Human Resource Management April 2026 Solved Assignment
Description
Human Resource Management | Applicable for April 2026 Examination
Q1. SynergyTech, a fast-growing IT services firm, recently launched a comprehensive job analysis initiative to align its recruitment, training, and performance management practices. The HR team opted to use multiple data collection methods, including interviews, employee-maintained diaries, and technical conferences involving supervisors. Due to time constraints and the technical nature of many roles, there was debate over which methods would provide the most accurate and relevant data. The organization wants to ensure validity and minimize bias while efficiently gathering actionable insights for strategic HR decisions.Apply your understanding of job analysis data collection methods to recommend which combination would best suit SynergyTech’s goals. Justify your choices based on the advantages and limitations of each method, explaining how your approach will enhance the accuracy and organizational relevance of the collected data. (10 Marks)
Ans 1.
Introduction
In a fast-paced, technologically advanced company like SynergyTech, effective job analysis is crucial for aligning human resource practices with changing business needs and required skills. As the company grows, having accurate and unbiased job-related data is essential for making good decisions about hiring, training, and performance evaluations. The methods used to collect job analysis data directly affect the quality, relevance, and usefulness of the information obtained. Given the technical complexity of the roles and the time
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Q2. Infosys, a global leader in IT consulting, has heavily invested in its Human Resource Development (HRD) systems—including the establishment of its Global Education Center (GEC), robust performance management processes, and holistic wellness programs. Despite these efforts, the company saw a spike in attrition among high- potential employees, with exit interviews citing a desire for rapid career growth and frustration with the pace of internal advancement. The leadership team is conflicted: some argue for more aggressive reliance on internal talent pipelines and existing leadership programs, while others advocate for increased external recruitment and radical redesign of HRD policies.Evaluate the strengths and weaknesses of Infosys’s current HRD approach in addressing strategic talent retention challenges. Critique the internal versus external talent development debate and justify improvements to the HRD system that could optimize both engagement and organizational competitiveness. (10 Marks)
Ans 2.
Introduction
Infosys has a long-standing reputation for its robust Human Resource Development (HRD) framework, distinguished by its superior training facilities, systematic performance evaluation processes, and comprehensive employee wellness programs. These systems were established to cultivate enduring organisational capabilities and foster leadership at all levels. Nevertheless, the increasing turnover rate among high-potential employees underscores a significant disparity between the investments made in HRD and the changing career aspirations of employees, especially concerning the pace of professional growth and advancement prospects. This scenario poses a strategic challenge for
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Q3(A). A well-established bank credits its competitive edge to strategic alliances with HR consulting firms, web-based platforms, and robust employee referral programs.
Despite these strengths, the bank seeks to future-proof its hiring model in light of technological disruption, evolving talent expectations, and rising competition for top performers. Senior management requests an innovative strategy to reinforce its employer brand and deepen its talent pool through next-generation recruitment and selection practices.
Design a modern, future-ready recruitment and selection blueprint for the bank that leverages digital platforms, AI-driven assessment tools, and new avenues for talent engagement. (5 Marks)
Ans 3a.
Introduction
In a period characterised by swift technological advancements and evolving workforce demands, the conventional advantages in recruitment are insufficient for maintaining a competitive position. Although the bank has effectively utilised HR consultancies, digital job portals, and employee referral initiatives, the escalating competition for talent and the rise of AI-enabled hiring methods necessitate a more proactive
Q3(B). A large Indian IT services company, grappling with changing business priorities and diverse teams, observes that its traditional annual performance appraisal method fails to provide employees with actionable feedback and development opportunities. The HR head wants to overhaul the system to foster a culture of ongoing improvement, skill enhancement, and greater alignment with organizational strategy. Managers have noted employee disengagement, inconsistent standards, and growing resistance to performance reviews. The company seeks a system that balances objectivity, individual growth, robust goal alignment, and transparent assessment.
Design an innovative, technology-enabled performance management framework for this company that shifts from annual appraisals to a continuous, development-centric approach. (5 Marks)
Ans 3b.
Introduction
In the contemporary, rapidly changing IT services sector, conventional annual performance appraisal systems frequently prove inadequate in accommodating the shifting nature of roles, the prevalence of agile project methodologies, and employees’ increasing demand for continuous feedback. Within a large Indian IT company, which oversees a multitude of teams and frequently alters its strategic objectives, the established appraisal model has, in fact, become a catalyst for employee disengagement rather than a mechanism for professional growth. Employees often view these reviews as retrospective and lacking in objectivity, whereas managers
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