on original project study
conducted by Ms. RAGINI.V bearing REG NO: 2011403100007 under my guidance and
supervision. The work Has been satisfactory and is commended for consideration towards partial
fulfillment of the requirement for the MBA degree.

With Best Wishes

Jayshree Shetty
HR Manager

SHUBHA COUNSEELING SERVICE

2397/19, 2 Floor, SMP Arcade, 18th Main Rd, 2nd Stage, Kumaraswamy Layout,
nd

Bangalore Karnataka 560078

COMPANY PHONE NO: 07338341312
 CERTIFIED

This is to certify that RAGINI.V, REG NO: 2011403100007 a bonafide student of Karnataka
State Open University, Mysore was associated with us project interns to carry out her academic
project in partial fulfillment of requirement, for the award of MBA (Master Of Business
Administration).

She has successfully completed the project title “HUMAN RESOURCE CHALLENGES
WITH REGARD TO PERFORMANCE MANAGEMENT SYSTEM, A STUDY WITH
REFERENCE SHBHA COUNSELLING SERVICE”.

We Wish Her Success In Her Future Endeavors.

Thanking You.

Regards,

Subha Counselling Service

Jayshree Shetty
HR Manager

SHUBHA COUNSEELING SERVICE

2397/19, 2 Floor, SMP Arcade, 18th Main Rd, 2nd Stage, Kumaraswamy Layout,
nd

Bangalore Karnataka 560078

COMPANY PHONE NO: 07338341312
 DECLARATION BY STUDENT

I hereby declare that “HUMAN RESOURCE CHALLENGES WITH REGARD TO

PERFORMANCE MANAGEMENT SYSTEM- A STUDY OF SHUBHA COUNSELLING
SERVICE”, BENGALURU – 560078” is the result the project work carried out by me under the
guidance G.M.PRAKASH, Assistant Professor of Commerce, M.Phil,, Government college
for Women in partial fulfilment for the award of Master’s Degree in business Administration by
Bengaluru North University. I also declare that this project is the outcome of my own efforts and
that it has not been submitted to any other university or Institute for the award of any other degree
or Diploma or Certificate.

Place: KOLAR Date:

Name: RAGINI. V
Register Number: 2011403100007
 GUIDE CERTIFICATE

This is to certify that Ms. RAGINI.V is a student of KARNATAKA STATE OPEN

UNIVERSITY, MYSORE, has been prepared a dissertation on report titled on “HUMAN
RESOURCE CHALLENGES WITH REGARD TO PERFORMANCE MANAGEMENT
SYSTEM- A STUDY OF SHUBHA COUNSELLING SERVICE”, BENGALURU – 560078”
under the guidance of Prof.G.M.PRAKASH. This report is being submitted to the department of
management in partial fulfilment of the requirement for the award of “Master of Business
Administration “, POST GRADUATION COURSE, KSOU, MYSORE – 570006 during the
academic year 2020-2021.

PLACE - KOLAR Prof. G.M.PRAKASH

NAME: RAGINI.V Assistant Professor of Commerce, M.phil
REG:NO – 20114031000007 Government college for Women
 CERTIFICATE OF ORIGINALITY

This is to certify that the project report entitled is an original work of RAGINI.V bearing
University Register Number: 2011403100007 “HUMAN RESOURCE CHALLENGES
WITH REGARD TO PERFORMANCE MANAGEMENT SYSTEM- A STUDY OF
SHUBHA COUNSELLING SERVICE”, BENGALURU – 560078” and is being submitted in
partial fulfillment for the award of the Master’s Degree in Business Administration of KSOU.
The report has not been submitted earlier either to this or any other University/Institution for the
fulfillment of the requirement of a course of study RAGINI.V is guided by G.M.PRAKASH,
Assistant Professor of Commerce, M.Phil, Government college for Women, Kolar 563101
who is the Faculty Guide as per the regulations of Karnataka State Open University.

SIGNATURE OF FACULTY GUIDE: SIGNATURE:

 ACKNOWLEDGMENT

I take this opportunity to express my post-Graduated to all those who extended their co-operation
and support during the course of this project. I am also Thankful to institutional guide Prof.
G.M.PRAKASH for her help and guidance which has greatly contributed to the effective
completion of the project work in time. He inspired me greatly to work on the project. His
willingness to motivate me contributed tremendously to my project.

Never can this report be claimed as an individual effort and number of words written will be
enough and adequate to acknowledge all the people who have offered their help and support for
preparing this report. I owe them all my deep gratitude for the encouraging gesture so exhibited in
respect of my project work.

I express deep gratitude to my parents for their encouragement. It gives me a great pleasure in
acknowledging the valuable assistance extended to me by various personalities in successful
compilation of this project. I take this opportunity to express my sincere thanks to Karnataka State
Open University, Mysore for giving an opportunity to pursue my studies leading to MBA.

I extremely grateful to every individual who directly or indirectly for being motivation and having
delivered me all the help. I am immensely thankful to all who helped me in completing this
project successfully.

PLACE: KOLAR DATE:

NAME: RAGINI.V
REG No: 2011403100007
 EXECUTIVE SUMMARY

The major goal of this project is to determine whether or not an organization's system for
executive and employees is correct for human resource performance. In these segments, it was
vital to employee Performance Appraisal methodologies. The Performance Appraisal is mostly
carried out in a Shubha Counselling Service Employee appraisal methods are studied to gain
insight into employee behaviour in relation towards organization. My report's first section is
devoted to a detailed company profile. This part seeks to provide thorough information on the firm
and the nature of its operations. It includes the company's history: its activities and operations,
organisational structure, and so on.

The second component is about information related of topic human resource and performance
appraisal towards industries level. A simple conceptual frame work explanation of performance
appraisal is provided in this section. It explains what human resource, what is performance
appraisal is, how it works, and why it's important. In the third half of my report, I did a research
study to assess Shubha Counselling Service Human resource regards of performance management
method. My findings, conclusions, ideas, and suggestion are also included in this part. The fourth
and last portion of this report contains additional information that I deemed relevant to the study's
primary points. These annexures include the Questionnaire, which was used to collect primary
data and conduct the research project.

Place: KOLAR Date:

Name: RAGINI.V
Register Number: 2011403100007
 TABLE OF CONTENTS

Chapter

No Particulars Page No

1 INTRODUCTION 10-42

2 RELATED TO TOPIC AT INDUSTRY LEVEL 43-51

3 COMPANY PROFILE 52-76

4 CONCEPTUAL FRAME WORK 77-88

5 DATA ANALYSIS AND INTERPRETATION 89-99

6 SUMMARY OF FINDINGS, CONCLUSION AND 100-103

SUGGESTION

ANNEXURE 1 104-106

BIBLIOGRAPHY 107

ANNEXURE 2 108

ANNEXURE 3 109

ANNEXURE 4 110
 LIST OF TABLES

4.1 Table Shows Gender Of The Respondents 90

4.2 Table Shows Age Of The Respondents 91

4.3 Tables Shows The Education Of Respondents 92

4.4 Table Shows Work Experience by Responses 93

4.5 Table Shows Due to overfall office environment can 94

you complete your daily task easily

4.6 Table Shows How Would Rate The Effectiveness Of 95

Our Current Performance Management System In
Aligning With Organizational Goal

4.7 Table Shows Are Employee Engaged In The 96

Performance Management Process

4.8 Table Shows How Do You Access The 97

Level Of The Objectively And fairness In The
Performance Management System

4.9 Table Shows How Frequently Do Managers Provide 98

Feedback And Coaching To Employees

4.10 Table Shows Performance Management System 99

Different Between High Performance, Average
Performance and Low Performance
 LIST OF GRAPHS

4.1 Graph Shows Gender Of The Respondents 90

4.2 Graph Shows Age Of The Respondents 91

4.3 Graph Shows The Education Of Respondents 92

4.4 Graph Shows Work Experience by Responses 93

4.5 Graph Shows Due to overfall office environment can 94

you complete your daily task easily

4.6 Graph Shows How Would Rate The Effectiveness 95

Of Our Current Performance Management System In
Aligning With Organizational Goal

4.7 Graph Shows Are Employee Engaged In The 96

Performance Management Process

4.8 Graph Shows How Do You Access The Level Of 97

The Objectively And fairness In The Performance
Management System

4.9 Graph Shows How Frequently Do Managers Provide 98

Feedback And Coaching To Employees

4.10 Graph Shows Performance Management System 99

Different Between High Performance, Average
Performance and Low Performance
 “HUMAN RESOURCE CHALLENGES WITH REGARD TO PERFORMANCE
MANAGEMENT SYSTEM- A STUDY OF SHUBHA COUNSELLING SERVICE”

CHAPTER-1
INTRODUCTION

HR is a term that refers to both employees of an organisation or association and the office in
charge of dealing with all issues relating to representatives, who collectively address one of an
organization's or association's most valuable assets. The phrase HR was coined in the 1960s,
when the value of working relationships began to be recognised, and concepts such as
inspiration, authoritative behaviour, and choice evaluations began to take shape in a variety of
workplaces.

Human resource management is the most important approach to deal with the viable and
productive management of individuals in an organisation or association to the point where they
are able to achieve their goals. Assist their company in gaining a competitive advantage Its goal
is to increase worker execution in support of a company's primary objectives.

Physical resources, such as materials and equipment; financial resources, such as cash, credit,
and debt; and people are the three primary resources that businesses and organizations rely on in
practice. There is no doubt that people are a valuable resource in any company or corporation.

A well-thought-out plan, a viable product or service, and effective operations are all essential.
All of this, however, is dependant on the capacity of the organization's people to put strategy,
plans, and processes into action in order for the company to succeed. Every aspect of the
business revolves around people. Organizations can be more lucrative, lead more effectively,
build brand loyalty, and accomplish better work through managing people.

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The human resource function determines the success of every organisation. A company's human
resources department is crucial to its bottom line growth and the success of its business plan.
The people that make up a company are its most important asset, and human resource
management (HRM) is all about giving them direction. HRM provides an organisation with the
best services and processes, resulting in greater profit and team cohesion.

According to Michael Beer's Harvard Model of Human Resource Management, human resource
management is a strategic approach to the employment, growth, and well-being of persons
working in a company. An effective HRM system enables an organization's staff to contribute
efficiently and effectively to the fulfilment of the organization's objectives. It may seem weird to
refer to humans as "human resources." All of the people who work for or contribute to a firm in
any form are referred to as human resources. These are the people who make up a company's
staff. They could be full-time employees or independent contractors, for example. With the rise
of the gig economy, more people are preferring to work for a company on a contract basis rather
than under a normal employment contract.

Independent contractors, contract workers, on-call workers, and temporary help agency
employees are among these folks. An independent contractor may work for the same company
for years, whereas an agency employee may work for 20 different companies in a single year.
Independent contractors, contract workers, on-call workers, and temporary help agency
employees are all examples of these individuals. An independent contractor may work for the
same company for years, whereas an agency employee may work for 20 different companies in
a single year. Because these individuals are all active in the company to varying degrees, the
manner in which they are managed and involved in the organisation should be as well. In
addition, the corporation employs a growing number of nonhumans.

THE SEVEN HR BASICS

Several aspects are considered pillars for good HRM policies when we talk about Human
Resource Management. These are the cornerstones:

1. Recruitment & selection

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2. Performance management

3. Learning & development

4. Succession planning

5. Compensation and benefits

6. Human Resources Information Systems

7. HR data and analytics

In the following section, we will cover these HR basics one by one.

1. Recruitment & selection:

Recruitment and selection are undoubtedly the most visible components of HR. Isn't it true
that we all have vivid memories of our first job interview? Recruiting applications and
selecting the finest ones to work for the company is an important HR function. People are
the heartbeat of any company, so finding the right fit is crucial.

A request for new employment is typically made when a new position is created or an
existing job becomes available. Following that, the direct manager transmits the job
description to HR, who then begins the recruitment process. In order to find the best
candidate for the job, HR might use a range of selection tools. Interviews, a variety of
exams, and a list of references.

HR may utilise preselection strategies when there are a significant number of candidates.
These approaches can help you separate the wheat from the chaff when it comes to
discovering qualified candidates. Successful candidates move on to the next round, where
they will be interviewed and evaluated more thoroughly.

2. Performance management:
Following the onboarding of new employees, performance management becomes crucial.
Performance management is the second HR fundamental. It comprises aiding employees in
being their most productive selves at work, hence enhancing the bottom line. Employees are

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frequently assigned a certain set of obligations to complete. Employees can obtain feedback
on their job through performance management, which allows them to enhance their
performance.

Examples include formal one-on-one performance reviews, 360-degree feedback

instruments that include peer, client, and other relationship evaluations, and more informal
feedback. An annual performance management system is commonly used by enterprises.
This process includes planning, monitoring, reviewing, and rewarding employee
performance. As a result of this method, employees can be categorised as high vs. low
achievers and high vs. low potentials.

Successful performance management requires a collaborative effort from HR and

management, with the direct manager taking the lead and HR assisting. Having a robust
performance management system in place is crucial. Employees who are given the chance to
fulfil their full potential improve the efficiency, sustainability, and profit margin of a
company. Employees who perform poorly on a regular basis may not be a good fit for their
role or the company's culture. It's possible that these positions will be filled.

3. Learning & development:

People are a mash-up of their life experiences, the country and age group in which they
grew up, and a wide range of cultural influences. Human resource learning and development
guarantees that employees can adapt to changes in procedures, technology, and societal or
legal changes with the help of learning and development, employees can reskill and upskill.
Learning and development (L&D) is the responsibility of HR, and excellent policies can
help the company meet its long-term goals. Many businesses have budgeted for training and
development. This budget is then distributed among employees, with trainees, future
leaders, and other high-potentials receiving more training than others.

Individuals with significantly differing expertise and experience may arrive at a corporation.
Employees can use learning and development to bridge skill gaps and grow into leaders.
The 9-Box grid is a well-known system that integrates performance management with L&D

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operations. HR and managers might recommend different growth programmes based on

people's performance and potential ratings.

4. Succession planning:
The practise of arranging contingencies in the event that key personnel leave the
organisation is known as succession planning. If, for example, a key senior manager leaves,
having a replacement on hand ensures continuity and can save the organisation a lot of
money. Performance ratings and L&D initiatives are frequently used in succession planning.
As a result, a talent pipeline is established. This is a pool of qualified people who are ready
to fill (senior) positions if someone leaves. Good people management requires the creation
and nurturing of this pipeline.

5. Compensation and benefits:

Another HR fundamental is compensation and benefits. Fair pay is critical for motivating
and retaining workers. One of the basics of human resource management is to ensure justice
and fairness in remuneration. Making the correct price offer is an important element of
attracting top personnel. This must be balanced against the company's budget and profit
margins. HR should keep track of salary raises and establish merit-based pay criteria. On
occasion, HR may conduct a compensation audit.

There are two types of compensation: main compensation and secondary compensation.
Primary compensation refers to money that is directly paid for work, such as a monthly
wage or performancebased pay. All non-monetary gains are considered secondary
advantages. Extra vacation time, flexible working hours, daycare, pensions, a company car
and laptop, and other benefits are all possible. The idea is to encourage people by rewarding
them in ways that motivate them.

6. Human Resource Information System:

The final two HR basics are tools for doing HR better, rather than HR practises. The first is
the Human Resource Information System, or HRIS. An HRIS supports all of the pillars we
discussed earlier. For example, throughout the recruitment and selection process, HR

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professionals commonly use an Applicant Tracking System, or ATS, to keep track of

applications and employees.
A performance management system is used to keep track of individual goals and assign
performance ratings for performance management. A Learning Management System (LMS)
is utilised in L&D for internal material distribution, and other HR tools are used to handle
budgets and training approvals.A payroll system is frequently used by compensation
specialists. All of these functions are frequently performed by a single system — the HRIS.
However, the management of these functions is sometimes broken up into separate HR
systems. The bottom line is that working in HR has a substantial digital component, which
is why the HRIS is the final ingredient when discussing HR fundamentals.

7. HR data and analytics:

The final element of HR fundamentals is data and analytics. HR has come a long way in the
last halfdecade in terms of becoming more data-driven. Human Resource Information
Systems is primarily a data-entry system, as we just stated. These systems' data can be used
to make more informed and better judgments. HR metrics, often known as HR KPIs, are a
simple way to keep track of important data. These are precise measurements that show how
well a company is performing on a particular metric. HR reporting is the term for this.

This reporting focuses on the organization's current and previous situation. HR analytics can
also be used to create forecasts. Workforce requirements, employee turnover intentions, and
the impact of the (recruitment) candidate experience on customer satisfaction are just a few
examples. HR can make better data-driven decisions if they actively measure and analyse
this data. These decisions are usually more objective, making it easier to gain management
support for them.

DIGITAL HR SKILLS TO FUTURE-PROOF YOUR CAREER

We asked HR experts and small business CEOs for their best suggestions to help HR
professionals determine which digital-related skills will best future-proof their jobs. There are
various ideas that can help you concentrate in on a digital-related talent to future-proof your
HR profession, from preserving a personal touch to employing virtual recruiting.

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DIGITAL HR SKILLS:

1. Keep a human touch

2. Get social media savvy

3. Keep sharpening tech skills

4. Get familiar with HR software

5. Leverage cloud technologies

6. Navigate digital interviews

7. Boost analytical skills

8. Utilize virtual recruiting

9. Learn more about marketing

 Keep a human touch:

The obstacles that a year in the epidemic posed to the workforce, HR directors needed to
demonstrate their willingness to innovate. Learning how to integrate digital-related
competencies to HR operations, such as data literacy, will position professionals as industry
leaders. By spotting trends and making decisions based on business strategy, the correct
technology capabilities will expedite business operations and bring value to their firm or
clients. It's also important to keep in mind the soft talents that technology can't replace, such as
selecting culturally compatible talent. While you're honing your digital abilities, make sure
you're also honing your interpersonal skills.

 Get social media savvy:

So much of human resources now depends on how successfully HR professionals can adopt
and use digital tools. Social media sites like Facebook, Twitter, and LinkedIn are among the
most widely utilised digital resources. Get social media aware and create creative ways to
recruit people on that platform to future-proof your HR profession. You may post to many job

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boards career sites, and social media platforms from one place if you use an applicant tracking
system (ATS) that is integrated with social media accounts. Data analytics are also provided by
ATS software to objectively evaluate recruiting procedures.

 Keep sharpening tech skills:

Although HR is primarily concerned with people and human relationships, there is a
tremendous demand for technology in the HR department. Technology procedures are critical
to keeping everything connected, from candidate application experiences to feedback channels
to career development and coaching. Your applicants and employees will pass you by if you
don't keep honing your saw in the field of technology.

 Get familiar with HR software:

HR software systems have become a must-have for both large and small businesses. That is
why it is advantageous for HR experts in those companies to be able to lead the charge in terms
of deploying and maximising this software. Understanding what is available on the HR
software market, from less expensive off-the-shelf systems to more expensive, customised
modular systems, will help you make an informed decision on the best software for your
company. Then it's all about understanding how to use the software's many features and
maximising your knowledge of the system's functionality: vacations, absences, training
management, performance tracking, health and safety, and representation. Finally, HR software
can help you save time on time-consuming HR administration. It enables you to automate tasks
like as calculating vacation pay or sending out reminders to plan a performance review. It's
preferable to maximise the system's capabilities.

 Leverage cloud technologies:

As a way of future-proofing their careers, HR professionals should increase their cloud
technology abilities. In HR, cloud-based software is becoming more common. This means that
the abilities required to operate this type of software will be in high demand for the foreseeable
future. It is up to HR professionals to understand how to use cloud-based software and apply it
to their HR management efforts to increase efficiency and productivity.

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 Navigating digital interviews:

Conducting digital interviews is a skill that HR professionals must master. This does not imply
that they are proficient in the usage of Zoom or other video applications. They must improve
their video interviewing skills, which are distinct from in-person interviews. In a video
interview, it can be more difficult to pick up on factors like body language. As a result, it's
critical to pay close attention to how candidates act. Remember to document your interviews so
you can refer to them afterwards.

 Boost analytical skills:

If HR professionals want to stay relevant in their jobs in the coming years, they must improve
their analytical skills. To get the most out of the data provided, these specialists must also learn
how to use analytical software. HR professionals can use analytical skills to extract meaningful
and actionable insights from enormous amounts of data. These information can then be used to
help the organisation make strategic HR decisions. Such decisions aid in the reduction of
human resource management expenses, the improvement of employee work satisfaction, and
the attraction and retention of the greatest people for the firm.

 Utilize virtual recruiting: HR departments have to adjust to virtual recruiting and identifying
top talent online as a result of the fast shift to remote work. Innovative technologies, on the
other hand, aren't adequate if you don't spend time honing your digital recruitment skills. If you
want to ensure that your HR job is future-proofed, you must keep your understanding of new
remote recruitment tools up to date. This understanding will aid you in streamlining your hiring
process and coordinating the technological parts of internet recruiting. You'll also be able to
better manage existing online recruiting platforms and come up with fresh selection process
concepts in a virtual setting. Having a wide understanding of the many remote recruitment
tools available might help you come up with innovative ways to conduct group interviews,
assessment centres, or job simulations. This type of unconventional thinking will help you
stand out from the crowd and become a more effective recruiter.

 Learn more about marketing: Surprisingly, marketing knowledge can be really useful for HR
workers. Candidates are generally drawn to companies with a strong brand recognition. As a

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result, it's critical for HR professionals to understand how to pitch a company as a wonderful
place to work. This can assist you attract new people who are looking for a renowned
organisation to work.

HUMAN RESOURCE PLANNING (HRP)

“Human resource planning is a business strategy for acquiring, utilising, improving, and
retaining employee”. The main goal is to match job seekers or workers to the appropriate role
and to make the most use of the company's human resources. “Human resource planning is the
process of identifying the best talent for a job at the proper time and location. It also entails
forecasting to determine the company's future human resource need and supply.”
Human resource planning not only assists firms in placing qualified individuals in open jobs,
but it also assists them in anticipating employment openings that may arise as a result of
various changes. Retirement, worker transfers, promotion, and termination of employee
appointments are only a few examples. As a result of efficient human resource planning, the
company will be better prepared for the aforementioned emergencies and will be able to hire
the suitable people to fill the hole left by those who have left the company.

IMPORTANCE OF HUMAN RESOURCE PLANNING

However, in order to Emphasise the significance of human resource planning, consider the
following points:

 Future Personnel Needs:

Planning is important since it aids in determining future people requirements. The absence of
or poor planning is the cause of excess or deficit in staff strength. Because they never planned
for their staffing requirements, all public sector firms are currently overstaffed. Up until the
late 1980s, they were on a hiring binge. Recruitment and selection have been almost outlawed
since then, but the ban came too late. There is no exception in the private sector. Surplus labour
exists in as many as 76.5 percent of our companies, with the excess ranging from 10 to 20% in
as many as 47 percent of the units. Overstaffing has become such a concern that many

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businesses are resorting to layoffs.The fact that government agencies employ far more people
than they require is well acknowledged. However, most public sector units lack succession
planning, which is not publicly understood.

As a result of a lack of succession planning, many firms are operating without a chief
executive.The paradox of abundant labour paired with a scarcity of top executives is due to a
lack of or faulty human resource planning. The fact that government agencies employ far more
people than they require is well acknowledged. However, most public sector units lack
succession planning, which is not publicly understood. As a result of a lack of succession
planning, many firms are operating without a chief executive.The paradox of abundant labour
paired with a scarcity of top executives is due to a lack of or faulty human resource planning.

 Part of Strategic Planning:

Human resource management must become a critical component of the strategic management
process. Human resource management tasks such as hiring, training, remunerating, and
sustaining employees must be linked with strategic management. At both ends, HR planning
can become an element of strategic planning. Human resource planning provides a set of inputs
into the strategy formulation process in terms of determining if the types and numbers of
personnel available to pursue a given strategy are available at the outset. Human resource
planning is important in terms of implementation concerns at the end of the strategic planning
phase. Once the strategy has been developed, executives must make resource allocation a top
focus. Most successful firms don't make much of a distinction between strategic planning and
human resource planning; the planning cycles are nearly identical, and HR issues are
considered as a natural part of business management. HR managers play an essential role in the
strategic planning process and are seen as key players in shaping the organization's future.

 Creating Highly Talented Personnel:

As previously indicated, positions are becoming increasingly intellectual, and incumbents are
becoming increasingly professionalised. MBAs, engineers, and technicians make about 70% of
the 20,000 employees at L&T, an engineering behemoth. To attract and retain competent and
skilled workers, the HR manager must use his or her resourcefulness. These individuals are

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noted for changing jobs frequently, resulting in recurrent shortages in the organisation. Such
shortages
can be avoided with proper manpower planning. Furthermore, technological advancements
frequently update some vocations while degrading others. To begin with, Indian Telephone
Industries (ITI) had a more advanced technology, which subsequently evolved into the crossbar
telephone system.

Later, the term was modified to "electronic technology." When ancient technologies were in
use, jobs were created and people were hired, but those jobs and people became extinct,
obsolete, and redundant. ITI was retrained and redeployed to manage the electronic system
now in use after becoming a public sector project and being unable to retrench its employees.
Jobs got are technical, necessitating the hiring of engineers with an electronics background. As
a result, ITI had no need for civil or mechanical engine Because the jobs are technical,
engineers with an electronics background are required. As a result, civil and mechanical
engineers were no longer required at ITI. As a result, ITI is in a tight place in terms of shop-
floor workers, whose number exceeds the demand for them. Even when it comes to electronics
experts, the corporation is not in a good place. ITI is unable to attract talented workers due to
its current remuneration plan.

If ITI had done human resource planning, this problem may have been averted. Management
succession planning is another component of high-talent individuals. Who will take over as
CEO when the current one steps down? As a result, ITI is in a tight place in terms of shop-floor
workers, whose number exceeds the demand for them. Even when it comes to electronics
experts, the corporation is not in a good place. ITI is unable to attract talented workers due to
its current remuneration plan. If ITI had done human resource planning, this problem may have
been averted. Management succession planning is another component of high-talent
individuals. Who will take over as CEO when the current one steps down? Top executives will
be chosen from what pool of people, and how will these individuals be nurtured for their
growing responsibilities? These and other relevant questions can be answered by HRP.

 International Strategies :

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HRP is critical to international expansion initiatives. International businesses face a significant

issue in filling important positions with foreign nationals and re-assigning staff from inside or
beyond national borders. Human resource planning will become increasingly important as the
trend toward global operations continues, as will the need to integrate human resource planning
more closely into the organization's strategic plans.As the process of satisfying staffing needs
from other nations, as well as the associated cultural, language, and developmental factors,
becomes more complex, human resource planning will become increasingly critical. The
increased rivalry for foreign leaders may result in costly and strategically disruptive turnover
among key decision-makers without efficient human resource planning and subsequent
attention to employee recruiting, selection, placement, development, and career planning.

PERFORMANCE MANAGEMENT SYSTEM

Administrators and representatives can use a performance management programme to agree on

assumptions, targets, and vocation progress, as well as how people's work aligns with the
organization's overall vision. In most cases, the board of directors sees people in the context of
a larger work environment framework. In theory, you should aim for the highest conceivable
display standard, but this is regarded unattainable.

Traditional tools, such as setting and estimating objectives, targets, and accomplishments, are
used in performance management programmes. They also want to define what compelling
execution looks like and develop cycles to quantify execution. However, rather than using the
traditional perspective of year-end audits, execute the executives turns every interaction with a
worker into an opportunity to learn. Directors can use executive devices to adjust work
processes, propose new designs, and make other decisions that will help representatives
achieve their objectives.

As a result, the organisation is better able to achieve its goals and execute optimally. For
example, the supervisor of an outreach group assigns her workers certain revenue targets that
they must meet within a certain time frame. In a presentation the board framework, alongside
the numbers, the director would offer direction measured to help the salesmen succeed Along

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with the figures, the director would offer instructions measured to help the salesperson succeed
in a presentation to the board.

PERFORMANCE MANAGEMENT:

Planning:
Planning means setting performance expectations and goals for groups and individuals to
channel their efforts toward achieving organizational objectives. Getting employees involved in
the planning process helps them understand the goals of the organization, what needs to be
done, why it needs to be done, and the level of effort or responsibility required. The regulatory
requirements for planning employees’ performance include establishing the elements and
standards of their performance appraisal plans. Performance elements and standards should be
measurable, understandable, verifiable, equitable, and achievable. Through critical elements,
employees are held accountable as individuals for work assignments or responsibilities.
Employee performance plans should be flexible so they can be adjusted for changing program
objectives and work requirements. When used effectively, these plans can be beneficial
working documents that are discussed often, and not merely paperwork filed in a drawer and
seen only when ratings of record are required. Monitoring In an effective organization,
assignments and projects are monitored continually.

Monitoring:

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Means consistently measuring performance and providing ongoing feedback to employees and
work groups on their progress toward reaching their goals. September 2005 Performance
Management Overview Monitoring Regulatory requirements for monitoring performance
include conducting progress reviews with employees in which their performance is compared
against their elements and standards. Ongoing monitoring provides the opportunity to check
how well employees are meeting predetermined standards and to make changes to unrealistic
or problematic standards. Unacceptable performance can be identified at any time during the
appraisal period and assistance provided to address such performance rather than waiting until
the end of the period when summary rating levels are assigned.

Developing:
In an effective organization, employee developmental needs are evaluated and addressed.
Developing in this instance means increasing the capacity to perform through training, giving
assignments that introduce new skills or higher levels of responsibility, improving work
processes, or using other developmental methods. Providing employees with training and
developmental opportunities encourages good performance, strengthens job-related skills and
competencies, and helps employees keep up with changes in the workplace, such as the
introduction of new technology. Carrying out the processes of performance management
provides an excellent opportunity to identify developmental needs. During planning and
monitoring of work, deficiencies in performance become evident and can be addressed. Areas
for improving good performance also stand out, and action can be taken to help successful
employees improve even further.

Rating:
It useful to summarize employee performance. This can be helpful for looking at and
comparing performance over time or among various employees. Organizations need to know
who their best performers are. September 2005 Performance Management Overview Rating
Within the context of formal performance appraisal regulatory requirements, rating means
evaluating employee performance against the elements and standards in an employee’s
performance plan and assigning a summary rating of record. The rating of record is assigned
according to procedures included in the organization’s appraisal program. It is based on work
performed during an entire appraisal period. The rating of record has a bearing on various other

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personnel actions, such as granting within-grade pay increases and determining additional
retention service credit in a reduction in force. Note: Although group performance may have an
impact on an employee’s summary rating, a rating of record is assigned only to an individual,
not to a group. Rewarding In an effective organization, rewards are used well.

Rewarding:
Means recognizing employees, individually and as members of groups, for their performance
and acknowledging their contributions to the agency’s mission. A basic principle of effective
management is all behavior is controlled by its consequences. Those consequences can and
should be both formal and informal and both positive and negative. Good performance is
recognized without waiting for nominations for formal awards to be solicited. Recognition is
an ongoing, natural part of day-to-day experience. A lot of the actions that reward good
performance—like saying “Thank you”—don’t require a specific regulatory authority.
Nonetheless, awards regulations provide a broad range of forms that more formal rewards can
take, such as cash, time off, and many nonmonetary items. The regulations also cover a variety
of contributions that can be rewarded, from suggestions to group accomplishments.

FEATURES OF PERFORMANCE MANAGEMENT

Good performance management software supports a variety of performance management

methodologies, such as annual evaluations, quarterly targets, and constant feedback, and the
finest software adjusts as your business's needs change.

1. All performance management systems should include goals, feedback, and check-ins as
part of their process. Goals offer direction, feedback connects goals to the day-to-day,
and check-ins provide a forum for discussing long-term performance.

2. Review Cycles and Timing - There should be a wide range of review cycle design and
timing options available. You should be able to choose who evaluates whom and when,
as well as in what order.

3. Form Question Types - The programme should be able to handle whatever questions you
wish to ask your staff, not simply the most typical ones.

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4. Goal Options - Good software lets you choose what kind of objectives you want to set,
such as KPIs, anything else.

5. Flexible feedback - Good software makes it simple to give downward, upward, peer, or
external comments, as well as alter visibility settings so reviewers may pick who and
when their feedback is shown.

6. HR should be able to track the progress of evaluations and goals at a glance and
customise the software on their own with self-serve administration.

7. Employees and supervisors alike will find useful performance management software
simple to use. Allowing employees to focus on feedback rather than bells and whistles is
the key to high engagement rates.

8. Clean Design - The finest systems will have simple dashboards that show employees
everything they need to know right away.

9. Flexible Notification/Reminder System - Good performance management software

includes a flexible notification/reminder system that eliminates the need for employees to
keep the software open.

10. Single Sign On - The software you choose should be able to interact with an existing
system, such as your system or your SSO provider, or work with your own SSO solution

11. Single Sign On - The software you choose should be able to interact with an existing
system, such as your system or your SSO provider, or work with your own SSO
solution.

12. Simple Flow - With a single click, managers should be able to launch check-ins from
their email and pass them to the appropriate personnel.

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13. Smart Automation - The right technology automates routine processes such as
distributing forms, collecting signatures, tracking cycle progress, and collating data,
among other things.

DEDICATED SUCCESS MANAGER:

The greatest performance management firms provide your company a specialised success
manager. Performance management involves everyone from the CEO to the newest hire,
therefore the stakes are too high to rely on help pages or unanswered support tickets. The most
effective support teams will:

1. Create Custom Implementations –

The most effective performance management approaches are those that are adapted to the
company's demands. You want someone who will first listen to you before encouraging
you to pursue your goals.

2. Train Your Employees –

Expert live employee training ensures that every person at the company has the skills they
need to succeed.

3. Develop a Long-Term Relationship –

A competent success manager will work with you as long as you use the programme,
which means you won't have to explain your scenario every time you have a query.

4. Proactively contact you –

Strong support teams go above and beyond answering queries by contacting you on a
frequent basis to assist you with your continuing process.

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5. Know Your Software and Performance Management Processes:

A competent support team will be familiar with your software and performance
management processes, as well as be able to advise you on best practices.

6. If your performance management –

provider outsources or offshores support personnel, it may indicate that the company is
more concerned with saving costs than with assuring your success.

PERFORANCE MANAGEMENT SYSTEM GOALS

The following are the five primary goals of performance management systems:

1) Goals must be set and defined in order to achieve the company's objectives:
Setting goals is the most effective technique to motivate employees to improve their
performance.

It has been often said that setting realistic goals:

1. Allows employees to concentrate on what matters..
2. Individual and organisational goals must be aligned.
3. Enhances the individual performance of employees.
4. Assists in identifying significant result areas and working to improve them.Setting goals
is one of the primary conditions of a strong performance management system set targets
that will enhance both employee and corporate success as a manager.

2) Managers and employees should be held to the following standards:

Both managers and employees have distinct expectations when it comes to performance
management. manager, you must set realistic goals for your employees. Expecting a
bad performer to produce good outcomes straight away is unrealistic. Alternatively, a
regular star performer every other week. Holding managers to high standards, on the
other hand, will only result in poor management judgments.

The following are the five primary goals of performance management systems:

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To create realistic expectations that will yield results:

1. Define your employees' expectations in explicit terms. Make it clear to staff what you
expect of them.

2. Justify your expectation's reasoning. Describe how these expectations will contribute to
the achievement of the company's goals.

3. Document expectations. Don't let it be a word-by-mouth interaction. Have a specific

spreadsheet or document about what to do and who handles it. Use a tool such as Airtable
or pick one of the many Airtable alternatives that'd be a better fit for your business.

4. People are more likely to be consistent and effective once they understand their own
roles, obligations, and accountability.

5. Better corporate performance will be facilitated as a result of this. Furthermore, it will

promote the employee's personal development.

3) Effective communication between individuals and teams:

Today's workplace is undergoing a cultural transformation as a result of changing workplace
dynamics. As a result, communication has played a critical role. Employees that are
engaged and satisfied are the outcome of good communication techniques. It also ensures
that individual goals are in sync with the company's goals.To operate well together, team
members must be aware of their peers' goals, succession plans, and ideas. A team that
lacks communication among its members lacks the cohesiveness that is required of a
high-performing group.

Here are some pointers on how to create an environment that encourages active
communication:
1. First and foremost, team leaders or managers should make time for one-on-one contact
with team members.
2. By fostering professional development, continuous feedback and coaching help to create
a workforce with diverse talents. Performance appraisals or evaluations are one method
of accomplishing this.

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3. In addition, engage in periodic team-building exercises.

4. Make teamwork and communication a priority in your organisation.
5. Use acceptable and beneficial business communication technologies as well.

4) Set performance standards:

Setting performance standards is one of the most essential goals of performance
management. Setting appropriate performance standards can aid in the development of a
more effective performance strategy. As a result, employee performance may be
evaluated more easily. Every task has its own set of performance requirements that must
be met.

Failure to meet performance criteria can result in the following consequences:

1. Employees who don't put in any effort.

2. Having established more unrealistic expectations for the task in question.

3. Meanwhile, there were insufficient resources to accomplish the task.

4. A team or manager's failure to cooperate or collaborate in particular.

5. Here's the deal: If you don't have a performance management system in place, you may
never know why something went wrong.

6. A good performance management system will reveal where you are falling short and
where you should be proud of yourself.

7. The company's strengths and shortcomings will be more obvious, making

improvements easier.

5) Determining individual training and performance plans:

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Another important goal of performance management systems is to determine the

workforce's training and development needs. It encourages employees' personal
development and career advancement by assisting them in acquiring the necessary
information and skills. A strong performance plan allows your employees to improve
personally. Your employees will be more self-assured and contribute more effectively.

Here's how to make an efficient employee performance plan that will help you advance
your career:

1. To begin, inquire as to what skills, training, or courses your personnel require in order to
produce excellent work.

2. Then come up with a training strategy and budget.

3. Determine how the new training skills will be used to update outdated approaches.

4. Finally, select some organising goals to put your newfound abilities to use.

THE BENEFITS OF PERFORMANCE APPRAISAL ARE AS FOLLOWS:

1. Documentation: APA is a record of an employee's performance throughout a certain

time period. It's a piece of paper that goes into an employee's file.

2. Structure: This procedure establishes a framework under which a management and an

employee can meet and discuss performance. It forces the difficult dialogues that must be
had on a regular basis.

3. Feedback: Employees desire feedback, and this procedure allows a manager to provide
feedback on an employee's performance as well as evaluate how successfully the

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employee's goals were met. It also gives you the chance to talk about staff development
options.

4. Clarify Expectations: Employees must know what is expected of them, and the PA
process lets managers to clarify expectations and discuss difficulties with their
employees.

5. Annual Planning: It gives a framework for thinking about and preparing the following
year, as well as setting personnel objectives.

6. Motivation: Employees should be motivated by the process, which includes a merit

increase and a thorough compensation strategy.

7. Improves Performance. Performance assessments are primarily concerned with

enhancing employee performance by analysing and evaluating opportunity elements such
as social processes and technology.

8. Employee Development: Performance appraisal helps determine who is in nee

Employees' talents and potentials, as well as their limitations, are revealed in a
performance review, which aids in determining who requires additional training. More
training is needed because it provides knowledge about the employees' skills and
potentials as well as their flaws.

9. Corrects Deficiencies: Employee inadequacy is detected by performance appraisal,

which then recommends corrective actions.

10. Career Growth: Appraisal aids in the preparation of each employee's SWOT analysis,
making it a useful tool for career planning and growth.

11. Promotion: Appraisals help the management determine which employee is to be

promoted, transferred or rewarded.

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The following are the limitations of performance Management:

1. Halo effect:
In this situation, the superior exclusively considers the person's positive traits. The
unfavourable characteristics are not taken into account. This type of evaluation will not
provide a true image of the employee. Employees who do not merit promotions may also
receive them.

2. Central tendency:
In this situation, the superior evaluates the employee by assigning core values. This
hinders a truly talented person from receiving the promotions he deserves, while allowing
other people who do not deserve to be promoted to do so.

3. Leniency and strictness:

Some employers are forgiving when it comes to assessing their employees, while others
are harsh. Employees who truly deserve advancements may be denied because of tough
managers, while others who do not may gain from a tolerant supervisor.

4. Spill over effect :

In this situation, the supervisor evaluates the employee positively or negatively based on
previous performance. As a result, even if the employee's performance has improved, he
may still be denied the reward.

5. Fear of loosing subordinates and spoiling relations :

Many supervisors do not want to jeopardise their relationships with their employees. As a
result, when they evaluate the employee, they may wind up awarding greater grades than
are warranted. This is a disservice to those who are truly deserving of their jobs.

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6. Goodwill and techniques to be used : The goodwill between senior and junior can be
harmed by a harsh review. Similarly, it's difficult to compare personnel when various
departments within the same organisation utilise different appraisal methodologies.

7. Paper work and personal biased : Appraisal necessitates a significant amount of

paperwork. As a result, the HR department's workload grows. As a result of personal bias
and prejudice, supervisors favour some persons over others.

8. Influence of Man’s Job: Highly compensated employment have a tendency to receive a

high ranking. As a result, a senior employee's rating may be higher than that of a junior
employee.

9. Average Rating Problem: Top managers must explain reasons for giving a very low or
very high rating in order to justify the grade. The most common performance appraisal
blunder is assigning an average rating to all employees. Furthermore, low ratings enrage
subordinates.

9. Similarity Error: The evaluator seeks to find in subordinates those traits that he
possesses. Those who exhibit similar characteristics are given a high rating.

A performance management system is a systematic technique to measuring employee

performance. It is a process in which an organization's mission, goals, and objectives are
matched with its existing resources (e.g., manpower, material, etc.) and procedures, as well as
its priorities.

The execution management framework is a continuous process of identifying and

communicating activity parts and responsibilities, execution wants, goals, and demands
between the boss (administrator) and subordinates (workers). It contains shared objectives and
aims for the association, office, and representatives, all of which are aligned with frameworks
and assets. It is a conduit for establishing goals and improving company operations using a
variety of approaches and mechanisms.

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This method also identifies competency, skill, and knowledge gaps, which can be addressed by
offering guidance, training, coaching, and mentoring to people or teams at various levels. The
competency, skills and knowledge gaps are also identified through this process which can be
improved by providing guidance, trainings, coaching and mentoring to employees or teams at
different levels.

It improves performance by reducing disagreements and grievances among teams or employees

via a roper channel and process. Because each individual understands what is expected of him
or her in his or her role and works hard to satisfy those expectations.
This method can be used to improve a specific department or function, or the entire
corporation. Its goal is to keep track of performance standards and compare them to the
targeted goals and objectives on a regular basis.

An organization's management system. The six primary functions of these process servers in
the company are as follows:

1. Strategic:
A performance managed system is a tool that should be aligned with the general
organization's aim, next departmental goals, and finally individual goals. In other words,
each department's or employee's action should be related to the organization's strategic
goals.

2. Administrative:
Employee promotions, demotions, wage increases, transfers, and terminations are all
based on the performance management system. It allows an organization's performers,
non-performers, and underperformers to be identified. It is deserving of the employees'
competence and skill level. As a result, the administrative position is clearly defined, and
management decisions are supported.

3. Communication:
It is the most effective means of informing employees about their objectives, job duties,

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critical deliverables, and performance expectations. It's also a framework way for
indicating the major areas where the employee needs to improve in order to increase his
performance. To put it another way, it provides a platform for learning and training on
skills and knowledge in order to improve performance and outcomes.

4. Developmental:
It is a means of delivering positive comments, improvement areas, and development plans
in a structured manner. The manager can utilise a variety of techniques, such as training,
mentoring, and coaching, to help their team members perform better.

5. Organizational Maintenance:
The yardstick for assessing person, department, and organisation successes and analysing
performance gaps using various tools and approaches is the performance management
system. As a result, the organization's health and performance standards are preserved.

6. Documentation:
Every organization's performance management reviews, feedback, and forms should be
documented and kept on a regular basis. It would allow them to look ahead and set new
goals, as well as design developmental needs, training and learning programmes, and
employee and department career progression. As a result, it aids in the alignment of
organisational needs with desired outcomes.

In order for an organisation to grow, it is necessary to manage employee

performance:

In any firm that wants to expand, a well-designed performance management system is

essential. Strategic HR practises are critical for every organisation at this level of globalisation.
Performance management assists firms in overcoming internal competition.

Performance Management is critical for harmonising various primary company functions and
achieving corporate goals. Performance management is the development, execution,

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assessment, and evaluation of numerous processes that aid in the tracking of employee
performance and, as a result, the growth of both the individual and the company.

Performance management also aids in the distribution of work tasks, as well as KRA, which
aids in the development of a solid management system that allows staff to deliver better results.
Consistent performance is difficult and a tremendous challenge in today's competitive world; in
this instance, it is entirely dependent on the employee's devotion, competency, and
performance mindset.

When it comes to rewarding an employee for their greatest performance, a proper incentive
strategy is critical, and it also serves as a fantastic motivator. When the age-old increment
system started to fail, a robust performance system became a must.

The present performance management system takes a futuristic approach, allowing for a
systematic approach to organisational progress. Transparency, explicit declarations of
diameters and measuring factors, and employee participation in performance management
made this process more transparent.
Performance management is a holistic approach that considers the company's overall
performance.

Performance Management, as a strategic instrument, must help to shape the organization's

culture. Performance management also aids in the establishment of smart goals for personnel,
allowing the organisation to reach new heights. In order to construct a successful performance
management system, a corporation must first establish proper objectives.

Performance management has been a major hit in most companies these days, and it's now
being combined with a variety of management procedures including career management, talent
management, growth and development plans, and so on.

STATEMENT OF PROBLEMS:

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Research technique is a systematic approach to solving a research topic. It may be thought of as

a science that studies how scientific research is conducted. We look at the many processes that
a researcher takes when researching a problem, as well as the logic behind them.

SCOPE OF THE STUDY:

The study's scope is determined both during and after the investigation is completed. The goal
of the research was to put the theoretical aspects of the study into practise through real-world
job experience. Working on various job portals and other completed chores as specified by the
mentor were prioritised.

REVIEW OF LITERATURE:

Stone, F. (2007). Coaching, counseling and mentoring: how to choose and use the right
technique to boost employee performance. Amacom. Employee satisfaction refers to whether
or not workers are content, pleased, and getting what they want and need from their jobs.
Numerous studies confirm that employee satisfaction has a role in employee motivation, goal
attainment, and a positive work environment. Employee satisfaction essentially serves as a
gauge for how content employees are with their employment and workplace. Various elements
that affect employee satisfaction have been explored in this study, including organizational
development factors, job security considerations, work factors, compensation and benefit
policies, and opportunities that boost employee satisfaction including promotions and career
development. This essay also discusses the numerous approaches to raise employee
satisfaction.

Eskildsen, J. K., & Dahlgaard, J. J. (2000): A causal model for employee satisfaction. Total
quality management, 11(8), 1081-1094. In recent years, both academics and practitioners have
paid more and more attention to corporate social responsibility. Regarding whether or how
corporate social responsibility affects employees, however, very little is known. Understanding
employee

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responses to corporate social responsibility may help resolve unresolved questions about the
potential effects of corporate social responsibility on firms as well as shed light on some of the
processes liable for them because employees are the primary stakeholders who directly
contribute to the success of the company.

Mahardikawati, E., & Ridha, M. (2019): The Relationship of Job Stress with Employee Job
Satisfaction in the Company and its Implications for Guidance and Counseling Services. Jurnal
Neo Konseling, 1(4). The phenomenon of many workers complaining about the demands of the
jobs they have sparked this study. Employees are greatly impacted by issues that develop in the
workplace. Employees frequently report complaints in the form of physical maladies. Due to a
tremendous workload, some individuals decide to leave their jobs after less than a month. Job
satisfaction is a person's perception of their work as a result of how they view various facets of
their position. Job stress is one element that impacts job satisfaction. This study uses
quantitative methodologies and is a descriptive correlational kind.

Cox, W. M., & Klinger, E. (2011): Systematic motivational counseling: From motivational
assessment to motivational change. Many types of psychiatric disorders manifest in patients
who exhibit maladaptive motivational patterns that either directly cause or greatly exacerbate
the disorder. In order to help people, lead happier and more satisfying lives, systematic
motivational counselling (SMC) is a technique for identifying and altering these maladaptive
habits. An essential component of SMC is the Motivational Structure Questionnaire (MSQ),
Personal Worries Inventory (PCI), or Personal Aspirations and Concerns Inventory (PACI),
each of which is used to evaluate the concerns, goals, and motivational structure of clients.
SMC motivational restructuring components are used to assist a client in finding better
solutions to pressing issues after maladaptive motivational patterns have been identified as the
goals for change.

Gupta, A., & Upadhyay, D. (2012): Impact of effectiveness of performance management

system on employee satisfaction and commitment. International journal of management, IT and
engineering, 2(7), 96-106. In competitive industries like banking, pharmaceuticals, etc. where

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fiercer competition is the new catchphrase, performance management systems have emerged as
the foundation of any firm. and the tenets of the modern age include survival of the fittest.
Poaching has become the newest method of hiring new employees, particularly in the current
environment when banks end up paying 200% more than the prior employer. The study article
consequently focuses on evaluating the efficiency of the performance management system
while also reviewing organizational commitment and work satisfaction. Therefore, the goal of
the current study is to investigate the connection between employee commitment and
satisfaction and the effectiveness of the performance management system.

Tait, M., Padgett, M. Y., & Baldwin, T. T. (1989): Job and life satisfaction: A reevaluation
of the strength of the relationship and gender effects as a function of the date of the study.
Journal of applied psychology, 74(3), 502. We discovered 34 research (combined n = 19,811)
reporting correlations between employment and life happiness using literature searches in
psychology, sociology, counselling, management, and leisure. This meta-analysis discovered
significant overlap between work and nonwork experiences, in contrast to earlier reviews (such
as Rice, Near, & Hunt, 1980). The difference vanished in research published after 1974, despite
the fact that this connection was noticeably higher for males than for women in studies
published before 1974. The higher correlation found for women in more recent studies has
been attributed to changes in the demographics of female workers and the relative significance
of employment in women's lives. All rights reserved.

Hossain, M. (2014): Job satisfaction of bank employees in Bangladesh. Job Satisfaction of

Bank Employees in Bangladesh (January 3, 2014). This study aims to gauge Bangladeshi bank
employees' job satisfaction. The emphasis is on the relative weighting of job satisfaction
components and how they affect workers' overall job satisfaction. The target population for this
study is bank employees. There are both public and private banks. A systematic questionnaire
was used to gather and administer the data. The results of the study demonstrated how
organizational aspects including working conditions, salary, fairness, and promotion have a big
impact on employee job satisfaction in the Bank. Individual characteristics like age and gender,
though, had little impact on Banks' employees' level of job satisfaction. The overall job
satisfaction of bank employees is high, which appeals to their clients.

COUNSELLING MODEL FOR PERSONAL DEVELOPMENT:

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Competitive Advantage (SCA), 2(1). Our coaching and counselling services focus on helping
people develop and acquire work skills, which leads to better personal performance. Enhancing
a person's awareness of their own effect and that of others is a major area of concentration. The
individual's identification of the changes they would like to see in their behavior, attitude, and
interpersonal skills, as well as the development of their self-awareness and personal
responsibility, are the intervention's top priorities. A growing HR competency model is
required for the transformation behavior. The main competency that the HR organization needs
to support that function will be identified as part of the competency model creation process.

RESEARCH OBJECTIVES:

The objective of this research study is critically the following areas:

 To look into the demographics of the two supplementary automobile companies' work
force.

 To determine whether the following characteristics contribute to employee commitment

to their jobs work culture, work environment, and the degree of fairness in performance
rating systems.

 To assess the utility of the identified parameters and how they lead to improved
employee performance in the automotive ancillary business.

 Determine whether all of the measures are consistent with the indicated values, so that
the structural model can indicate a "good fit" on the obtained data.

PLAN OF STUDY:

The phrase "research design" refers to a technique for conducting research that is regarded
appropriate for the study. The study will employ a descriptive research design. The descriptive
design depicts things in their natural state. It was created to detect and collect data on the
features of a certain problem or issue. The descriptive research design was chosen because it
offers the benefit of generating a large number of responses from a diverse group of people.
The methodology utilised in the study is a blend of quantitative and qualitative research. The

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secondary data was used to acquire the necessary information to address the study's goal of
workplace flexibility.

POPULATION OF THE STUDY:

Any group of people that share one or more traits and are of interest to the researcher is
referred to as a population. As a result, human resources officers and staff employees were
included in the study's target demographic. Honda Motorcycle Pvt Ltd employs a total of 4000
people.

CHAPTER SCHEME:

Literature Review:
Conduct a comprehensive review of existing literature, research papers, and industry best
practices related to performance management systems in the counseling service industry. This
step helps establish a theoretical framework for the research and provides insights into previous
findings and methodologies used by other organizations.

Research Objectives:
Clearly articulate the purpose of the research, which may include assessing the effectiveness of
the current performance management system, identifying areas for improvement, or evaluating
the impact of the system on employee performance and satisfaction.

Determine Research Design:

Choose an appropriate research design based on the nature of the study. Common designs
include surveys, interviews, focus groups, and case studies. In the context of performance
management in Shubha Counselling Service, a combination of methods may be used to gather
both quantitative and qualitative data.

Interpretation of Results:
Interpret the findings from the data analysis stage and relate them back to the research
questions or hypotheses. Identify key insights, strengths, weaknesses, and areas for
improvement in the performance management system at Shubha Counselling Service.

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Recommendations and Conclusion:

Based on the research findings, provide actionable recommendations to enhance the
performance management system. These recommendations should align with the organization's
goals and address the identified areas for improvement. Finally, summarize the research
process and its outcomes in a concise conclusion.

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CHAPTER – 2
RELATED TO THE TOPIC AT INDUSTRY LEVEL

Labour Welfare Measures in different companies:

Within the human resources domain can vary based on the organization's industry, size,
culture, and specific policies. Here are some common labour welfare measures related to the
performance management system is:

Labour Welfare Measures in Different Companies

Performance Management System

Employee Benefits

Performance-Based

Compensation

Training and Development

Performance Feedback

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Career Development Opportunities

Work-Life Balance Initiatives

Employee Recognition and Rewards

Employee Engagement Initiatives

Health and Wellness Programs

Employee Benefits:
Many companies offer a range of employee benefits to support their well-being and job
satisfaction. These benefits may include health insurance, dental and vision plans, life
insurance, disability coverage, retirement plans, and employee assistance programs. Providing
comprehensive benefits helps employees feel valued and supported, positively impacting their
performance.

Performance-Based Compensation:
Companies often link compensation to performance through various mechanisms such as
performance bonuses, profit-sharing, or merit-based salary increases. By rewarding high
performers financially, organizations can motivate employees to achieve and exceed
performance goals.

Training and Development:

Companies invest in training and development programs to enhance employee skills and
knowledge. These programs can include workshops, seminars, conferences, online learning
platforms, mentoring, and coaching. Offering opportunities for professional growth and
development helps employees enhance their performance and contribute more effectively to the
organization.

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Performance Feedback and Coaching:

Establishing a culture of regular performance feedback and coaching is essential. This involves
providing constructive feedback, guidance, and support to help employees improve their
performance. Companies may encourage ongoing dialogue between managers and employees,
ensuring alignment of expectations and continuous improvement.

Career Development Opportunities:

Companies that prioritize employee growth and career advancement often offer career
development opportunities. This may involve providing access to internal job postings,
mentoring programs, career counseling, and succession planning. When employees see a clear
path for career progression, they are more motivated to perform well.

Work-Life Balance Initiatives:

Promoting work-life balance initiatives can significantly impact employee well-being and
performance. These initiatives may include flexible work arrangements (e.g., telecommuting,
flexible hours), parental leave, wellness programs, and employee support for dependent care. A
healthy work-life balance can reduce stress, enhance job satisfaction, and improve
performance.

Employee Recognition and Rewards:

Recognizing and appreciating employees' contributions is crucial. Companies may implement
recognition programs such as "Employee of the Month/Quarter/Year" awards, peer recognition
programs, or public acknowledgment of outstanding performance. These programs boost
employee morale, motivation, and performance.

Employee Engagement Initiatives:

Companies focus on initiatives that foster employee engagement, job satisfaction, and a
positive work environment. These initiatives may include team-building activities, social
events, employee feedback mechanisms (surveys, suggestion boxes), and regular

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communication channels. Engaged employees are more likely to be motivated and perform at
their best.

Health and Wellness Programs:

Companies offer health and wellness programs to support employee well-being. These
programs may include fitness facilities, wellness challenges, stress management workshops,
on-site health screenings, and access to mental health resources. By promoting employee
wellness, companies can improve performance and reduce absenteeis

It's important for each organization to assess its unique needs and employee preferences to
determine which labour welfare measures are most suitable for their performance management
system.. Implementing effective labour welfare measures can contribute to employee
satisfaction, engagement, and improved overall performance.

Best Mutual Funds To Invest in 2023

A mutual fund is one of the popular investment options among individuals. There are
thousands of mutual fund in India that an investor can invest in. But selecting the top 10 mutual

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funds or which mutual fund is the best is not easy. So, if you are looking for the best mutual
fund, you need to look at your risk profile and the time horizon of your goals. The risk profile
is your willingness and ability to take risks. Hence, a person willing to take more risks might
invest in high-risk funds that will not be suitable for an investor who can't handle risks. The
time horizon of your goals, i.e., the period during which one plans to hold an investment for a
specific aim, also plays an essential factor. Investors can invest in high-risk funds for their
long-term goals rather than short-term goals.

What are Best Mutual Funds?

There are various types of mutual funds. We can segregate mutual funds based on their
underlying assets such as equity, debt or gold into different categories, such as equity mutual
funds, debt mutual funds and hybrid funds. These funds have different risk profiles and
investment objectives.
So, there is not one mutual fund that is best for everyone. The best mutual fund for you will be
the mutual fund/s suitable for your investment objectives, risk tolerance, and investment
horizon.
For example, let us assume you are building an investment corpus for your child’s higher
education after 15 years. It is this case, as you are investing for the long term, equity mutual
funds can be the best option for you. However, there are other sub-categories within equity
mutual funds, such as large cap funds, mid-cap funds, and small-cap funds. Here, you can
decide to invest in a large cap fund or small-cap fund based on your risk-taking capacity. A
small-cap fund carries more risk than a large cap fund as a large cap fund invests
predominately in large companies that are market leaders with strong financial positions. Large
companies are better able to tide over business cycle downturns than small cap companies.
You might also have more than one goal. If your second goal is to buy a sedan in the next three
years, then investing in equity funds for this goal might not be the best option. Debt mutual
funds that are relatively less volatile than equity funds may help you achieve your goal of
buying a sedan.

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TOP PERFORMING MUTUAL FUNDS TO INVEST IN INDIA

3-year 5-year Return (%)*

Fund Name
Return (%)*

Quant Small Cap Fund Direct Plan-Growth 66.30% 25.37%

Quant Tax Plan Direct-Growth 46.26% 23.08%

Quant Infrastructure Fund Direct-Growth 54.62% 21.37%

Quant Active Fund Direct-Growth 42.30% 21.12%

ICICI Prudential Technology Direct Plan- 20.85%

39.32%
Growth

Quant Mid Cap Fund Direct-Growth 41.53% 20.53%

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3-year 5-year Return (%)*

Fund Name
Return (%)*

Aditya Birla Sun Life Digital India Fund 20.23%

35.54%
Direct-Growth

Axis Small Cap Fund Direct-Growth 38.79% 20.18%

SBI Technology Opportunities Fund Direct- 19.90%

32.54%
Growth

Tata Digital India Fund Direct-Growth 35.65% 19.70%

Investment Objectives:

You should undertake any investment only after a thorough examination of your life goals.
Once you’ve determined your needs, you’ll need to compare them to the objectives of a mutual
fund scheme to see if investing in them would help you to achieve your financial goals. Mutual
funds, like individuals, have specific investment objectives, and it is up to the investors to
determine whether their goals align with the mutual fund scheme in which they will invest.

For example:
Mutual funds is wealth creation. So, equity mutual funds are best for investors looking at long-
term wealth creation to achieve long-term goals like building a retirement corpus. In this case,
investing predominately in equity funds would be a better option than investing in debt funds,
as equities have the potential to generate higher returns than debt funds.

Fund Manager Performance:

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The fund manager is in charge of managing the fund. It’s crucial to look at the fund manager’s
track record. An investor should monitor the fund’s performance during times of rise and
corrections in the market. They can also look at the performance of the different schemes
managed by the fund manager.

Employees are a company's most precious asset, thus it's critical that the company's policies are
employee-friendly in order to keep them engaged and satisfied. A satisfied consumer and a
flourishing business are both the result of a happy employee. The policies must be adapted to
the employees' needs, and they must be adaptable enough to accommodate changes in the
future. As a result, it must be both fair and inventive in order to be valued for a bright future
and increased business turnover.

1. Communication and Expectations:

Consumers should have a clear understanding of the performance management system
in place within the tourism industry. They should be informed about the specific criteria
and standards used to evaluate service providers. This information can be
communicated through brochures, websites, or direct communication channels.

2. Transparency:
It is essential for consumers to have access to transparent information about the
performance of tourism service providers. This can include ratings, reviews, or
feedback from previous customers. This allows consumers to make informed decisions
and choose the best service providers based on their specific needs and preferences.

3. Education and Awareness:

Consumers should be educated about the importance of performance management in
the tourism industry. This can be done through awareness campaigns, workshops, or
online resources. By understanding the significance of performance management,

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consumers can actively participate in the process and provide valuable feedback to
service providers.

4. Feedback Mechanisms:
Tourism organizations should establish effective feedback mechanisms that allow
consumers to provide input on the performance of service providers. This can include
online surveys, suggestion boxes, or direct contact with customer service
representatives. Feedback should be actively collected, analyzed, and used to drive
improvements in performance management.

5. Collaboration and Partnerships:

Consumers can play an active role in performance management by collaborating with
tourism organizations. This can involve participating in focus groups, advisory panels,
or industry associations. By working together, consumers and service providers can
shape performance management systems that better meet the needs and expectations of
both parties.

6. Continuous Improvement:
Consumers should be encouraged to provide ongoing feedback and suggestions for
improvement. This helps tourism organizations identify areas of strength and weakness
and implement necessary changes to enhance performance management. Regular
updates and communication about improvements can also help build consumer trust and
loyalty.

Overall, consumer preparation towards human resources with regards to performance

management system involves creating an environment of transparency, communication,
education, and collaboration. By actively involving consumers in the process and addressing
their expectations and concerns, organizations can enhance their performance management
systems and deliver better experiences for their customers.

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CHAPTER-3
COMPANY PROFILE

ABOUT THE COMPANY

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INTRODUCTION

Since 2018, Shubha Counseling Services has been working to establish a secure
environment for all people's varied viewpoints. In keeping with this well-known adage,
Shubha Counseling Services (SCS) encourages openness, ownership, and the importance of
feelings, a priceless human resource.

Top Counselling Services in Bangalore

 Customer-focused Method:
They recognise that every one of them thinks and sees the world in unique ways. As a
result, they create treatment sessions specifically for each client.

 Empathy:
They create a culture where everyone feels heard if we are open about our empathy. It
creates a calm and safe environment for counselling sessions.

 Emotional Support:
Even the most resilient minds need emotional assistance to work more efficiently, as
they are all too aware. Their experts focus on identifying the client's emotional
requirements and providing vital support.

 Confidentiality:
Their first concern is to protect our clients' privacy. They strongly promise that the
counselling sessions take place in a confidential, private setting.

For all of psychological requirements, turn to Shubha Counselling Services. SCS is a

psychological counselling centre offering services such as individual counselling, child
counselling, family counselling, relationship counselling, couple counselling, sports
counselling, and academic and learning remediation for kids with problems. SCS offers 1:1
counselling services and is situated in Bangalore's Kumaraswamy Layout. Over 2000 people
have received counselling from their exceptional team of psychologists.

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Working hours
Mon - Sat
10:00 AM - 11:30 PM

MISSION:

Their goal is to comprehend, dissect, and simplify the intricate network of psychological,
emotional, and social triggers that influence the thoughts, feelings, and decisions of their

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customers. Their main goal is to assist in managing both in positive and negative emotions
as well as the stress that has become an inevitable part of contemporary living.

They address issues that are becoming more prevalent, such as stress, anxiety, and
depression, and they provide carefully crafted mental health programs that are wholly
devoted to our wellbeing. They provide a variety of counselling services, including sports
counselling, child and adolescent counselling, career counselling, individual counselling,
geriatric counselling, and relationship counselling, among others, to improve the mental
health of our clientele.

They use sophisticated counselling methods that are supported by years of experience.
They use sophisticated counselling methods that are supported by years of experience. Their
methods are intended to delve into the murky corners of the human psyche. Every service
they provide is intended to aid clients in overcoming a variety of mental health challenges.
They have already made a difference in hundreds of lives; therefore, it would be an honor
for them to help us flourish as well.

VISSION:

Them foresee an open, honest world of equal communication where no mental issue is ever
stigmatised or de-prioritized and we strive relentlessly to achieve that vision. They really
believe that there should be more open discussion, sincerity, and openness surrounding
mental health issues. Although they don't profess to be mined readers, they will
unquestionably assist us in improving yourself little by little. Recovery is a continuous
process. A day at a time, one step at a time, it is a lifelong process. And we'll travel the
entire distance with us!

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FOUNDER OF SHUBHA COUNSELLING SERVICES:

Prasanna had long cherished the idea of developing a fair, open, and compassionate
forum for people looking for mental health care. He spent 11 years working in corporate
before deciding to devote his time to providing effective counselling services to those
who are experiencing mental health issues. He decided to pursue a career in career
counselling because of his empathy for human psychology. His decision to launch
Shubha Counselling Services (SCS) in 2018 was motivated by the same philosophy of
assisting individuals in living lives of the highest possible quality.

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His extensive corporate background enables him to nimbly examine the commercial and
staffing issues. He embodies the unwavering spirit of selfless service that has always
distinguished Shubha Counselling’s offerings. SCS does not guarantee overnight
improvements; instead, it emphasises long-term wellbeing and individual awareness.

CORE TEAM:

Prasanna, the founder of SCS, is in charge of our group. Prasanna has always felt
compelled to support others because of his charitable nature. He had always wanted to
assist those in need, and now he is doing it through SCS. He has shifted his focus from
his 11-year career in accounting and finance to providing specialized counselling services
for the benefit of others. His extensive business background enables him to examine the
administration, finance, human resource, accounts, and marketing areas with the utmost
diligence and skill.
Shubha Chittaranjan, co-founder and certified psychologist with a focus on sports and
child psychology, is another essential and really crucial component of this company.
Shubha has a distinguished career as an international swimmer and has participated
actively in competitive sports for more than ten years. As a result, she is acutely sensitive
to the flaws
and mental health problems that affect not just supposedly strong athletes but the entire
population. As a result, she concentrates on boosting the mental fortitude of those who
are emotionally and mentally weak, making them more resilient to life's adversities. In
addition to having won several gold at numerous national and international tournaments,
Shubha has a keen understanding of her patients' thoughts and an endearing,
approachable air that makes her clients love her.

COUNSELLING SERVICES PROVIDE:

1. COVID COUNSELLING:

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The Covid-19 worldwide epidemic and its wide-ranging effects have changed our lives in
unexpected ways. Larger populations are expected to experience significant mental strain
due to the pandemic's prolonged, complex, and unknown outcome. At SCS, they are
cognizant of the need to address the major public mental health challenges now plaguing
our community. Since the pandemic began, the demand for mental health services has
grown more urgent because of the social isolation and paralysing uncertainty that
resulted, which has increased the incidence of mental health conditions like anxiety,
depression, traumatic stress, and more.

A significant challenge is the rising incidence of mental health disorders in the general
population, particularly among the elderly, children, migrant workers, and healthcare
professionals in addition to people with COVID-19 infection.

 Feeling anxious or overwhelmed

 Having frenzied thoughts
 Sadness, weepiness, and a lack of interest in previously enjoyed activities
 Physical symptoms including a faster heartbeat, upset stomach, exhaustion, or other
unpleasant sensations

 Anger, impatience, or frustration; agitation or restlessness; a sense of helplessness

Trouble concentrating or sleeping.

 Using a digital platform to enable secure, encrypted, audio-video conferencing as a

way to communicate with the client in real time, such as Tele-Behavioural Health
or distance counselling.

 Anxiety & Stress Management: By enabling our customers to express their

anxieties and examining the causes, we may assist them come up with solutions.

 Post-Covid-19 mental health care, which involves helping our clients who have
recovered from the infection but who still experience emotional, psychological, and
mental effects like stress, depression, and anxiety. Assisting our clients to come to
terms with the current situation and offering directives for healthy and
precautionary measures.

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 Encouraging clients to adopt various lifestyle-related measures and self-care

techniques in order to manage with mental health difficulties.

2. INDIVIDUAL COUNSELLING:
Individual counselling is a procedure where a licenced counsellor works one-on-one with
a client to help them examine and address their personal feelings, beliefs, or behaviours
in a secure and caring environment. This approach will help them understand themselves
and others better. Through one-on-one counselling, clients can pinpoint personal
objectives, set them, and work toward changing parts of their lives.

The root causes for these emotional and mental setbacks can be traced in a number of
reasons as listed below:

 Childhood trauma, abuse, or neglect

 Loneliness brought on by social exclusion or prejudice
 Poverty or debt
 Bereavement; severe long-term stress
 Having a chronic physical health condition  Unemployment or losing your work.

 Genetics, possibility of a certain underlying mental illness that runs in the family

 Insomnia (not getting enough sleep), not maintaining a balanced diet, or

consuming bad food are all environmental factors, such as pollution.

 Abusing drugs and alcohol can lead to mental illnesses or make them worse.

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Individual counselling with a qualified therapist can assist in giving instructions to people
on how to transform their lives for the better. They aid in determining the underlying causes
of symptoms and offer techniques for changing unwelcome thoughts and habits.
Interventions in therapy can help patients develop the skills they need to better control their
symptoms, feel less stressed, and live better overall.

Individual Counselling at SCS:

 Anger, stress and anxiety

 Concerns with eating habits
 Marital problems,
 Relationship- and stress-related issues
 Substance abuse, alcoholism, history of abuse
 Family problems involving strife between relatives or among immediate
family members
 Insomnia, sexual orientation, and gender identity

3. RELATIONSHIP COUNSELLING:

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The need for relationship counselling, also known as couple counselling, emerges when
couples are unable to resolve their relationship problems on their own. A therapist's
intervention can assist couples in gaining a glimpse of their relationship's bigger picture.
They may be distracted from the unimportant problems that are currently affecting their
relationship with the help of this kind of couple therapy. At SCS, we work to provide the
troubled couples with a secure environment where they may examine their patterns of
conduct toward one another and offer tips on how to be more mindful of their choices.

4. FAMILY COUNSELLING:

Family counselling addresses a problem that has an impact on the entire family. It affects
the whole family, not just couples. The family may be going through what they see as
"trouble," which could be influencing how they interact with one another. The therapist
works methodically with the family structure to assist them in adjusting to various
changes in family dynamics and more.

Benefits of getting counseled at Shubha Counselling Services:

 They’ve improved communication between couples

 They design strategies to repair the breaks & dents in a relationship
 They create a space of honesty and non-judgment to heal relationships
 They help couples identify the causes of conflict and rectify themselves
 They create the right mindset for a healthy relationship and long-term
commitments

 They help couples manage expectations

 They offer resolutions for troubled partnership
 They help in boundary setting
 They help identify unmet and met needs

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5. CORPORATE COUNSELLING:
An employee may encounter a variety of difficulties and worries when working in a
professional setting. These may worsen if left unattended, which could affect the person's
productivity and efficiency and, in turn, the performance of the firm. Counselling at work
is the most effective remedy for this.

Employees may be offered a variety of counselling services, including the following:

I. Directive Counselling

II. Non-directive Counselling

III. Participative Counselling

IV. Disciplinary Counselling

V. Personal Counselling

Why is workplace counselling necessary?

 It is cost-effective because it eliminates the need to hire and train new staff.
 It bridges the gap between employers and employees
 It helps them work in smooth coordination.

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 It boosts the process of decision-making.

 It provides an alternative perspective.
 It helps motivate employees and bring down absenteeism, resignations, and
even terminations of employees.

6. HEALTHCARE COUNSELLING:
Healthcare counsellors are experts that form a close relationship with patients in order to
investigate the psychological effects of a condition and assist the patient in acquiring
coping mechanisms. While a doctor can start the body's healing process, a healthcare
counsellor can help the patient feel at ease and relaxed both throughout and after the
healing process. Positively viewing a sickness can do wonders, even speeding up the
recovery process. Healthcare counsellors can assist patients in making the best of their
illnesses and improving their overall well-being.

How do healthcare counsellors from SCS help?

At SCS, their goal is to promote a patient's complete recuperation. While the doctor
works to improve the patient' physical condition, we try to soothe the patient's agitated

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mind and plan strategies for helping the patient recover without experiencing mental or
emotional lows. The following are some ways in which our qualified counsellors can
assist:

 Their counsellors will help to manage fears and apprehensions related to

treatment in a better way

 Their counsellors will inculcate a positive mind-set in the patient towards

disease and treatment

 Their counsellors will devise new coping skills for patients

 Their counsellors will guide patients to stay relaxed despite being diseased
 Their counsellors try to divert the patient’s attitude and attention towards
creative things of life

 Their counsellors help a patient or healthcare staffs release pent up feelings

 Their counsellors will make the patient’s family beat their stress  Their
counsellors make the healing process easy for the patient

7. REMEDIAL COUNSELLING:

The development of the core academic abilities of reading, spelling, writing, math,
comprehending, and reasoning are the main objectives of remedial counselling. To
identify areas where a student is experiencing difficulty and to ascertain whether these
challenges are caused by any underlying physical or neurological concerns, it often
entails the cooperation of other educators and the analysis of data. In the process,

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remedial techniques are frequently employed to correct any conceptual misconceptions

right away.

The need for Remedial Counselling:

These people are gradually challenged by the community's orthodox notions of normalcy
as a result of their failure to fit in, and as a result, they are classified as abnormal or
delinquent. Perceptions and ideas about what qualify as "abnormality" are influenced by
the frame of reference created by societal norms, individuals, and families in accordance
with the structure of a particular society.

A person could be viewed as normal in one frame of reference and mentally ill in another.
Another factor could be students who had a gap in their education and were less
competent in essential subjects because they frequently moved or missed a lot of school
due to illness.

The sessions further make use of one-on-one instruction, small group instruction, written
work, verbal work and computer-based work. Their counselling sessions primarily
focuses upon studying, analysing and improving various aspects such as

 The development of functional academic skills

 The development of fine motor abilities
 The development of language and vocabulary skills
 The development of functioning social and behavioural skills.

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8. CAREER COUNSELLING:
A career counsellor will provide integrated sessions, tests, and guidance as part of the
career counselling process. It is intended to aid clients in identifying and considering
possibilities while making sound professional decisions, as well as in managing job
changes, providing instructions for lifetime learning for a progressive career path, and
handling other career-related concerns.

Through a variety of aptitude tests and assessments, career counsellors are qualified
professionals who evaluate their clients' aptitude, personality, interests, and other
characteristics. The finest career option from among all the accessible and pertinent
possibilities is then suggested using the results of this examination. Through career
counselling, a client has access to the tools and expertise a professional counsellor
possesses.

Importance of Career Counselling:

 As career prospects and possibilities have grown, competition has increased,

particularly in fields where a certain skill set and knowledge are needed.

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 It is now more crucial than ever to be well-informed about the different job
options and to pursue the ones that interest you.
 The information given to students by career counsellors can aid them in making
the best decisions in regards to their studies or careers and in exploring potential
choices.

 There have been numerous reports of mental and emotional health problems
among students and learning individuals that may have resulted from confusion,
frustration, and anxiety due to intense competition in the job industry.

 Students are exposed to all possibilities in the various career fields through career
counsellors.

The methods and points of discussions in career counselling mainly comprises of:

 The education and training needed for various careers

 The potential financial prospects of various careers
 The room for mobility or opportunities for change or advancement in a particular
career
 The necessary skills/education for a desired career
 The analysis of specific skills or talents and in which careers they may be useful.

Additionally, career counselling can help students and others in need in a number of
ways, including:

 Enhancing students' ability to solve problems

 Empowering them to find answers to their own career-related questions

 Improving their communication, patience, and listening abilities

Career Counselling at Shubha Counselling Services

Experts in career counselling introduce approaches in individualized sessions while

working side by side with clients in a methodical framework. The interests of the clients

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are best served during these sessions. Their techniques and sessions for efficient career
counselling include:

 Using communication to establish a therapeutic connection

 Assessing aptitude for academic, personality, and career purposes
 Setting and outlining goals
 Creating an action plan
 Using technological tools and comprehending the job market
 Keeping up with career alternatives

8. SPORTS COUNSELLING:
Any person needs a sound mind and an even stronger intellect to be able to persevere in
the face of difficulty and perform at their best in any endeavour. Through extended
interactions with our professionals and efforts to address any stress-inducing issues, SCS
encourages understanding and analysis of the basics that support the mental wellbeing of
athletes. Their fundamental idea is that the way one thinks determines how effective an
athlete may be in their particular sport. This in turn affects how each practise and
competition start.

The importance of Sports counselling:

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 Just like their body needs time to recover from wear and tear, their mind too needs
breaks from intense pressures coming from many directions.
 Working with professional athletes requires a therapist to comprehend, priorities, and
analyze their issues on various personal and professional fronts that have an impact on
their performance.
 Student-athletes who are not only physically able to be exceptional athletes but also
emotionally mature to participate successfully and retain a good academic standing are
in high demand by acclaimed colleges and prestigious institutions.

How does SCS Sports counselling benefit?

 Concentrating on techniques that are especially designed to improve athletes'

psychological, emotional, and mental health in order to better prepare them for
obstacles both on and off the field.
 Determining and evaluating psychological and social factors that have an impact on a
player's conduct and output both on and off the field.

 Providing a private, judgment-free environment in which to discuss any problem

 Sincere one-on-one conversations with mental health professionals that address
worries and promote constructive self-talk

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 Providing athletes with the tools they need to deal with setbacks, injuries, and mental
stress
 Using cognitive restructuring to spot and change negative thinking
 Holding group workshops and gathering feedback on topics including mental skills
development and self-analysis of performance.
 Offering counsel and direction to coaches to promote comradery and communication
within the group as motivators for improved teamwork

Challenges in HR
HR's Challenges in COVID-19 Pandemic Era

Every business and employment role is bound to face difficulties. HR's problems exemplify
this, making it one of the most demanding corporate professions. It is, however, necessary
because it gives us with the incentive to learn more and improve our skills.
Every day, HR professionals encounter new challenges that help them grow as professionals.
These can include things like business policies, employee grievances, and new employees.
However, among these countless challenges, some HR issues stand out more than others.
These issues might be viewed as fundamentals that every person working in this sector must
master. After all, the human resource department plays a critical role in a company's success.
This is because they are in control of the company's most important asset: its employees.

HR Problems and How to Solve Them

1) Rules and Regulations:

Compliance with government regulations is one of a human resource professional's
main objectives. Change is the one constant in today's dynamic corporate world. As a
result, a business must comply with it completely.
As a result, you must constantly adhere to these guidelines and guarantee that the rest of
the firm does as well. Failure to comply might result in significant fines and penalties. It
will not only add to the company's expenses, but it will also damage its reputation. This
will have an impact on future hiring and retention.

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Approach: To do so, all HR teams must regularly consult the governing business rules in their
respective nations. In this way, each country is unique. For example, if you live in the United
States, you should constantly consult the US Department of Labor for the most up-to-date
regulations.

2) Hiring:
When it comes to human resources, one of the first things that comes to mind is hiring.
Though not the only one, it is unquestionably an important component of the job. The
success of a firm is heavily reliant on its staff.
As a result, if you want to hire the finest, having the best hiring practises in the labour
market in place is vital. When doing so, one should not solely focus on competence.
Cultural fit, employee persona, and career objectives are just a few of the many
elements that an HR practitioner must evaluate.

Approach: Many things should be checked by the recruiting staff in order to discover the ideal
hire. Skills exams, previous work experience, candidates' future aspirations, and employee
personas are just a few examples. Recruitment tools are a big assistance when it comes to
putting these things in place.
Because of the fast-paced nature of business, it's not uncommon for HR departments to enlist
the help of a third party. These third parties are staffing experts who put temporary or
permanent hires in businesses as needed.

3) Changes in Company Rules:

Change is never easy, but it is unavoidable in the business world. To stay afloat, a
corporation must adapt, which entails making changes. It's realistic to suppose that the
workforce will not enthusiastically embrace all of these changes.
These changes can lead to workplace discrimination, new job problems, a shift in team
relationships, and other issues. As a result, the HR team must ensure that these
regulatory changes are smoothly implemented at these times.

Approach: You must be transparent about your company's policies in order to cope with this
HR issue. It is best to put new rules through a trial period with a grace period rather than

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implementing them all at once. It will make things go more smoothly at work. It will also give
them sufficient time to adjust to the changes.
Also, underline the advantages of the transition and how a change in the way the firm operates
can benefit the personnel.

4) Employee Training:
Employee training and development programmes are a crucial part of workforce
grooming. Training is important because it saves money by reducing the cost of
recruiting new specialists for each new role that occurs. It also helps to boost employee
motivation.
The most common problem with this feature is a lack of resources for training team
members. As a result, selecting the appropriate course and instructor to train a
workforce is crucial. Failure to do so will result in money being squandered and no
results.

Approach: One of the simplest ways to tackle this HR issue is to implement a mentorship
programme for seniors and juniors. It operates by having senior executives advise junior
executives, which has two advantages.
First, by coaching juniors, top leaders can strengthen their communication skills. This will help
determine their leadership style and talents in the future. Second, juniors are mentored by
industry specialists at a low cost with minimal out-of-pocket expenses.

5) Compensation:
Compensation is one of the most commonly asked questions of HR professionals. It is,
nonetheless, an important aspect of keeping an employee pleased. Here, one must be
careful to keep an employee motivated while also keeping payroll expenditures under
control. You must exercise tremendous caution in this situation.

Approach: Salary isn't the only factor in compensation. Instead, you can create a variety of
staff recognition and reward programmes. It will compensate for your employee's hard work
without causing a continuous increase in salary.

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It's because incorporating a rewards programme doesn't need increasing a worker's normal
compensation. Rather, it's a token of employee gratitude for a job well done. As a result, it will
motivate your employees while also increasing employee engagement.

6) Employee Retention:
The challenge of staff retention is the last item on our agenda today. It's a serious issue
because retaining a worker is just as difficult as hiring one. Employees now have a
plethora of possibilities thanks to today's diverse career options.
It indicates that if you don't treat them nicely, you have a lot of other possibilities. It is
for this reason that staff attrition is becoming a serious threat to businesses all over the
world. This turnover not only degrades the working atmosphere and decreases
productivity, but it also raises costs.

Approach: The first few days of onboarding are critical in terms of retention since, as the
saying goes, the first impression is the last. According to a study, new workers who go through
adequate onboarding procedures are 58 percent more likely to stay for three years than those
who don't.
As a result, it is critical to follow proper procedures during the initial few days of employment.
A defined plan, proper job description, designating playbook with assignments, mentor
matching, and feedback are all examples of this.

HR Challenges That Managers Are Facing Due To The COVID-19

COVID-19 has presented HR professionals with issues they had not anticipated. The economy
has been crushed by uncertainty, employees are under stress, and HR experts are doing their
best to keep things in perspective and coordinated. Is it, however, as simple as it appears?
As a result of the dramatic shift in work culture, HR is confronted with new challenges. The
top concerns for HR professionals are now crisis response and employee motivation, as well as
providing proper communication channels and tools for remote work.

1) Mental Health and Wellbeing:

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Employee health and happiness suffered as a result of the abrupt shift in work culture. It is not
a new news that stress, anxiety, and other mental health concerns exist.
Organizations have historically adopted wellness programmes and given employees with
security, health benefits, and flexibility to help them overcome health challenges. The sudden
breakout of COVID-19, on the other hand, has brought the employees' mental health problems
to the fore.

When your employees work in an office setting, you get a better sense of their pulse and
sensitivity, which can help you deal with problems more effectively. However, communication
routes have been considerably harmed as a result of people working from home, resulting in a
major loss of productivity.

When your employees work in an office setting, you get a better sense of their pulse and
sensitivity, which helps you deal with problems more effectively. However, as more employees
work from home, communication lines have been severely harmed, leaving supervisors
unaware or unconcerned. In a recent

2) Managing Remote Work:

The shift to a remote work culture isn't as simple as it appears. Before the COVID-19 outbreak,
only about half of all businesses had a remote work programme. Furthermore, remote working
was discouraged by banks, regulated sectors, and many financial services firms. Almost all of
them are now hurrying to develop solutions for remote work.

This has resulted in a slew of previously unknown issues. HR managers are attempting to
create seamless channels and methods in order to address the issues it presents. Strategies are
no longer developed on a regular basis or in advance, but rather in real time. The emphasis has
changed away from employee productivity and engagement and toward fast answers and
diagnosis.

To provide staff with the necessary tools and to obtain real-time updates from them on a
regular basis in order to untangle the complexities and provide help. Here's a podcast from

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Shashi Kalyanpur, a thought leader and mental coach, on 'Managing mental health of
employees working from home.

3) Lack of Agility:
One of the biggest reasons HR departments underperform is their lack of agility. Many HR
departments were not designed to be adaptable. And HR professionals are affected significantly
as a result of this. In this situation, it's critical to react promptly and move quickly. Before any
action can be performed, however, a number of approvals must be obtained. This slows down
the process of acquiring information and responding quickly to a crisis.

As a result, becoming more flexible in their approach and re-prioritizing business goals, as well
as good communication and alignment among middle management and leaders, are now
essential.

4) Employee Communication:
Another important difficulty that is high on the priority list is communication. Communication
is a crucial issue that must be considered regardless of whether the workforce is working
remotely or not.

It is impossible to manage a staff without effective communication channels. The COVID-19

problem, for example, kept HR professionals on their toes. It kept them on the lookout for the
ideal remote working tools to fit their working style. Though solutions like Zoom or Slack are
frequently utilised to fulfil the demands of the workforce, getting everyone on the same page is
far from sufficient.

SWOT ANALYSIS

STRENGTHS:

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1. Counselors are skilled listeners who have been taught how to elicit personal information
from complete strangers.

2. When a counsellor demonstrates empathy, they show consideration and respect for the
client's experiences, feelings, and ideas.

3. Counselors must update their understanding of the most recent theories of human
behavior as the corpus of information continues to expand.

4. Using the client's comments, counsellors can improve their approach and make it more
suitable for each person who seeks their assistance.

5. A sincere desire to learn about others

6. Ability to establish trust in the therapeutic interaction

7. Being open to and accepting of criticism is a quality that makes counsellors strong.

WEAKNESS:

1. The client must wish to assist themselves, first. Although the therapist can provide
motivation, the client must put in the effort.

2. Fixing the issues is difficult.

3. Must be able to deal with worries that might momentarily make them worse.

4. Professionalism deficit Therapists' ability to uphold the proper working framework is

constrained by a lack of sufficient professional knowledge, personal characteristics, and
experiences.

OPPORTUNITIES:
1. Aids in the successful problem-solving of the workforce
2. The ability of employees to resolve issues
3. Decision-making assistance
4. Assisting the individual in comprehending and assisting themselves
5. Recognize the circumstances and approach them from a fresh angle and with optimism.

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THREATS:
1. There are possible risks to the counselor's bodily and emotional well-being because of the
closeness and serious nature of the counselor-patient interaction.

2. Counselors and therapists run the risk of losing interest in their area of work if they fail to
take the risks mentioned above and succumb to stress, overwork, or uneasy relationships
with patients.

3. Before opting to assist someone, one must keep in mind to set aside personal opinions
and biases.

4. The solitude of working one-on-one with patients can become unpleasant, and
maintaining private and close relationships.

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CHAPTER – 4
CONCEPTUAL FARMWORK

What is a conceptual framework?

A conceptual framework typically involves the creation of a visual diagram that shows the
connection and interrelation of different variables. This framework assists the researcher in
drawing logical conclusions from the available data and tests the causal relationships that exist
between different types of variables. The conceptual framework explains the project's purpose
and the question it seeks to answer. Professionals in the finance or education sector may use
this framework to create models that show the interrelation of different problems within their
industries. The conceptual framework acts as a map that guides the researcher's actions.

How to Make a Conceptual Framework?

Researchers may use different models and tools to show their theories, experiments, and
conclusions. A conceptual framework allows them to show the connection between different
research points. Understanding this framework may improve your research skills and help you
learn about ways you can present your research findings.

1. Select a topic:

Consider your area of expertise, specialization, interests, and personal goals when selecting a
topic. You may outline a list of possible topics before making a final selection. Analyze your
available resources and ensure they're sufficient for the project. If you're working with a short
deadline, consider choosing topics that may be less cumbersome. You may also consider the
opinions of your mentors and colleagues when choosing a topic to ensure that you make an
appropriate decision.

2. Create a research question:

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Analyze the topic, and conduct significant research to gain a deep understanding of the subject.
By doing more research, you can identify the challenges within the subject. Highlight questions
during your study, as they may form part of the research problem. Ensure that the question is
specific, clear, and understandable. The research question forms the project's foundation and
guides the studies, surveys, and investigations you may conduct.

3. Identify the variables:

While reviewing the available literature and material, identify the variables essential to the
study. These studies may explicitly state the variables or may require you to check them
yourself. There may be independent and dependent variables in the research study. An
independent variable is one you can manipulate, as it's unaffected by the changes in other
variables.

A dependable variable relies on other variables, and its value may change in response to theirs.
There may be numerous variables in the research materials, but it's important that you select
the essential ones. Too many variables might make the conceptual framework confusing.

4. Outline the relationships:

After selecting your variables, study their relationships with one another. Using the available
literature and academic material, define the connections and similarities between the different
variables. You may emphasize causal relationships that may form part of the conclusion. This
step is crucial in creating your conceptual framework, so it's essential that you analyze the
variables correctly. You may use visual maps and other tools to show the relations between
different theories, variables, and factors of the research problem. Statistical analysis may be
essential in proving these interrelations.

5. Design the framework:

List your variables and their interrelations before you design the conceptual framework. Refer
to your research problem or thesis statement to help ensure that your framework is relevant to
the theme of your project. Select an illustration theme for your conceptual framework. These
themes may differ based on the research project's content and goal. For example, the

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quantitative research model uses arrows and linear illustrations to show the connections
between variables.

Conceptual vs. theoretical framework

The theoretical framework broadly describes the relationship between significant theories to an
idea or research problem. It involves outlining the materials and theories that affirm your
research conclusion. Unlike the theoretical framework, the conceptual framework is more
specific, as it shows the variables relating to the project and provides a clear outline of the
researcher's steps.
Researchers typically use the theoretical framework for quantitative research projects and the
conceptual framework for qualitative projects. The theoretical framework focuses on the
historical aspect of the research problem. Both theories aid individuals in understanding a
thesis and forming conclusions, and they help in making the research results more reliable.

Focus of the Framework

The human resources management framework can be described as:

a) staff-centered

b) strategic

c) results-based.

It provides the conceptual basis for the relationship between excellent organization results and
human resources management function that is staff-centered.

The strategic role of nhuman resources management, that is, those functions that help to
maximize existing and future human resource capacity to meet organizational goals. The
framework suggests that those human resources management functions best able to influence
staff performance and organizational results should be closely aligned under the rubric of talent
management and should focus on building individual staff member competencies, assigning,
developing and retaining talent.

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Finally, the framework updates the principles and outcomes associated with human resources
management functions. The addition of outcomes and indicators is intended to promote the
active participation of the human resources management function in policy, planning and
strategic change management decisions in organizational contexts where results-orientation is
important.

1. Organizational Context: Begin by understanding the unique characteristics, goals, and values of
Shubha Counselling Service. Consider factors such as its size, structure, culture, and the nature
of its services. This contextual understanding will influence the design and implementation of
the performance management system.

2. Performance Expectations and Goal Alignment: Identify the key performance expectations for
different roles within the organization. These expectations should be clearly defined, aligned
with the organization's mission, and communicated effectively to employees. Ensure that
performance goals are specific, measurable, achievable, relevant, and time-bound.

3. Employee Engagement and Participation: Engage employees in the performance management

process by involving them in goal-setting, soliciting their input, and encouraging open
communication. Create a supportive and inclusive environment where employees feel
empowered and motivated to actively participate in the process.

4. Managerial Capabilities: Assess the managerial skills and capabilities within Shubha
Counselling Service. Provide training and development programs to enhance managers'
abilities to provide feedback, coach employees, and conduct fair evaluations. Support managers
in effectively utilizing the performance management system.

5. Performance Measurement and Evaluation: Establish a performance measurement framework

that includes both qualitative and quantitative metrics relevant to the counseling service
domain. Develop evaluation methods that ensure fairness, objectivity, and accuracy in

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assessing employee performance. Consider utilizing self-assessments, peer feedback, and client
feedback, if applicable.
6. Feedback and Development: Emphasize the importance of ongoing feedback and coaching as
part of the performance management system. Encourage regular discussions between managers
and employees to provide constructive feedback, identify areas for improvement, and support
employee development. Focus on strengths-based approaches to foster growth and motivation.

7. Recognition and Rewards: Implement a recognition and rewards system that acknowledges and
reinforces high performance and contributions to Shubha Counselling Service's goals. Ensure
that rewards are aligned with the organization's values and promote a positive work
environment. Consider both monetary and non-monetary forms of recognition.

8. Continuous Improvement and Evaluation: Regularly review and assess the effectiveness of the
performance management system at Shubha Counselling Service. Seek feedback from
employees, managers, and other stakeholders to identify areas for improvement. Adapt the
system as needed to address challenges and changing organizational needs.

It's important to note that the specific challenges faced by Shubha Counselling Service may
differ based on its unique circumstances.

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1. Alignment with organizational goals: One of the key challenges in recruitment and selection
is ensuring that the process is aligned with the organization's strategic goals and objectives. HR
professionals need to understand the organization's vision and mission to identify the required
competencies and skills for each position accurately.

2. Job analysis and description: Conducting a thorough job analysis and developing
comprehensive job descriptions is vital for effective recruitment and selection. Challenges may
arise when the job requirements are not clearly defined or when there is a lack of
communication between HR and the hiring managers, leading to discrepancies in candidate
evaluation.

3. Attracting suitable candidates: Recruiting and attracting high-quality candidates who possess
the necessary skills, qualifications, and cultural fit can be challenging. The organization may
face difficulties in reaching the right talent pool, particularly for niche positions or in highly
competitive industries.

4. Candidate evaluation and selection methods: Selecting the most suitable candidate from a
pool of applicants requires robust evaluation methods. Challenges can arise when the selection
criteria are not well-defined or when biases, such as unconscious bias or halo effect, influence
the decision-making process.

5. Internal and external factors: The recruitment and selection process can be influenced by
various internal and external factors. Internal factors include organizational policies, budget
constraints, and the availability of resources. External factors, such as labor market conditions
and competition from other employers, can impact the recruitment and selection process as
well.

6. Legal and ethical considerations: Compliance with legal and ethical standards is crucial
throughout the recruitment and selection process. Organizations need to ensure fairness, equal

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opportunity, and non-discrimination in their practices, which can pose challenges in managing
diversity, preventing bias, and adhering to legal requirements.

7. Evaluation of recruitment and selection effectiveness: Assessing the effectiveness of the

recruitment and selection process is essential to identify areas for improvement. Challenges
may arise when organizations lack the necessary data or metrics to evaluate the success of their
recruitment and selection efforts accurately.

These are some types of training and development often available to employees:

 Management training

 Sales training

 New employee training

 Mentoring programs

 Apprenticeships

What is Training and Development?

Studies show that organizations engaged in employee development see increased sales and
doubled profits double compared to organizations not committed to employee engagement.
Dedicated training and development fosters employee engagement, and a more efficient,
competitive, and engaged workforce is critical to your company’s financial performance.
Employees will stay longer when a company invests in career development. Training and
development helps companies gain and retain top talent, increase job satisfaction and morale,
improve productivity and earn more profit. Additionally, businesses that have actively
interested and dedicated employees see 41 percent lower absenteeism rates, and 17 percent
higher productivity.

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What are the Benefits of Training and Development?

Catering to busy working adults who have limited time for school, OU’s online MAHR
prepares graduates to lead HR teams in implementing and executing policies that promote
employee responsibility, production, satisfaction and retention, as well as programs that engage
employees through consistent training and development. They will know the benefits of
training and development – the top 5 of which are outlined below – in helping their companies
reach their strategic goals.

1. Retains Employees:

Retention is a major challenge for employers but retaining strong workers can be achieved
through career development. In fact, training and development has become so centralized
within businesses that it is often used as a competitive advantage when hiring..

2. Develops Future Leaders:

Targeting employees with the skills for future leadership can be vital in establishing a business
for growth and evolution. Leadership talent can be acquired through new hires, or HR
professionals can select current employees as managerial candidates. According to the Society
for Human Resources Management (SHRM), having professional development
programs ensures an organization is focused on future business goals by preparing promotable
talent.

3. Empowers Employees:

Leaders who feel empowered within the workplace will be more effective at influencing
employees and gaining their trust. Consequently, those employees will feel a greater sense of
autonomy, value, and confidence within their work. SHRM defines employee autonomy as the
extent to which an employee feels independent and can makes their own decisions about the
work they do.

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4. Boosts Workplace Engagement:

Finding ways to bolster the consistent engagement of employees can diminish boredom in the
workplace, which left unchecked can create feelings of dissatisfaction and negative working
habits. Regular training and development initiatives can prevent workplace idleness and in turn
will help businesses establish regular re-evaluation of their employees, skills and processes.
Furthermore, it will influence company culture by instilling an emphasis on planning and can
prompt company analysis and planning as it requires employers to review existing talent and
evaluate growth and development opportunities internally, rather than via recruitment.

In fact, Forbes measured empowerment and employee engagement in data from over 7,000
employees and found that employees who felt a low level of empowerment were rated with
engagement in the low rankings of the 24th percentile, compared to those who felt a high level
of empowerment and were in the 79th percentile.

5. Builds Workplace Relationships:

Finally, providing opportunities for employees to explore new topics, refine their skills and
expand their knowledge can help your team members bond with each other. During these
training and development sessions, they will tackle new challenges together. They can also lean
on one another for various learning opportunities by collaborating with colleagues who have
specific areas of expertise. Research has shown that peer collaboration is actually their
preferred method of learning. Learning from each other’s strengths not only leads to a more
well-rounded workforce, but those bonds can also improve retention and engagement.

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Performance Appraisal

Performance Appraisal Methods:

There are several techniques for evaluating an employee's performance, which can be divided

into two categories: classic and modern performance appraisal methods.

Performance appraisal methods

Traditional method Modern method

1. Ranking methods 1. Management by objective
2. Paired comparison 2. 360 Degree appraisal
3. Grading method 3. Cost accounting method
4. Forced distribution method 4. Assessment centres
5. Checklist method 5. Behaviourally anchored 6.
Essay method

Implemented performance appraisal methods used by the organizations for effective

performance appraisals:

1. Management by Objective (MBO):

MBO is less time-consuming because it does not include feedbacks. Rather, management by
objective focuses on the employee's self-introspection because the employee is well aware of

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the standards that are used to evaluate performance. Management by objective is one of the
fair methods of performance reviews because both the employee and the employer are aware
of their goals and deliveries to the firm.

The employee tends to perform better for his or her appraisal and recognition because the goals
are already known to the employee, thus there is no need for frequent feedback. This strategy
eliminates the need for further effort.

2. 360-Degree Feedback Method:

This approach of performance evaluation is ideal for startups because it entails gathering input
from everyone who interacts with the employee during the course of their work. These
individuals could be customers, friends, or the employee's managers. Collecting feedback and
data provides a clear picture of an employee's personality qualities and attitude toward the job.

This method is time-consuming, but it provides the employee's total performance card, and the
data obtained allows management to arrange the employee's career growth accordingly. This
practise benefits both the person and the organisation since continuous feedback allows the
employee and his work style to be better understood, allowing them to progress. This strategy
has the advantage of being cost-effective and providing a clear picture of employee
performance.

3. Assessment Centered Method:

This type of evaluation is mostly used by the organisation to assess managers who will be
dealing with their subordinates. The assessment-based method evaluates the employee in many
settings and analyses their general behaviour, such as acceptability, openness, tolerance for
coworkers and specific conditions, and performance. It contains a variety of business games,
such as huge basket games, to evaluate an employee's performance. As a result, this method is
the most effective for evaluating senior-level staff performance.

4. Behaviourally Anchored Rating Scale Method:

This method has been considered as one of the most effective and precise methods for
evaluating performance. It is a bit pricey performance appraisal approach because it combines
the essay evaluation method with the rating scale method; however, it ensures the greatest

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outcomes. Based on the total performance and conduct evaluation, the individual is assessed as
a good, average, or terrible employee in this technique of performance review. This strategy
involves the human resource department as well, and they are notified about the employee's
behaviour and performance at the same time.

5. Critical Incident Method:

This approach of performance evaluation is extensive and time-consuming, yet it is quite

successful. According to this approach to performance appraisals, the manager records all of
the employee's statements and behaviour and keeps a log of those incidents that are critical or
display the employee's ineffective behaviour, and the employee's performance rating is based
on those recorded incidents after a discussion with the employee. Managers are expected to
keep track of both outstanding and important issues, as well as to make decisions in a fair
manner.

Organizations must choose properly such that it benefits both the employee and the
organisation. The future will be a combination of technology, and the effectiveness of these
performance appraisal methods will be determined by how the company uses technology to
benefit both people and the company.

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CHAPTER – 5
DATA ANALYSIS AND INTERPERTATION

Analysis and interpretation is the process of identifying strengths and weaknesses of a firm by
properly established relationship between two items. It is useful for decision making, there are
number of methods or techniques, which are generally used in analysis of financial services.

MEANING OF THE FOLLOWING TERMS:

Analysis:
It refers to the proper arrangement of data where in the total figures are regroup in to their
distinct or different parts.

Interpretation:
If refers to the comparison of various components and definite conclusion may be drawn about
the earning, capacity, efficiency, profitability, liquidity, solvency and trend etc.
Analysis and interpretation:
It is the process of identifying strength and weakness of firm by properly established
relationship between two items, it useful for decision making.

Data Collection:
Use the chosen research methods to collect data from the selected participants. This may
involve administering surveys, conducting interviews, or observing performance appraisal
sessions. The data collected should be relevant to the research questions or hypotheses.

Data Analysis:

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Analyze the collected data using appropriate statistical or qualitative analysis techniques. This
may involve coding and categorizing qualitative data, performing statistical tests on
quantitative data, or using data visualization methods to identify patterns and trends.

TABLE 5.1
Table Shows Gender Of The Respondents

SL.NO PARTCULAR NO. OF % OF

RESPONSES RESPONSES
1 MALE 26 67%
2 FEMALE 13 33%
TOTAL 39 100%

GRAPH 5.1
Graph shows Gender Of The Respondents

120

100 33%

80
67%
60
13%
40
26%
20

0
NO. OF RESPONSES % OF RESPONSES

MALE FEMALE

DATA AND INTERPRETATION:

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From the above table it shows that the total respondents are 100% in that most of the
respondents are male 26 and female is 13. In the above graph shows the gender that they are
responses male is 67% and female is 33%.

TABLE 5.2
Table Shows Age Of The Respondents

SL.NO PARTICULAR NO OF % OF RESPONSES

RESPONSES
1 LESS THEN 25 22 58%
2 25 - 35 14 37%
3 35 - 45 2 5%
4 ABOVE 45 0 0%
TOTAL 38 100%

GRAPH -5.2

Graph Shows Age Of The Respondents

70

60 LESS THEN 25;

58%
50

40
25 - 35; 37%
NO OF RESPONSES
30
LESS THEN 25; % OF RESPONSES
20 22
25 - 35; 14
10 35 - 45; 5%

0 35 - 45; 2 ABOVE 45; 0%

0
LESS THEN 25 - 35 35 - 45 ABOVE 45
25

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DATA AND INTERPRETATION:

From the above chart it is data and interpreted that the total respondents are 100% in that most
of the respondents are from the age group 22 years with a percentage of 58%, age group 25-35
years is 14 with percentage of 35%, 35-45 years is 2 percentage 5% and no on in the age of
above 45 respondents is 0 percentage is 0%.

TABLE 5.3
Tables Shows The Education Of Respondents

SL.NO PARTICULAR NO OF % OF
RESPONSES RESPONSES
1 UNDERGRADUATE 10 26%
2 GRADUATE 16 42%
3 POST GRADUATE 12 32%
TOTAL 38 100%

GRAPH-5.3

Graph Shows The Education Of Respondents

26%
32%
10
12
UNDERGRADUATE
GRADUATE
POST GRADUATE

16

42%

DATA AND INTERPRETATION:

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From the above chart it is interpreted that most of the respondents are graduate 16 and the
percentage of 42%, undergraduate are 10 with the percentage of 26% and post graduate are 12
with a percentage of 32% second highest responses.

TABLE-5.4

Table Shows Work Experience by Responses

SL.NO PARTICULAR NO OF % OF
RESPONSES RESPONSES
1 Less than 5 years 30 79%
2 5-10 years 6 16%
3 Above 10 years 2 5%
TOTAL 38 100%

GRAPH-5.4

Graph Shows Work Experience by Responses

NO OF RESPONSES
35
78.9473684
30 210526
25
20
15 15.7894736
842105
10 5.26315789
5 473684
0
0.5 1 1.5 2 2.5 3 3.5

DATA AND INTERPRETATION:

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From the above Table and Graph Shows it is interpreted that the total respondents are 100% in
that most of the respondents have a working experience of less than 5 years is 30 percentage
79%, 5-10 years is 6 respondents with percentage 16% and lastly above 10 years is 2
percentage is 5%, majority work experience of respondents is less than 5 years.

TABLE- 5.5

Table Shows Due to overfall office environment can you complete your daily task easily

SL.NO PARTICULAR NO OF RESPONSES % OF

RESPONSES
1 To some extent 5 14%
2 Often 6 16%
3 Mostly 16 43%
4 Always 10 27%
TOTAL 37 100%

GRAPH-5.5

Graph Shows Due to overfall office environment can you complete your daily task easily

DATA AND INTERPRETATION

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The Above Table that Shows respondents are to some extent 5, often 6, mostly 16 and always
is 10. The graph shows some extent 14%, often 16%, mostly 43% and always is 27% in
human resources challenges with regards performance management workplace environment
mostly some response said can complete work easily in their organization.

TABLE-5.6

Table Shows How Would Rate The Effectiveness Of Our Current Performance Management
System In Aligning With Organizational Goal

SL.NO PARTCULAR NO OF RESPONSES % OF RESPONSES

1 Very effective 18 47%
2 Some what effective 8 21%
3 Neutral 8 21%
4 Not very effective 3 8%
5 Not at all effective 1 3%
TOTA 38 100%
L

GRAPH-5.6

Graph Shows How Would Rate The Effectiveness Of Our Current Performance Management
System In Aligning With Organizational Goal

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From the above table shows that the total respondents are 100% in that most of the respondents
say that they receive the call related to counselling regularly, with a percentage of 74.1% and
25.9% respondents say no they do not get call regularly

TABLE-5.7

Table Shows Are Employee Engaged In The Performance Management Process

SL.NO PARTICULAR NO OF % OF
RESPONSES RESPONSES
1 Yes, they are highly engaged 24 63%
2 Yes, but engagement could be improved 7 18%
3 No, there is limited engagement 5 13%
4 Not sure 2 5%
TOTA 38 100%
L

GRAPH-5.7

Graph Shows Are Employee Engaged In The Performance Management Process

Chart Title
60 63%
40
20 24 18%
7 13%
5 5%
0 2

NO OF RESPONSES % OF RESPONSES

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DATA AND INTERPRETATION:

Above Table shows that Yes they are highly engaged is 24 with the percentage of 63%, Yes
but engagement could be improved is 7 respondents percentage is 18%, No there is limited
engagement is 5 percentage is 13% and the percentage of 5% respondents is 2 Not Sure should
be trained on data protection policies and protocols the challenges of organisation can improve
the effectiveness of performance management processes and enable employees to make data
driven decisions that lead to improved performance and business outcomes.

TABLE-5.8

Table Shows How Do You Access The Level Of The Objectively And fairness In The
Performance Management System

SL.NO PARTICULAR NO OF % OF
RESPONSES RESPONSES
1 Very objective and fair 17 46%
2 Somewhat objective and 13 35%
fair
3 Neutral 7 19%
4 Not very objective and fair 0 0%
TOTA 37 100%
L

GRAPH-5.8
Graph Shows How Do You Access The Level Of The Objectively And fairness In The
Performance Management System

Very objective
19% and fair
46% Somewhat objec-
tive and fair
13
35% Neutral
Not very objective
and fair

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DATA AND INTERPRETATION:

The Above Table shows Very objective and fair 17 respondents with percentage of 46%,
Some what objective and fair 13 percentage is 35%, Neutral is 7 percentage is 19% and No
One said that Not very objective and fair is 0% in this most of the respondents agree that
they are very objective and fair about the level of organization and services they are
providing for their employees by performance so the help of gathering feedback from
employees and managers can provide valuable insights for challenges of organization
fairness in the performance management system.

TABLE-5.9
Table Shows How Frequently Do Managers Provide Feedback And Coaching To Employees

SL.NO PARTICULAR NO OF RESPONSES % OF RESPONSES

1 Very frequently 16 43%
2 Moderately frequently 6 16%
3 Occasionally 12 32%
4 Rarely 3 8%
TOTAL 37 100%

GRAPH-5.9
Graph Shows How Frequently Do Managers Provide Feedback And Coaching To Employees

43% 16% 32% 8%

100%
90%
80%
70%
60%
50%
40%
16 6 12 3
30%
20%
10%
0%
Very frequently Moderately Occasionally Rarely
frequently

NO OF RESPONSES % OF RESPONSES

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DATA AND INTERPRETATION:

The above table shows frequently manager can provide feedback and coaching are not, So 16
respondents said that very frequently, moderately frequently 6, occasionally is 12 and rarely is
3. Above graph shows that very frequently is 43%, moderately frequently 16%, occasionally
32% and lastly rarely 8% so most of the responses agree that manager will provide feedback
and good coaching so may depends on the organization’s culture and needs of individual
employees unique requirements of the job approaches.

TABLE-5.10
Table Shows Performance Management System Different Between High Performance,
Average Performance and Low Performance

SL.NO PARTICULAR NO OF RESPONSES % OF RESPONSES

1 Very well 16 43%
2 Moderately well 9 24%
3 Neutral 7 19%
4 Not very well 4 11%
5 Not at all well 1 3%
TOTAL 37 100%

GRAPH-5.10
Graph Shows Performance Management System Different Between High Performance,
Average Performance and Low Performance

50
45 43%
40
35
30
25 24%
20 19%
15
10 16 11%
5 9 7 3%
0 4
0.5 1 1.5 2 2.5 3 3.5 4 4.5 5
1 5.5

NO OF RESPONSES % OF RESPONSES

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DATA AND INTERPRETATION:

The above Table most of the respondents say very well 16, moderately well 9, neutral 7, not
very well 4 and not at all well 1. The Above graph shows very well 43%, moderately well 24%,
neutral 19%, not very well 1% and not at all well 3% it creates decision making, identify
trends, address performance and support employee’s growth it depends on organization’s
performance management capabilities that their job makes positive difference in others life.

CHAPTER – 6
FINDING, CONCLUSION AND SUGGESTION

FINDINGS:

1. Determine the specific skills, qualifications, and experience needed for the role. Identify
the key responsibilities and competencies required to successfully implement and
manage the performance management system.
2. Look within your organization for potential candidates who have the necessary skills
and expertise. They may already be familiar with your company's culture, processes, and
goals, which can be an advantage.
3. Advertise the position externally through job postings on relevant platforms such as job
boards, professional networking sites, and your company's careers page. Clearly outline
the job description, qualifications, and expectations for the role.
4. Leverage your professional network and connections to spread the word about the job
opening. Inform colleagues, industry peers, and professional associations that you are
seeking a resource for performance management.
5. Consider partnering with recruitment agencies specializing in HR or talent management.
They can help you identify and connect with qualified candidates who match your
requirements.
6. Review resumes and conduct interviews to assess candidates' qualifications, experience,
and fit with your organization's culture. Focus on their knowledge of performance
management systems, their ability to analyze data, communicate effectively, and drive
organizational change.
7. Verify candidates' qualifications and experience by contacting their references. This step
helps you gain insights into their past performance and reliability.

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8. Consider conducting skill assessments or exercises to evaluate candidates' abilities to

work with performance data, analyze information, and provide actionable insights.
9. Once you select the right candidate, provide comprehensive onboarding and training on
your organization's performance management system, processes, and expectations. This
will ensure they are equipped to effectively manage the system.

CONCLUSION:

1. The right human resources for implementing and managing a performance management
system is crucial for its success. Advertise externally, utilize networking, or seek
assistance from recruitment agencies, it's important to clearly define your requirements
and thoroughly assess candidates during the screening and interviewing process.
2. Communicate the purpose and expectations of the performance management system to
ensure employees understand how their performance will be assessed and how it aligns
with organizational goals.
3. Provide training to HR professionals responsible for managing the system to enhance
their skills in performance measurement, feedback delivery, and data analysis.
4. Offer continuous support to HR professionals, including regular check-ins, access to
resources, and assistance in addressing challenges or questions.
5. The right human resources for implementing and managing a performance management
system is crucial for its success. Advertise externally, utilize networking, or seek
assistance from recruitment agencies, it's important to clearly define your requirements
and thoroughly assess candidates during the screening and interviewing process.
6. Establish clear performance metrics that are aligned with organizational objectives,
allowing HR professionals to effectively track and measure individual and team
performance.
7. Continuous improvement: Encourage HR professionals to regularly review and refine
the performance management system based on feedback, best practices, and evolving
business needs.
8. Additionally, conducting reference checks and skill assessments can further validate
candidates' qualifications. Once you have selected the ideal candidate, providing

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comprehensive onboarding and training will ensure they are equipped to effectively
manage the performance management system.
9. Train HR professionals on providing constructive feedback and coaching to employees,
helping them identify strengths, areas for improvement, and development opportunities.
10. Stay informed about industry trends, best practices, and legal requirements related to
performance management to ensure compliance and effective implementation.

SUGGESIONS:

1. Improve the understanding of the system, the forms and technology to be applied.
Increase accuracy and reduce common judgment errors. Enhance appraiser`s self
confidence about his rating skills and improve the skill level through practice and
feedback.
2. It is the job of an organization's leadership to foster a favourable culture that allows
managers and their employees to accept performance appraisals. Effective
communication between managers and employees, as well as for the improvement of
the organisation, should be maintained.
3. The problem of unequal standards can be mitigated by ensuring that appraisal criteria
are job-oriented and that performance expectations are communicated to employees
prior to the appraisal review. Keep a strong image management system in place.
4. Discuss company Goals and Mission.

5. Make sure they are listening to you

6. Conduct a small activity so that they are interested in the program.

7. Make them feel comfortable.

8. Ask for employee for feedback on the Induction program.

9. A performance management programme must be implemented in the company for the

development and enhancement of employee performance.

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10. A performance management system improves an employee's ability to perform

effectively. Employees who do not take their responsibilities seriously or are not
reviewed by management through a performance managemant system. A performance
management system improves time management and resource optimization skills.
11. It help appraisers enhance their ability to watch, provide constructive feedback, listen,
support, set goals, and ask appropriate questions.

Employee happiness and comfort at work, as well as meeting their wants and desires, are all
considered to be indicators of employee satisfaction. Employee happiness may also be
dependent on how well a person experiences their job or how fulfilling their working
environment in terms of its relationship with several important factors, such as wellbeing,
stress at work, control at work, working conditions, etc., employee satisfaction may be clearly
recognized. Effective employee happiness for individuals reflects from the emotional sensation
they have about their employment. Employee satisfaction is founded on how the organization
treats them.
.
Despite the diverse perspectives and methods used in workplace counselling, it is still a very
effective tool for managing stress and emotional issues at work. After discussing their issues
with a counsellor, employees will feel greatly relieved because the counsellor will assist them
grasp their issue more clearly. They will discover that the problem is actually solvable if they
have a better knowledge of it. Additionally, with proper information regarding counselling
services, their acceptability will increase, lowering the stigma associated with them. In that
case, more people would be inclined to attend counselling sessions. To earn the public's trust,
counsellors must also receive enough training and be held accountable for their ethical conduct
(integrity, privacy, etc.).

Therefore, it is important to support workplace counselling because when workers are less
stressed, they tend to be more productive, which increases the profitability of the business and
creates a more joyful work environment.

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************************************************************

Annexure-1

NAME: RAGINI.V
REG NO: 20114031000007

1) Gender
(a) Male
(b) Female
(c) Others

2) Age
(a) Less than 25 years
(b) 25-35 years
(c) 35-45 years
(d) Above 45 years

3) Education
(a) Undergraduate
(b) Graduate
(c) Post Graduate

4) Working experience

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(a) Less than 5 years

(b) 5-10 years
(c) Above 10 years

5) Due to overall office environment can you complete your daily tasks easily?
(a) To some extent
(b) Often
(c) Mostly
(d) Always

6) How would you rate the effectiveness of our current performance management system in
aligning with organizational goals?
(a) Very effective
(b) Somewhat effective
(c) Neutral
(d) Not very effective
(e) Not at all effective

7) Are employees actively engaged in the performance management process?

(a) Yes, they are highly engaged
(b) Yes, but engagement could be improved
(c) No, there is limited engagement
(d) Not sure

8) How do you assess the level of objectivity and fairness in the performance management
system?
(a) Very objective and fair
(b) Somewhat objective and fair

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(c) Neutral
(d) Not very objective and fair
(e) Not at all objective and fair

9) How frequently do managers provide feedback and coaching to employees?

(a) Very frequently
(b) Moderately frequently
(c) Occasionally
(d) Rarely

10) How well does the performance management system differentiate between high
performers, average performers, and low performers?
(a) Very well
(b) Moderately well
(c) Neutral
(d) Not very well
(e) Not at all well

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BIBLIOLOGY:

https://www.bing.com/search?
q=suggestions+for+employee+couns
elling&qs=n&form=QBRE&sp=-
1&pq=suggestions+for+employee+counselling&sc=9-
36&sk=&cvid=4FEA4D967D6A44F7B4CCB8AE12A43E9A&gh
sh
=0&ghacc=0&ghpl=&ntref=1#:~:text=%2D%20PM
%20WORKS HOPS-
,pm%2Dworkshops.com/best%2Dtips%2Dfor%2Deffective
%2De mployee%2Dcounseling/,-Was%20this%20helpful

BOOKS:

1. Human Resource Management

2. HR from the Outside In: Six Competencies for the Future of Human Resources
3. The HR Scorecard
4. Victory Through Organization
5. Predictive HR Analytics: Mastering the HR Metric
6. Work Rules!
7. HR Rising!!: From Ownership to Leadership

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MANAGEMENT SYSTEM- A STUDY OF SHUBHA COUNSELLING SERVICE”

8. Belonging at Work: Everyday Actions You Can Take to Cultivate an Inclusive

Organization
9. The Fearless Organization: Creating Psychological Safety in the Workplace for
Learning, Innovation, and Growth

Annexure-2
MBA DISSERTATION PROGRESS REPORT - 1

Sl. No. Particulars

1 Name of the Student RAGINI.V
2 Registration Number 20114031000007

3 Name of College Guide

4 Name and contact no of the
Co-Guide/External
Guide(Corporate)
5 Name and Address of the
Company/Organization where SHUBHA COUNSELLING SERVICES
dissertation undertaken with
Date of starting Dissertation
6 Progress report: A brief note Notified about the approval of the title
reflecting, Number of by the University on
meetings with Guides, places Regularly attending meetings with the
visited, libraries visited, guide through online media.
books referred, meeting with • Internship Dissertation started on .
persons, activities taken up, • Research methodology & review of
preparations done for literature is completed.
collection and analysis of data • Data is collected from Shubha
etc.,) counselling services.

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MANAGEMENT SYSTEM- A STUDY OF SHUBHA COUNSELLING SERVICE”

Date:
Signature of the Candidate Signature of the College
Guide

Annexure- 3
MBA DISSERTATION PROGRESS REPORT- 2

Sl.No. Particulars

1 Name of the Student RAGINI.V

2 Registration Number 20114031000007

3 Name of College Guide

4 Name and contact no of the Co-

Guide/External Guide (Corporate)

5 “HUMAN RESOURCE CHALLENGES WITH

Title of the Dissertation REGARD TO PERFORMANCE MANAGEMENT
SYSTEM- A STUDY OF SHUBHA
COUNSELLING SERVICE’’
6 Name and Address of the
Company/Organizationwhere SHUBHA COUNSELLING SERVICES
dissertation undertaken with Date of
starting Dissertation

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MANAGEMENT SYSTEM- A STUDY OF SHUBHA COUNSELLING SERVICE”

7 Progress report: A brief note • Regularly attending meetings with the guide
reflecting, Number of meetings with through online media. Clarification of doubts
regarding the calculations.
Guides, places visited, libraries • Data is collected from Company.
visited, books referred, meeting with• Currently working on the data interpretation,
presented using tabular form & Pie Charts.
persons, activities taken up,
• Also working on industry profile & company
preparations done for collection and profile.
analysis of data etc.,)

Date:
Signature of the Candidate Signature of the College Guide

Annexure-4
MBA DISSERTATION PROGRESS REPORT- 3

Sl. No. Particulars

1 Name of the Student RAGINI.V
2 Registration Number 20114031000007
3 Name of College Guide
4 Name and contact no of the Co-
Guide/External Guide (Corporate)
5 “HUMAN RESOURCE CHALLENGES
Title of the Dissertation WITH REGARD TO PERFORMANCE
MANAGEMENT SYSTEM- A STUDY
OF SHUBHA COUNSELLING
SERVICE”
6 Name and Address of the
Company/Organization where SHUBHA COUNSELLING SERVICES
dissertation undertaken with Date
of starting Dissertation

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7 Progress report: A brief note • Regularly attending meetings with the

reflecting, Number of meetings guide through online media. Clarification
with Guides, places visited, of doubts regarding the calculations.
libraries visited, books referred, • - Findings, Conclusion and Suggestions.
meeting with persons, activities From the data collected findings was done
taken up, preparations done for and suggestions were done as to how to
collection and analysis of data improve it. Review of dissertation was done
etc.,) by the guide and the corrections were made
again and submitted the final report.
• Also working on industry profile &
company profile.

Date:
Signature of the Candidate Signature of the College Guide

DISSERTATION WORK DIARY

The student is expected to meet the guide at least once a week and carry this copy of the
dissertation work diary.

Date/ Topics Signatur

discussed Progress e of the
Time of Signature
as on students
the of the
date
meeting faculty

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PRINCIPAL :
FACULTY GUIDE:

HOD:
SIGNATURE:

KARNATAKA STATE OPEN UNIVERSITY, MYSORE – 570006 113