Complete Audit Analysis Goals Of Hr Commerce Essay

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The human resources department plays an vital role in the success of an organization. In different organizations, human resource management may also be referred to as human resources, HR or human resource development. The human resources department within an organization deals employee relations, including determining salaries and wages, hiring staff and establishing employee performance objectives. The policies and procedures in regards to employee relations, which are coordinated by human resources management, are consistent with the overall business goals and objectives of the organization.

Purpose: Some of the overall goals of human resources management are to ensure that all employees perform their duties to promote the goals of the company. Also, human resource is responsible for taking the full advantage of the capabilities of the employees and placing the right persons in the right job positions.






Employee Retention

1). % Decrease in employee turnover against Last year. 2). 10 % improvement in average satisfaction rate against last year.

Introduced Minimum 03 strategies (Non-Monetary) for employee retention before 30.12.2012.

i).Analyze Monthly turnover causes report (Generated from Exit Interviews). ii).Check Industry practices. iii).Initiate Employee Satisfaction Survey. iv).Introduced Career Progression Path. v).Develop Grievance Handling system.

Build employees' competencies through trainings & sessions.

1).75% employees reach desired competence level after training.

1).10 % improvement from current to desire level of trainees. 2). Design comprehensive T.N.A. till 15-02-12. 3.). Conduct 35 trainings in a year. 4). Ensure 100% compliance of Training Calendsar.

1).Analyze current and desired level. 2).Skill Level test. 3).Training Budget.

Develop Transparent Performance Management System

1). 100% employees get Performance based Salary Increments.

1). Ensure Transparent performance Evaluation process.

Introduce Balanced Scorecard. Educate H.O.Ds in objective setting through trainings.

Nurturing Talent

Number of employees internally promoted during the year

OR Ratios between Internal promotions and hiring

Promoted # employees during the year


Ratio promoted # of employees who encouraged the training participation

Personal Development plan

Quality Recruitment & Selection

1).Time to Fill Vacant Positions. 2).90% of new hires achieving 06 month Service.

1).Vacancy fill up time from approved employee requisition form For Replacement: 15 Days. For New Hiring: 30 Days. 2). 98 % of new hires achieved 06 month service.

1). Introduce New recruitment techniques. ii) 10 % through Advertisement in Print Media. iii) 50 % through Networking. iv) 10 % through Institutions. V).30 % Through employment websites. 2). Introduced Competency based recruitment & Selection.


Develop all HR Policies and Procedures at group level and where required ar divisional level.

Developing position profiles for CEOs, Directors and HODs which includes whole responsibilities, required competencies, authority matrix and decision making impact/level.

Rejuvenate the Four Brothers Group's culture by developing clarity about all elements give birth to organizational culture.

Develop Strategic Planning Committee to develop company wise and Group wide annual objectives and business level strategies before the start of next financial year to impart the vision in all HODs for the annual objectives of all functional units.

Restructure the Reward Strategy for all monetary and non monetary benefits by making it market competitive within current allocated budget to attract and retain the best talent.

To improve organizational communication for performance reviews, feedback, strategic reviews and un conflicting culture.

Harmonize all HR functions around competency framework by develop the competencies dictionary for group level competencies and enlisting required competencies for every position in Four Brothers Group.


Strategy formulation is the process of choosing the most accurate course of action for the understanding of organizational goals and objectives and thereby achieving the organizational vision. The process of strategy formulation at Four Brothers Group basically involves six main steps. Though these steps do not follow a firm sequential order, however these steps are very rational and are very easy to follow in this order.

Setting Organizations' objectives:

The key factor of any strategy statement is to set the long-term objectives of the organization. It is said that strategy is generally a way for realization of organizational objectives. Objectives stress the state of being there whereas Strategy stresses upon the process of reaching there. Strategy comprises of the fixation of objectives as well the standard to be used to realize those objectives. Thus, strategy is a wider word which believes in the method of deployment of resources to achieve the objectives of the organization.

While setting the organizational objectives, it is necessary that the factors which influence the selection of objectives must be evaluated before the selection of objectives. Once the objectives and the factors manipulating strategic decisions have been determined, it is easy to take strategic decisions.

Evaluating the Organizational Environment:

The next step of strategy formulation is to evaluate the general economic and industrial environment in which the organization is working. This includes a analysis of the organizations competitive position. It is necessary to carry out a qualitative and quantitative review of an organizations existing product line. The basic purpose of such a review is to make sure the factors important for competitive success in the market can be exposed so that the management can identify the company strengths and weaknesses as well as the strength and weakness of its competitors.

After identifying company strengths and weaknesses, an organization must keep a way of competitors' moves and actions so as to discover possible opportunities of threats to its market or supply sources.

Setting Quantitative Targets:

In this step, organizations sensibly fix the quantitative target values for some of the organizational objectives. The idea behind this is to compare with long term customers, so as to assess the contribution which is made by various product zones or operating departments.

Aiming in context with the divisional plans

In this step, the identification of the contribution of each department or division in the organization and then strategic planning is done according to them for each sub-unit. This needs a careful analysis of macroeconomic trends.

Performance Analysis:

Performance analysis includes determining and analyzing the gap between the actual and expected performance. A serious evaluation of the organizations previous performance, current condition and the desired future conditions must be done by the organization. Such critical evaluation identifies the degree of gap that lies between the actual reality and the long-term objectives of the organization. An attempt is made by the organization to estimate its possible future condition if the current trends persist.

Choice of Strategy

This is the ultimate step in Strategy Formulation. The best course of action is actually chosen after considering organizational goals, organizational strengths, potential and limitations as well as the external opportunities.


Determining the human resources required by Four Brothers Group involves identifying the jobs, skills and knowledge required by those jobs and the performance level of the current workforce. Using this data, Four Brothers Group forecast hiring or reorganizing needs for both the short and long term. Forecasting methods typically includes using past data to predict future staffing. Additionally, Four Brothers Group use survey, benchmarking and modeling techniques to estimate workforce staffing numbers. It also use several methods and cross-check the findings to obtain the most accurate results.

Review of Organization's Objectives: The HRD Manager first studies the objectives of the organization. Then he prepares a list of all the activities (jobs) that are required to achieve the objectives. He also does Job's analysis.

Estimation of Manpower Requirements: The HRD manager then estimates the manpower requirement of the organization. That is, he finds out how many people (manager and employers) will be required to do all the jobs in the organization. Estimation of manpower requirements made in terms of quantity and quality.

Estimation of Manpower Supply: The HRD manager then estimates the manpower supply. That is, he finds out how many managers, and employers are available in the organization.

Comparison of Manpower: The HRD manager then compares the manpower requirements and manpower supply.

In case of no difference: If there is no difference between the manpower requirements and the manpower supply, then the HRD manager does not take any action. This is because manpower requirements are equal to the manpower supply.

In case of difference: If there is a difference between the manpower requirements and the manpower supply the HRD manager takes the following actions.

1. Manpower Surplus: If the manpower requirements are less than the manpower supply then there is a surplus.

During manpower surplus, the HRD manager takes the following actions:-

Termination i.e. removal of staff.


Voluntary retirement.

2. Manpower Shortage: If the manpower requirements are greater than the manpower supply then there is manpower shortage. During manpower shortage, the HRD manager takes the following actions:-



Training to improve quality.

Hire staff from outside, etc.

3. Motivation of Manpower: HRP also motivates the employers and managers by providing, financial and non-financial incentives.

4. Monitoring Manpower Requirements: The HRD manager continuously monitors the manpower requirements. This is because many employees and managers leave the organization by resignation, retirement, etc. and new work forces take their place fill the manpower gap. This helps in uninterruptible functioning of the organization.


Human resource planning uses methods within recruiting, development and employee retention to achieve organizational goals. Workforce analysis allows human resources to compare the current workforce to future employment needs. Determining future requirements allows for methods of attracting, training and retaining of quality employees to fulfill key roles within the organization.

Workforce Analysis: Human resources must consider what kind of future workforce is needed to satisfy the organization's strategic objectives. By analyzing the current workforce and comparing to future employment requirements, it can discover what gaps or surpluses exist. This information allows human resources to prepare plans that adjust the workforce as needed. An organization that plans to increase sales by 50 percent in the next three years may require the workforce to grow by 5 percent. After considering what employment changes are needed, human resources should prepare evaluation plans to ensure the future workforce meets objectives.

Seminars and Job Fairs: To achieve strategic objectives, human resources must plan for attracting and recruiting employees in quality and quantity. Seminars and job fairs offer employers an opportunity to introduce themselves, advertise and promote the company. Participating in fund-raising events and other social functions is another method for attracting and recruiting job candidates.

Training Programs: To improve its current and future workforce, human resource planning must focus on employee development or training. Training and development programs can improve general employee skills such as customer service and sales training or focus on specific work-related skills. Training and retraining programs can also reduce current and future liability with employee safety emphasis.

Retention Programs: Retaining employees is difficult because of the other employment opportunities that may attract them. But human resources can reduce the likelihood of employee departures by planning retention programs. These programs can focus on employee recognition and benefits. They can also include rewards, advancement or growth and work-life balancing. By showing a sincere interest in employees and valuing their contributions, the organization is able to further increase employee retention. In the unfortunate event an employee decides to leave, exit interviews provide valuable feedback that can assist the organization with employee loss prevention.


Human resource planning is integrated with strategic planning through the acquisition of employees to achieve future organizational goals. This includes an analysis of the current workforce and how it can be improved to best achieve these goals. Through the objectives of strategic planning, human resources prepare the organization's future workforce.

Function: Strategic planning supports the direction a company wants to take. This relates to the organization's vision, mission and its strategic objectives. Goals can be loosely or narrowly defined, but more defined company goals usually lead to better planning and attainment. Human resource planning analyzes the competencies or abilities of the current workforce and compares them to future requirements. It attempts to meet future demands by attracting, retaining and training quality employees.

Significance: Strategic planning cannot exist without human resource planning. For human resource planning to be effective, the Four Brothers Group's future plans and objectives are communicated or understood. These plans and objectives have a direct impact on future employment needs. To assist in realizing objectives, the organization prepare for a future workforce. If Four Brothers Group plans to increase its productivity by 20 percent in the next year, it may need to grow its workforce by 2 percent. If it plans to increase future market share by moving into a new territory, it needs to consider what workforce requirements will be needed to achieve this objective.

Considerations: Before an organization can determine how to change its workforce, it needs to analyze its current employment and compare it to future needs. This comparison will reveal gaps or surpluses that may exist. With this information, human resource planning can prepare plans to accommodate future employment requirements.

Benefits: Not only strategic planning necessary for human resource planning, it also allows for future preparation and evaluation of workforce needs. When the human resources department understands the strategic plans of the organization, it can implement plans for building the future workforce. These plans are on based on current and future competencies and include an evaluation to ensure that the workforce continues to meet the objectives of strategic planning.

Types: To help achieve strategic objectives, human resources use several types of planning initiatives. These include employment actions such as recruiting, developing, training and retraining. To meet future workforce requirements, human resources attract, retain and train skilled employees. Without planning for the necessary staff, in quality and quantity, the organization cannot meet strategic objectives.


Training is one of the most profitable investments an organization can make. For developing a training program within the organization Four Brothers Group consider the following four basic training steps. All four of these steps are mutually necessary for Four Brothers Group's other training program to be effective and efficient.

Step 1: Establishing a Needs Analysis: This step identifies activities to justify an investment for training. The techniques necessary for the data collection are surveys, observations, interviews, and customer comment cards. Several examples of an analysis outlining specific training needs are customer dissatisfaction, low morale, low productivity, and high turnover.

The objective in establishing a need analysis is to find out the answers to the following questions:

- "Why" is training needed?

- "What" type of training is needed?

- "When" is the training needed?

-"Where" is the training needed?

- "Who" needs the training? And "Who" will conduct the training?

- "How" will the training be performed?

By determining training needs, Four Brothers Group decide what specific knowledge, skills, and attitudes are needed to improve the employee's performance in accordance with the company's standards.

The needs analysis is the starting point for all training. The primary objective of all training is to improve individual and organizational performance. Establishing a needs analysis is always the first step of the training process at Four Brothers Group.

Step 2: Developing Training Program and Manuals: This step establishes the development of current job descriptions and standards and procedures. Job descriptions are clear and concise and serve as a major training tool for the identification of guidelines. Once the job description is completed, a complete list of standards and procedures established from each responsibility outlined in the job description. This standardizes the necessary guidelines for any future training at Four Brothers Group.

Step 3: Deliver the Training Program: This step is responsible for the instruction and delivery of the training program. Once Four Brothers Group have designated their trainers, then training technique are decided. One-on-one training, on-the-job training, group training, seminars, and workshops are the most popular methods at Four Brothers Group.

Before presenting a training session, company makes sure they have a thorough understanding of the following characteristics of an effective trainer. They expect that the trainer should have:

- A desire to teach the subject being taught.

- A working knowledge of the subject being taught.

- An ability to motivate participants to "want" to learn.

- A good sense of humor.

- A dynamic appearance and good posture.

- A strong passion for their topic.

- A strong compassion towards their participants.

- Appropriate audio/visual equipment to enhance the training session.

Four Brothers Group believes that for a training program to be successful, the trainer should be conscious of several essential elements, including a controlled environment, good planning, and the use of various training methods, good communication skills, and trainee participation.

Step 4: Evaluating the Training Program: This step will determine how effective and profitable the training program has been. Methods for evaluation are pre-and post- surveys of customer comments cards, the establishment of a cost/benefit analysis outlining the expenses and returns, and an increase in customer satisfaction and profits.

The reason for an evaluation system is simple. The evaluations of training programs are without a doubt the most important step in the training process. This step will indicate the effectiveness of both the training as well as the trainer.

There are several obvious benefits for evaluating a training program. First, evaluations will provide feedback on the trainer's performance, allowing them to improve themselves for future programs.

Second, evaluations will indicate its cost-effectiveness. Third, evaluations are an efficient way to determine the overall effectiveness of the training program for the employees as well as the organization.

The importance of the evaluation process after the training is critical. Without it, the trainer does not have a true indication of the effectiveness of the training. Customer demands, employee morale, employee productivity, and employee turnover as well as the current economic realities of a highly competitive workforce are just some of the reasons for establishing and implementing training at Four Brothers Group.


The design of the training program undertaken only when a clear training objective has been produced by the management at Four Brothers Group. The training objective clears what goal has to be achieved by the end of training program i.e. what the trainees are expected to be able to do at the end of their training. Training objectives assist trainers to design the training program.

The trainer - Before starting a training program, a trainer analyzes his technical, interpersonal, judgmental skills in order to deliver quality content to trainers.

The trainees - A good training design requires close scrutiny of the trainees and their profiles. Age, experience, needs and expectations of the trainees are some of the important factors that affect training design.

Training climate - A good training climate comprises of ambience, tone, feelings, positive perception for training program, etc. Therefore, when the climate is favorable nothing goes wrong but when the climate is unfavorable, almost everything goes wrong.

Trainees' learning style - the learning style, age, experience, educational background of trainees must be kept in mind in order to get the right pitch to the design of the program.

Training strategies - Once the training objective has been identified, the trainer translates it into specific training areas and modules. The trainer prepares the priority list of about what must be included, what could be included.

Training topics - After formulating a strategy, trainer decides upon the content to be delivered. Trainers break the content into headings, topics, and modules. These topics and modules are then classified into information, knowledge, skills, and attitudes.

Sequence the contents - Contents are then sequenced in a following manner:

From simple to complex

Topics are arranged in terms of their relative importance

From known to unknown

From specific to general

Dependent relationship

Training tactics - Once the objectives and the strategy of the training program becomes clear, trainer comes in the position to select most appropriate tactics or methods or techniques. The method selection depends on the following factors:

Trainees' background

Time allocated

Style preference of trainer

Level of competence of trainer

Availability of facilities and resources, etc


Business Activities: Human resources management encompasses a series of business activities and procedures used to manage the employees within a business organization. The human resources policies and procedures typically consist of the expectations that managers expect of their employees, as well as the benefits and compensation offered to the employees. Some of the most essential business activities performed by human resource managers are the recruitment of employees, employee training and the retention of valuable employees.

Plan: Human resources development programs designed to ensure that the performances of the employees within the business organization are aligned with the organization's mission. Human resource management analyzes the purpose of the mission and establishes policies and procedures to control the selection and development of the organization's employees.

Classification: In addition to implementing plans and procedures to attract and retain employees, human resource management determines the most important job responsibilities based upon the goals of an organization and classifies job titles, as well as the responsibilities for each job title. The training and development of the employees depend upon the purpose of specific jobs and how individuals placed in these job roles can help the organization's mission.

Ethics: Human resource management handles diversity in the workplace. In many business organizations, the makeup of the employees consists of individuals with different backgrounds, qualifications and experience. Human resources set employee objectives to make sure that the differences in employees are respected. There are also programs established that address personal issues concerning violence, spirituality, personal wellness and benefits. These issues are usually specified in employee personnel manuals, which also include other company regulations.