MM Bagali, PhD, HRM, HRD, HR Project, AHRB,

mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore
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Name of the Publication: HR Practices for Education Industry [MBA / Management Area]
Reference No: 9800210045
M M Bagali, PhD
PhD in Management [HR] / PhD in Social Work [HR]
Dean-New Horizon MBA School, Bangalore
sanbag@rediffmail.com / sanbagsanbag@rediffmail.com
9880986979 / 0836-2446313
2011

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Acknowledgment
Let me place my sincere thanks
for the CAMI and MEC for having given an opportunity to work on
various certifications over a period of One Year. Thanks also for the training
program and preparing me for such knowledge sharing discussion, per se.
Special Thanks to Shri. Nitin Sanker, Executive Director-AHRB (for selecting me
for Vimala Sanker Memorial Full Scholarship), and all the Trainers for their
Discussion.
Contents
3-7 Chapter One
8-16 Chapter Two
17-28 Chapter Three
29-57 Chapter Four
58-65 Chapter Five
66-76 Chapter Six
77-86 Chapter Seven
87-93 Annexure 1
94-99 Annexure 2
100-111 Annexure 3

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Chapter One
Industry Basics
Management Education: The MBA
Needless to say that, the importance of Management Education in Indian
scenario has grown to importance in education field. The growing demand
for having management Education is reflected in the number and volume of
the B-Schools that have come-up. The rough estimated number of around
250-300 B-School in 1990-2000, to around 1600-1800 B-School today.
Infact, the correct picture at present is 2500 B Schools in India. The
number is too big for the education sector, because with these numbers, it
also calls for infrastructure, which most schools lack. The courses are
recognized by AICTE (All India Council for Technical Education, India) and
also the UGC (University Grants Commission). Some also have
recognisation from the AIU (Association of India University). Infact, all this
council are part of HRD Ministry, Government of India.
The category of B-School also vary from the department of B- Schools in
University to having affiliated Institutes, autonomous, deemed status,
Independent, Private, Corporate University, and the Institute with
collaborations. Each such category calls for challenges and oppourntities,
with it the quality education that one has to provide. The span of the course
also varies from one year to four years. The location of this program and
school would be from single campus to multiple campus location, with

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accredited to non-accredited, having the mode of yearly, bi-semester, tri-
semester, and the common area of specialization into HR, Marketing and
Finance, apart from International Business areas. The admission for this
program would be on the All India basis like CAT, MAT.XAT, JMET, ATMA,
JEE, etc.
Even most of the government concern is to see that, best education is
imparted and all care is taken to get the best teachers to work in these
institutes. Teachers play an important role in imparting education. The
interest level, the knowledge base, the learning experience, the aptitude
and attitude towards teaching, and moreover, the passion with which they
work will go a long way in building a good future society.
The education deliverers includes class room teaching, Case Method ,
Role Play , Business Games , Quiz , Debate , Seminar , Out-door
assignment , Business writing plans/models, Profile writing of Successful
Business houses in India , Presentations , Industrial Visits , Meet the CEO /
Executive , and the like , with credit grading for awarding the degree.

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HR practices in Management Institutes across
India:
Let us look at these areas as far as HR practices are concerned, viz:
Sl.
No
Practice
Areas
Matured Primitive Institute
for best
practices
[FEW
EXAMPLES]
Remarks
1 Learning &
Development
Practices
40% 60% IIM, IIT,
XLRI
1. No
exclusive
institute in L/D
area.
2. Budget is
less and not
usually
specified
3. More
Faculty
turnover, hence
Management
don‟t wish to
invest
2 Recruitment
Practices
65% 35% IIM, IIT,
XLRI
1.Advertisment
are given on
large scale
2. Investment is
high, because
it‟s the only way
to get people for

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the organization
3 Compensation
and Benefit
Practices
30% 70% IIM, IIT,
XLRI and
some
other
ranked
institute
1. More Faculty
turnover, hence
Management
don‟t wish to
invest and pay
more
2.Since,
compensation is
related to other
academic and
research output,
but research
output is less.
4 Performance
Management
Practices
20% 80% IIM, IIT,
XLRI and
some
other
ranked
institute
1. There are
no uniform
performancde
management
practices.
Across India, it
varies from
institute to
institute
2.No scientific
scale and tool
for PMS
5 Training
Facilities
Practices
30% 70% IIM, IIT,
XLRI and
some
other
ranked
institute
1.Investment is
more, hence
few only
institute have
this facility
2. Few Institute
can afford to
spend on
training

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6 OD and HRM
Practices
20%80% IIM, IIT,
XLRI and
some
other
ranked
institute
1.Investment is
more, hence
few only
institute have
this facility
2. Few Institute
can afford to
spend on
training
Apart from these practices, common other practices are: Remuneration
and Incentives for Paper Publication; Research Project support;
conference participation finance support; Travel Support for International
Paper participation; Incentives for Placement Records; Provision for
Faculty Exchange Program; Provision and participation at various
committees and councils; various leaves Casual Leave ; Earned Leave;
Vacation Leave; Maternity Leave; Vacation leaves; Performance based
incentives; Increments; having annual satisfaction survey; Termination
and transfer policy; Dispute Settlement machinery; and the like.
HR practices which are not found in Academic circles includes: Annual
Bonus, Perks, Sodex coupons for additional profits, flexitime, and the
like.

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Chapter Two
The Structure and the JD
The Human Resources:
The usually found Structure in Management Institute:
A] Program Director/ Dean – PD/D
B] Head of the Department-HOD
C] The Faculty- HR/Mkt/Fin/ Others areas
D] Placements and Corporate Relations Officer-
PCRO

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A] JD of Program Director/ Dean –PD/D
Sl. NO JD area Content of Work
1 Academic Development
Teaching
Best Practices
Course
Development/
Introduction
Teaching the course
based on the competency
Plan and execute best
practices
Develop Courses on need
bases and corporate
requirements
2 Administration
BOD Meetings
CSR
Mentoring
Conference
Admissions
Chair all meetings, either
with the management,
faculty or the students
committee and councils
Reach society with
societical work and
requirements as part of
CSR
Guide and chalk-out
career plans for the faculty
team
Build network and develop
corporate connect through
conference and
workshops, seminars,
symposium, and Summit.
Brand and make the

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institute visible, talk and
make presentations at
various forums and
meetings of prospective
admissions group.
3 Research and Projects
Publications
Projects
PHD
High level of Research
publications in
International and National
Repute journals
Apply, prepare and get
sanctioned Research
projects from different
funding council and
organisations
Guide and direct Doctoral
level work, produce PHD
and make International
collaborations in research
areas, per se.
4 MOU/ Collaborations
Consultancy
Placements
Corporate
connection
Get Company and
corporate sponsored
Consultancy and have
revenue to the Institute
Get Company and
corporate sponsored
Placements and have
students placed
Develop network and
database for the
placements
Network with corporate

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and connect the Institute-
Industry base srong
5 Internal Governance and
Issues
Faculty Issues
Student‟s issues
Exams
Committees Sport
and others
Address issue related to
students, faculty, exams
and committees in the
institutes
B] JD of Head of the Department - HOD
1 Academic Area
Curriculum
Admissions
Approve curriculum,
academic regulations,
scheme of teaching,
examination and
evaluation, etc., as
recommended by BOS.
Develop new courses/
programme of study
Make regulations
regarding admission of
students. Prepare the
detailed syllabi for each
subject keeping in view the
objectives of the Institute,
its vision and mission
statement.

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2 Research Area
Projects
Publications
He will decide the
meaningful project work of
the students in
consultation with the
senior lecturer and lecturer
and monitor performance
of every student.
Support Research work
and guide research work
3 I-I Interface
Industry-Institute
Network
Identify thrust areas of
research, extension
programmes and industry-
institute interaction.
4 Supporting Areas
Students development
Discipline
Run the department
Manage the team of
faculty
Bring revenue with add-on
programme
Manage Students towards
career

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C] JD of the Faculty- HR/Mkt/Fin/ Others
1 Academic Area Assist and provide
guidance for the
development of
modern teaching
methodologies.
Prepare the academic
outline of the
programme along with
the scheme of
teaching and
examination structure.
Prepare the detailed
syllabi for each subject
keeping in view the
objectives of the
Institute, its vision and
mission statement.
He should involve
himself and the other
faculty in the process
of curriculum
development, in
updating and revision
on continued basis to
meet the requirement
of industry.
2 Research Area Write, Publish research
papers
Apply, get sponsors for
research projects

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Appeal and apply for
funding from different
Research councils
3 Corporate Interface Develop database and
network with Corporate
Bring Corporate people to
address students
4 Other areas Mentoring, other
supporting areas like
sports, cultural, library, etc
work

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D] Placements and Corporate Relations Officer-
PCRO
1 Placements Meeting the target of
Placements of all
students
Professionally and
ethically represent the
organization in the
corporate world
2 Training Meet employer‟s
needs and
expectations and
arrange for training
Train students,
counsel and advice
and guide them
3 Network Conducting Job
Placements activity
like Fairs, Meets
Build Alumina base
and conduct alumina
meet
Prepare necessary

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presentation and
brocudure for
placements
4 Industry-Institute
Interaction
Have Industry-Institute
Interaction and get
corporate people to
address students
5 Student Development
activity
Have personality
development program
and profile assessment

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Chapter Three
Learning and Development Area
Over the years, the importance of having the Right person for the right job
has been the buzz word in all spheres of life. Getting people is not the
issue, but getting Right people matters. When we say, Right People,
emphasis is on the Right skills, Right Knowledge and the Right Attitude. It
is people, who make organization and hence the importance for the RIGHT
KAS- Knowledge, Attitude and Skills. When we speak about the right
KAS, what do we mean by this? It is understood that, having the apt
knowledge about the subject, work in which the person is working. It is the
domain knowledge that matters. The right skills are the qualities and
characteristics which are required to perform the job. The right attitude is
the approach which is required and fetches the right results. Thus, it is the
total persona, which reflects on the overall outcome of the job, per se.
Competency:
Competencies are those qualities and skills, which help the individual to
perform superior work. They are the traits, which can‟t be duplicated easily.
They are the successful model (trait) of any individual, which are inherent
and keep helping and supporting the person through his work-life. The
competency required to perform a particular task are developed.

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Competency Mapping
While competency are developed and nurtured over a period of time, they
are required at all stages and level of work. It depends on which level and
grade the individual is working, and what competency level or degree
required. Each level or position requires different competency to perform
the work for the desired output. The initial work could be a Job Description
of the work that has to be performed by the individual.
Competency Maps for the role of Program
Director-PD
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Core competency for MBA
Director / Dean
Personal attributes
Communication
Creative / Innovativeness
Relationship building
Leadership
Legal attribute
Crises Management
Mentoring
Analytical thinking
Understanding
Empathy
Business Writing
Strategic Planning
Interpersonal Relation
1st year 2-3 year
4-6 year7-9 year
Over a period of 10 years is the mapping

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Administrative Competency
Placement
Early Identification
of Potential
Faculty Training
& Development
AppraisalsCareer Planning
Succession
Planning
Organisational
Development
Recruitment &
Selection
Competency
Management
These competencies for day today functioning

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These competencies for day today functioning and managing the human
relations and getting along with everyone effectively
Behavioral Competency
Time management
 Language skills
Human Relations
Social skills
Stress tolerance
Manners and etiquette
Emotional balance

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Competency required for HOD
Major Professional Competency

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2. Supporting Competency

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3. Necessary Competency

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4. Desired Competency

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BARS Table
Subject: Dean, MBA
Rating using BARS
4 Superior
The applicant may exhibit all these behaviors to be rated as
Superiors:
1. Listen to all the Staff and Faculty with keen interest
2. Has passionate behavior at workplace reflected in communication
3. Helps and supports all with deep sense of interest in all the activity
4. At times, gets disturbed for not reaching the set standards and pace
of work
5. Keeps Tab on the quality of work, timely finishing the set target
6. Never displays boredom or takes eyes off from fruitful discussion and
debate
7. Obtains the required information and MIS all the time
8. Provides all the information and seeks for information
The subject should exhibit all these behaviors to pass as ADEQUATE

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3 Adequate
1. Showed sympatric hearing and Emphatic feelings
2. Refers files, notes for clarifications
3. Obtains holistic information
4. Problems are seen with complete information
2 Ineffective
The subject fails, if he/she exhibits any four of the mentioned plausible but
most inappropriate behaviors
1. Displayed impatient and takes off eyes during discussion
2. Acts without adequate information
3. Problem was not seen with keen interest and positive approach
4. Displayed lack of passion during meeting
5. Listening was less, when important point was put forth
6. Problem was not approached systematically
7. Zeal in body language was less
8.Did not look issues widely and completely
BARS Table
Subject: HOD, MBA program

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Rating using BARS
4 Superior
The subject should exhibit all these behaviors to be rated as SUPERIOR
1. Talks to the team about the next plans passionately
2. Listens keenly and seeks for further information
3. Discuss with full details and information in hand
4. Seeks more information from all in the meeting
5. Seeks help and extends support during crises times
3 Adequate
The subject should exhibit all these behaviors to pass as ADEQUATE
1. Will render mentorship when staff/faculty are struggling to put-forth
issues
2. Issues are looked from all angles with full and adequate information
3. Looks at each issues with open mind and positive ending or closing
4. Seeks clarifications before the issues are discussed and solutions
found.
5. Seeks more information on all issues
6. Looks at clients( students) with empathy and provides workable
solutions
2 Ineffective
The subject fails, if he/she exhibits any four of the mentioned plausible but
most inappropriate behaviors
1. Acts on all the issues without full information

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2. Takes notes with many pauses in between
3. Don‟t try to understand clients( students/ staff) problems in totality
4. Don‟t try to understand clients( students/ staff)issues objectively
5. Failed to look problems in time, and seeks lack of complete info
6. Dint ask Questions or probed questions into problems
7. Keen understanding of the problem was not seen with empathy
8. Lack of passion and interest in solving issues in time.
Chapter Four
Recruitment Area

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Recruitment in Academic Institute is crucial because the more the
scientific recruitment, the more the apt individual to be part of the
organization. Because Recruitment is the Process by which
organizations locate and attract to fill job vacancies through
discovering Manpower. Recruitment is the process of evaluating the
suitability of Candidates for various jobs. Recruitment forms the most
crucial because based on the image and brand the institute holds in
market, accordingly the responses would be for joining the
organization. A right recruitment policy and format / procedure, the
right people joining the organization.
Every organization has its own set defined procedure for recruitment.
A format for recruitment in academic industry would be as follows:
Sample Recruitment Format

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Program Director-PD

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Interview Guide and Questions during Interview interaction
Note: Base on the responses, following Points may be allotted for each response, viz:
Highly Satisfactory Response 20 Points
Satisfactory Response 10 Points
Average Response 05 Points
Not Satisfactory Response 03 Points
Not at all Satisfactory / Worst /
Completely Unrelated Response
00 Points
Areas of Questions
1. To get to know each other, kindly introduce yourself and In brief,
would you summaries your education background, credentials and work
history
2. How do you feel your education, experience and training have
prepared you to take-up this particular job and manage the present
assignment
3. Describe a typical work week for you, thus balancing the act of
Administration, academic and research
4. Do you prefer to work independently or in a team through delegating
the work, and what would be your typical wasy of work style
5. What are your salary expectations, and also justify how is that figure
come from?

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6. Describe a time when your workload was heavy and how you
handled it or what do you find are the most difficult decisions to make
about it
7. What are the typical Academic related challenges and odd times /
situations you faced in your last job? How you could handle it ?
8. Tell me a situation where, without or less regulatory conditions to be
fulfilled, how did you do it when any committee came / visited for
inspection and traced it
9. How do you look at each two month a 10-12 % of additional
responsibility and roles added to your JD? Do you welcome such move?
10. Kindly let me know your cross salary, net salary, and the legal –
statutory deductions and incentive and perks, and what do you see at
compensation in this organization?
11. What keeps you to work and what gets you going on the job?
Do you look at routine work which is defined or welcome additional
unwritten work and assignment
12. What are your strategic plans for the next five years and how
does this job help you grow and develop those competency to reach
them
13. What is the new program you would be looking for and how you
wish to go about. Do you feel, apart from prescribed syllabus and
courses, additional courses are required and should be given to
students?
14. How do you try to get more companies and corporate visiting
the institute/ B-School, and your strategy for developing network with
other agencies?

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15. If the company quickly asks you for the MIS of all the final year
students for line-up for placements, how do you go about?
16. State the Accreditation process, and what Accreditation
preparation that the institute should look for, in order to have best
Ranking and place the institute amongst other Institute
17. What will be your focus for International Accreditation process,
and where you wish to concentrate?
18. According to you, what constitutes a good code of conduct and
governance for B-School? What you would bring step by step for the
next 2 years?
19. What International level meets/ conference/ event have you
handled or are or were part off?
20. There are several number of possible careers and options for
you, why is that you want to follow this only? What makes you to stick
to this Profession?
21. Outline in very broad terms, how would you create a strategy,
to place your B-School in the Top 50 Best Ranked School
22. What does the day look like on those mornings you get up and
say to yourself, "I can hardly wait to go to work today because ..."
23.If you were independently wealthy and didn't have to work, what
would make you want to go to work? What about the work, the
company, the people or anything else would be so appealing that
money didn't matter?

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Some General Questions to understand the person better
[The objective for questions from 24 till 50 is given here. Kindly read
the Question 24 as 01; 25 as 2 and accordingly till 73 as 50]
24. Tell me about yourself.
25.Why did you leave your last job?
26.What experience do you have in this field?
27.Do you consider yourself successful?
28.What do co-workers say about you?
29.What do you know about this organization?
30.What have you done to improve your knowledge in the last year?
31.Are you applying for other jobs?
32.Why do you want to work for this organization?
33.Do you know anyone who works for us?
34.What kind of salary do you need?
35.Are you a team player?
36.How long would you expect to work for us if hired?
37.Have you ever had to fire anyone? How did you feel about that?
38.What is your philosophy towards work?
39.If you had enough money to retire right now, would you?
40.Have you ever been asked to leave a position?
41.Explain how you would be an asset to this organization.
42.Why should we hire you?
43.Tell me about a suggestion you have made.
44.What irritates you about co-workers?
45.What is your greatest strength?
46.Tell me about your dream job.
47.Why do you think you would do well at this job?
48.What are you looking for in a job?
49.What kind of person would you refuse to work with?
50.What is more important to you: the money or the work?

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51.What would your previous supervisor say your strongest point is?
52.Tell me about a problem you had with your team?.
53.What has disappointed you about a job?
54.Tell me about your ability to work under pressure.
55.Do your skills match this job or another job more closely?
56.What motivates you to do your best on the job?
57.Are you willing to work overtime? Nights? Weekends?
58.How would you know you were successful on this job?
59.Would you be willing to relocate if required?
60.Are you willing to put the interests of the organization ahead of your own?
61.Describe your management style.
62.What have you learned from mistakes on the job?
63.Do you have any blind spots?
64.If you were hiring a person for this job, what would you look for?
65.Do you think you are overqualified for this position?
66.How do you propose to compensate for your lack of experience?
67.What qualities do you look for in a boss?
68.Tell me about a time when you helped resolve a dispute between others.
69.What position do you prefer on a team working on a project?
70.Describe your work ethic.
71.What has been your biggest professional disappointment?
72.Tell me about the most fun you have had on the job.
73.Do you have any questions for me?
Objective of Probing:
1. Tell me about yourself.
The most often asked question in interviews. You need to have a short statement prepared in
your mind. Be careful that it does not sound rehearsed. Limit it to work-related items unless
instructed otherwise. Talk about things you have done and jobs you have held that relate to the
position you are interviewing for. Start with the item farthest back and work up to the present.

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2. Why did you leave your last job?
Stay positive regardless of the circumstances. Never refer to a major problem with management
and never speak ill of supervisors, co-workers, or the organization. If you do, you will be the one
looking bad. Keep smiling and talk about leaving for a positive reason such as an opportunity, a
chance to do something special, or other forward-looking reasons.
3. What experience do you have in this field?
Speak about specifics that relate to the position you are applying for. If you do not have specific
experience, get as close as you can.
4. Do you consider yourself successful?
You should always answer yes and briefly explain why. A good explanation is that you have set
goals, and you have met some and are on track to achieve the others.
5. What do co-workers say about you?
Be prepared with a quote or two from co-workers. Either a specific statement or a paraphrase
will work. "Jill Clark, a co-worker at Smith Company, always said I was the hardest worker she
had ever known." It is as powerful as Jill having said it at the interview herself.
6. What do you know about this organization?
This question is one reason to do some research on the organization before the interview. Find
out where they have been, and where they are going. What are the current issues, and who are
the major players?
7. What have you done to improve your knowledge in the last year?
Try to include improvement activities that relate to the job. A wide variety of activities can be
mentioned as positive self-improvement. Have some good ones handy to mention.
8. Are you applying for other jobs?
Be honest but do not spend a lot of time in this area. Keep the focus on this job and what you
can do for this organization. Anything else is a distraction.

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9. Why do you want to work for this organization?
This may take some thought and certainly should be based on the research you have done on
the organization. Sincerity is extremely important here, and will easily be sensed. Relate it to
your long-term career goals.
10. Do you know anyone who works for us?
Be aware of the policy on relatives working for the organization. This can affect your answer
even though they asked about friends not relatives. Be careful to mention a friend only if they
are well thought of.
11. What kind of salary do you need?
A loaded question. A nasty little game that you will probably lose if you answer first. So, do not
answer it. Instead, say something like, "That’s a tough question. Can you tell me the range for
this position?" In most cases, the interviewer, taken off guard, will tell you. If not, say that it can
depend on the details of the job. Then give a wide range.
12. Are you a team player?
You are, of course, a team player. Be sure to have examples ready. Specifics that show you often
perform for the good of the team rather than for yourself are good evidence of your team
attitude. Do not brag, just say it in a matter-of-fact tone. This is a key point.
13. How long would you expect to work for us if hired?
Specifics here are not good. Something like this should work: "I’d like it to be a long time." or "As
long as we both feel I’m doing a good job."
14. Have you ever had to fire anyone? How did you feel about that?
This is serious. Do not make light of it or in any way seem like you like to fire people. At the
same time, you will do it when it is the right thing to do. When it comes to the organization
versus the individual who has created a harmful situation, you will protect the organization.
Remember firing is not the same as layoff or reduction in force.
15. What is your philosophy towards work?
The interviewer is not looking for a long or flowery dissertation here. Do you have strong
feelings that the job gets done? Yes. That’s the type of answer that works best here. Short and
positive, showing a benefit to the organization.

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16. If you had enough money to retire right now, would you?
Answer yes if you would. But since you need to work, this is the type of work you prefer. Do not
say yes if you do not mean it.
17. Have you ever been asked to leave a position?
If you have not, say no. If you have, be honest, brief, and avoid saying negative things about the
people or organization involved.
18. Explain how you would be an asset to this organization.
You should be anxious for this question. It gives you a chance to highlight your best points as
they relate to the position being discussed. Give a little advance thought to this relationship.
19. Why should we hire you?
Point out how your assets meet what the organization needs. Do not mention any other
candidates to make a comparison.
20. Tell me about a suggestion you have made.
Have a good one ready. Be sure and use a suggestion that was accepted and was then
considered successful. One related to the type of work applied for is a real plus.
21. What irritates you about co-workers?
This is a trap question. Think "real hard" but fail to come up with anything that irritates you. A
short statement that you seem to get along with folks is great.
22. What is your greatest strength?
Numerous answers are good, just stay positive. A few good examples:
o Your ability to prioritize.
o Your problem-solving skills.
o Your ability to work under pressure.
o Your ability to focus on projects.
o Your professional expertise.
o Your leadership skills.

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23. Tell me about your dream job.
Stay away from a specific job. You cannot win. If you say the job you are contending for is it, you
strain credibility. If you say another job is it, you plant the suspicion that you will be dissatisfied
with this position if hired. The best bet is to stay generic and say something like: "A job where I
love the work, like the people, can contribute, and can’t wait to get to work."
24. Why do you think you would do well at this job?
Give several reasons and include skills, experience, and interest.
25. What are you looking for in a job?
See answer #23.
26. What kind of person would you refuse to work with?
Do not be trivial. It would take disloyalty to the organization, violence or lawbreaking to get you
to object. Minor objections will label you as a whiner.
27. What is more important to you: the money or the work?
Money is always important, but the work is the most important. There is no better answer.
28. What would your previous supervisor say your strongest point is?
There are numerous good possibilities:
o Loyalty
o Energy
o Positive attitude
o Leadership
o Team player
o Expertise
o Initiative
o Patience
o Hard Work
o Creativity
o Problem solver

Page40
29. Tell me about a problem you had with your team.
Biggest trap of all. This is a test to see if you will speak ill of your boss. If you fall for it and tell
about a problem with a former boss, you may well blow the interview right there. Stay positive
and develop a poor memory about any trouble with a superior.
30. What has disappointed you about a job?
Don’t get trivial or negative. Safe areas are few but can include:
o Not enough of a challenge.
o You were laid off in a
reduction.
o Company did not win a
contract, which would have given you
more responsibility.
31. Tell me about your ability to work under pressure.
You may say that you thrive under certain types of pressure. Give an example that relates to the
type of position applied for.
32. Do your skills match this job or another job more closely?
Probably this one. Do not give fuel to the suspicion that you may want another job more than
this one.
33. What motivates you to do your best on the job?
This is a personal trait that only you can say, but good examples are:
o A challenge
o Achievement
o Recognition
34. Are you willing to work overtime? Nights? Weekends?
This is up to you. Be totally honest.

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35. How would you know you were successful on this job?
Several ways are good measures:
o You set high standards for yourself and meet them.
o Your outcomes are a success.
o Your boss tells you that you are successful.
36. Would you be willing to relocate if required?
You should be clear on this with your family prior to the interview if you think there is a chance
it may come up. Do not say yes just to get the job if the real answer is no. This can create a lot of
problems later on in your career. Be honest at this point and save yourself future grief.
37. Are you willing to put the interests of the organization ahead of your own?
This is a straight loyalty and dedication question. Do not worry about the deep ethical and
philosophical implications. Just say yes.
38. Describe your management style.
Try to avoid labels. Some of the more common labels, like "progressive", "salesman" or
"consensus", can have several meanings or descriptions depending on which management
expert you listen to. The "situational" style is safe, because it says you will manage according to
the situation, instead of "one size fits all."
39. What have you learned from mistakes on the job?
Here you have to come up with something or you strain credibility. Make it a small, well-
intentioned mistake with a positive lesson learned. An example would be ... working too far
ahead of colleagues on a project and thus throwing coordination off.
40. Do you have any blind spots?
Trick question. If you know about blind spots, they are no longer blind spots. Do not reveal any
personal areas of concern here. Let them do their own discovery on your bad points. Do not
hand it to them.

Page42
41. If you were hiring a person for this job, what would you look for?
Be careful to mention traits that are needed and that you have.
42. Do you think you are overqualified for this position?
Regardless of your qualifications, state that you are very well qualified for the position.
43. How do you propose to compensate for your lack of experience?
First, if you have experience that the interviewer does not know about, bring that up. Then,
point out (if true) that you are a hard working quick learner.
44. What qualities do you look for in a boss?
Be generic and positive. Safe qualities are knowledgeable, a sense of humor, fair, loyal to
subordinates, and holder of high standards. All bosses think they have these traits.
45. Tell me about a time when you helped resolve a dispute between others.
Pick a specific incident. Concentrate on your problem solving technique and not the dispute you
settled.
46. What position do you prefer on a team working on a project?
Be honest. If you are comfortable in different roles, point that out.
47. Describe your work ethic.
Emphasize benefits to the organization. Things like, "determination to get the job done" and
"work hard but enjoy your work" are good.
48. What has been your biggest professional disappointment?
Be sure that you refer to something that was beyond your control. Show acceptance and no
negative feelings.
49. Tell me about the most fun you have had on the job.
Talk about having fun by accomplishing something for the organization.
50. Do you have any questions for me?
Always have some questions prepared. Questions involving areas where you will be an asset to
the organization are good. "How soon will I be able to be productive?" and "What type of
projects will I be able to assist on?" are examples.

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Focus on these areas while discussion during
Recruitment and Selection:
A) Strategy Creation for B School
B) Methodology and Approach in B School
Strategy Creation
Focus on this areas while having discussion with the Director /
Dean level while recruitment

Page44

Page45

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Page47

Page48

Page49
Methodology and Approach
While recruitment, focus could also be done in
Methodology and Approach in managing and running the
Institute. The discussion could be in the area of mention
here and how the program is taken forward.

Page50

Page51

Page52

Page53

Page54
Other Areas:
While recruitment, focus the discussion in the area of
Methodology of running the course day today. The discussion
would focus in the areas like mentioned here, and based on this,
Selection may be finalized. These are the BEST practices in
Academic Institute (Management Program), and the likelihood of
having these practices reflected in discussion would fairly give an
idea of the person‟s maturity and experience in Management
Education, per se.

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Page56

Page57

Page58
Chapter Five
Compensation and Benefit Area
Basic Component of Salary Structure:
Basic component of an Ideal Salary structure for teaching includes
the Basic (base pay), DA, CCA, HRA, Medical, TA, Research and
Training allowance, Periodical and Book Allowance, Faculty
development allowance, and Special Merit Allowance. The
deductions would be in terms of PF and Professional Tax.
Compensation forms one of the important motivating factors for the
faculty.

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DESCRIPTION OF A FEW COMPONENTS OF SALARY
SALARY Basic salary The basic salary component could form about 30 to 40% of the
total CTC. The base pay is given to all level of faculty, which is
given monthly in terms of Salary.
Provident Fund The PF has two components. One is employers‟ contribution and
the other is employees‟ contribution. Each is 12% of the basic
salary.
House Rent Allowance HRA is one of the allowances where an employee can save on
tax.
Dearness Allowance DA is the allowance given in percentage against the base pay. It
varies from Institutions to inst policy, but a percentage of 90-100%
is given.
CCA This is given as city compensatory allowance, and depends on the
level( tier) city classified as 1/2/3…
TA
Research and training
Allowance
Travelling Allowance is the allowance for traveling from and to the
workplace. Either vehicle I provided or the allowance is included.
Certain allowance is assigned to how or have expenses incurred
for research and training of the faculty. An amount is assigned for
research and training work.

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Faculty development
Allowance
This is assigned for the faculty to spend on ones career
advancement.
Special merit allowance Assigned if the faculty has done/worked/undertaken some Quality
Standard works in Research/ Some teaching Awards/ Career
Awards/ Young Scientist Awards

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Grade level Jobs included in the Grade
GS 1 Teaching Associates and Research Associates
GS 2 Lecturers and Senior Lecturer
GS 3 Assistant and Associate Professor
GS 4 Additional Professors and Professor
GS 5 Dy Directors/ Dean and Director.
Grade level: GS 1
Grade Description: Includes those classes of positions, the duties of
which are to be performed under various faculties, following almost all the
instructions given by higher-ups, with little or less exercise of independent
judgment or taking any sort of decision. They have no scope to act, but to
follow the code defined. They support the faculty under which they are
assigned in areas of teaching, research, consultancy, and the work
related to academic.
Jobs included in the Grade: Teaching Associates and Research
Associates
Grade level: GS 2
which are to be performed independently in the subject/course of given
responsibility; no independence in any of the administrative work, and has
to work under Senior. They have scope to work and act independently in
their respective subjects, and also to receive guidance and mentoring

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from the seniors. Amy involve in independent research or in collaboration
with seniors.
Jobs included in the Grade: Lecturers and Senior Lecturer
Grade level: GS 3
which are to be performed independently in the subject of given
responsibility; guiding the junior incumbent and assisting them in the
defined area of teaching and research. They have scope to act and work
independently in their respective subjects, and also receive guidance and
mentoring from seniors. To also involve in academic – administrative work.
Take one-two institute responsibility which enhances the academic activity.
Jobs included in the Grade: Assistant and Associate Professor
Grade level: GS 4
defined area of teaching and research. They have scope to act and work
independently in their respective subjects, and also receive guidance and
mentoring from seniors. To also involve in academic - administrative work.
To focus more in Research and academic development; guide and
supervise junior faculty research work; PhD work; Project formulation/
execution brand building, linkage with external organization/institute, MDP‟s
;corporate training and establishing centre for Research activity/
excellence. Also to involve in new course introduction, syllabus preparation.
Jobs included in the Grade: Additional Professor and Professor

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Grade level: GS 5
defined area of teaching and research. To focus more in Research and
academic development; guide and supervise junior faculty research work;
PhD work; brand building, linkage with external organization/ institute,
MDP‟s corporate training and establishing centre for Research activity.
Includes difficult and most responsible work; broad knowledge of
administrative work; academic development; Research promotion, linkage,
collaborations, MOU‟s, brand building, development and establishment of
new courses, promotion of the institute and courses, Placements efforts;
Industry-Institute linkage, bringing quality and accreditation into system
establishing of Centre of Excellence, CSR, and the like.
Jobs included in the Grade: Dy Directors/ Dean and Director.

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The Matrix:
The Qualification and Experience and Scale of Pay
-----------------------------------------------------------------------------------------------------------------------------------------------------
Sl.No Grade Qualification Experience Scale AGP Remarks/ Net Salary
-------------------------------------------------------------------------------------------------------------------------------------------------------
1. TA /RA PG 0-1 Consolidated Rs. 8000 -
2. Lecturer PG 1-2 Rs.15600-Rs.39100 Rs.6000 Rs.38,000
3. Sr. Lecturer PG 2-3 Rs.15600-Rs.39100 Rs.6500 Rs.38,000
4. Asst Prof PG/ PhD 3-5 Rs.15600-Rs.39100 Rs.7000 Rs.46,000
5. Asso Prof PG/PhD 5-8 Rs.37400-Rs.67000 Rs.7500 Rs.98,300
6. Add Prof PG/PhD 8-10 Rs.37400-Rs.67000 Rs.8000 Rs.98,300
7. Prof PG/PhD 10+ Rs.37400-Rs.67000 Rs.10000 Rs.98,300
8. Dy Dir/ DEAN PG/PhD 10+ Rs.37400-Rs.67000 Rs.12000 Rs.98,300
9. Director PG/PhD 10+ Rs.37400-Rs.67000 Rs.13000 Rs.98,300
-----------------------------------------------------------------------------------------------------------------------------------------------------
# Special Allowance: Dy Dir/ Dean: Rs. 2000 / Director: Rs. 4000[Based on Hard Ship;
Responsibility; Extra mile to work; etc]
Total / Gross Salary: L-Sl= Rs.40,000; Sr-Asst Pro=Rs.48,000; Asso till Director:
Rs.98,300. TDS, Professional Tax are deducted. All figures are rounded.
AGP: The Academic Grade Pay makes the difference in Gross / NET salary payment.
AGP is given if the faculty has gained grade points in terms of PhD; PhD guided;
Certifications; Publications; Design of New courses; foreign visits; Overseas Conference
participation, designing workshop and conferences, books published/ written; Research
Projects, Awards, Patents, IPR, collaborations; etc.
TA/RA/ Senior Lecturer: M.Phil could be added advantage for certain financial
allowances.
# Direct appointment of Professor scale may vary, which is not shown here.

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The SCALE for Salary
------------------------------------------------------------------------------------------------
Sl.No Level Basic DA HRA CCA TA Res/Tg Med Gross PF IT Net
------------------------------------------------------------------------------------------------
Lecturer 15600 15600 2800 1000 2000 2000 1000 40000 800 1200 38000
Sr. Lecturer 15600 15600 2800 1000 2000 2000 1000 40000 800 1200 38000
Asst Prof 15600 15600 4800 2000 4000 4000 2000 48000 800 2200 46000
Asso Prof 15600 15600 4800 2000 4000 4000 2000 48000 800 2200 46000
Add Prof 37400 37400 8800 4000 4000 8000 3000 102600 1500 2200 98300
Prof 37400 37400 8800 4000 4000 8000 3000 102600 1500 2200 98300
Dy Dir/ DEAN 37400 37400 8800 4000 4000 8000 3000 102600 1500 2200 98300
Director 37400 37400 8800 4000 4000 8000 3000 102600 1500 2200 98300
------------------------------------------------------------------------------------------------

Page66
Chapter Six
Performance Management System Area
To look at the present system of PM:
As the 21st
century unfolds, the energies of corporate chiefs will be
increasingly grounded in and integrated with the overall strategic goals of
the organization. At its root, the need to manage organization is not just
scientific, engineering, product development, marketing, or leadership.
Instead, firms that thrive in a change intense environment have developed
cultures and process that make them flexible, nimble and change ready.
A company‟s perception of its business environment is as important as its
investments in developing and managing HR. This will require a new
consciousness about the inherent and unsurfaced aspects of all HR
systems and tools be it developing or managing the HR at the workplace.
Experience has shown that developing human resources often results in
achieving a sustained organizational growth. Of all the resources which
make business and money, the HR is considered as the most crucial and
prominent. This is because of the fact that, HR makes the business work.
It is HR, which makes the organization grow, develop and excel.
Infact, various strategies are being adopted by business
organizations in this regard. One also sees a paradigm shift from an
approach understood as „welfare approach‟ to that of an approach
commonly known as the „performance management approach‟. This

Page67
approach of employee performance has seen interesting outcomes and
hence has been accepted all across the world.
Performance Management: Defined
1. PM means looking forward and planning for future skill
enhancement while talking account of an individual‟s context
2. PM is looking at requisite changes in employee skills and
behavior, thus, focusing at competency enhancement
3. PM is creating a basis for individual employee performance and
corporate strategy
4. PM as a continuous process in which organization clarifies the
level of performance required to meet their strategic objectives,
convert them into unit and individual objectives and manage them
continually
5. PM is a process of ensuring that employees understand what is
expected of them in their jobs and that managers provide the
appropriate support and feedback to help them meet expectations
6. PM is aligning individual objectives with business goals and
customer requirements, evaluating results achieved, and coaching
for continual improvement
7. PM is a system / process / which help employee perform as
effectively as possible

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The format of the form used:
A sample Balanced Scorecard: The areas of focus for
Dean / Director of the B-School
Area of Performance: KRA and KPI, based on these areas, the Scorecard
can be worked out.
Key Results Area

Page69
Key Performance Areas

Page70
A sample Appraisal format: The areas of focus for
Teaching Faculty of the B-School
Student feedback on Teachers
Department: Semester/term/year:
Please rate the teacher on the following attributes using the 4-point scale shown
4.00 3.00 2.00 0.00
A….. Very Good B….. Good C….. Satisfactory D…..Unsatisfactory
Name of the Teacher:
Parameters A…..
Very
Good
B…..
Good
C…..
Satisfact
ory
D…..
Unsa
tisfac
tory
Knowledge base of the teacher (as perceived
by you)
Communication skills (in terms of articulation
and comprehensibility)
Sincerity / commitment of the teacher
Interest generated by the teacher
Ability to integrate course material with
environment/other issues, to provide a broader

Page71
perspective
Ability to integrate content with other courses
Accessibility of the teacher in and out of the
class ( includes availability of the teacher to
motivate further study and discussion outside
class)
Ability to design quizzes / tests /assignments /
examinations and projects to evaluate students
understanding of the course
Provision of sufficient time for feedback
Overall rating
In case one wishes to have Open ended Questions, than it may also be included.

Page72
Sample formats for Teacher Self
Appraisal Report
SELF APPRAISAL OF TEACHERS
General information
Name:
Address (residential): Ph. No.:
Designation:
Department:
Date of birth:
Area of Specialization:
Academic Qualifications
Exam passed board/university subjects year division/grade merit
------------------------------------------------------------------------------------------------------------------------------
High school
Higher Secondary or Pre-degree
Bachelor‟s Degree (s)
Master‟s Degree (s)
Research Degree (s)
Other Diploma/Certificates etc.
----------------------------------------------------------------------------------------------------------------------------

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Research Experience & Training
------------------------------------------------------------------------------------------------------------------------------
Research Stage Title of work/theses University where the work was carried out
M.Phi or equivalent
Ph.D.
Post –Doctoral
Publications (give a list separately)
Research Guidance (give names of students guided successfully)
Training (please specify)
---------------------------------------------------------------------------------------------------------------------------
Research Projects carried out
Title of the project Name of the funding agency Duration Remarks
-------------------------------------------------------------------------------------------------------------------
Seminars, Conference, Symposia Workshops etc. attended
Name of the Seminar/ Conference/ Symposia Workshop, etc. Name of the
Sponsoring Agency Place and Date
------------------------------------------------------------------------------------------------------------------------------

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Teaching Experience
------------------------------------------------------------------------------------------------------------------------------
Courses Taught Name of the University/College/Institution Duration
U.G. (BBA/ BBM / B.A./B.Sc.etc. Hons.)
P.G.(MBA / M.A./M.Sc., etc)
Any other
----------------------------------------------------------------------------------------------------------------------------
Total Teaching Experience:
Under-graduate (Pass):
Under-graduate (Hons):
Post-graduate:
Any Other:
----------------------------------------------------------------------------------------------------------------------------
Innovations/Contributions in Teaching (Individual Contribution)
Design of Curriculum
Teaching methods
Laboratory experiments
Evaluation methods
Preparation of resource material including books, reading materials, Laboratory
manuals etc.
Remedial Teaching / Student Counseling (academic)
Mentoring
------------------------------------------------------------------------------------------------------------------------------

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Improvement of Professional Competence:
Details regarding refresher courses / orientation attended, participation in summer
schools, workshops, seminars, symposia etc. including open university courses /
M.Phil., PhD
-------------------------------------------------------------------------------------------------------------------------------
Extension Work/ Community Service
Give an account of your contribution to:
Community work
NGO association
Voluntary Membership for community
Positions held / Leadership role played in organizations linked with Extension Work
and National Service Scheme (NSS), or NCC or any other similar activity
-------------------------------------------------------------------------------------------------------------------------------
Participation in Corporate Life:
Please give a short account of your contribution to:
College / University / Institution
Co-curricular Activities
Enrichment of Campus Life
(Hostels, sports, games, cultural activities)

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Membership /participation in Bodies /Committees on Education and National
Development / National Organization
Professional Organization of Teachers.
Membership of Professional Bodies, Societies etc.
Editorship of Journals
Any other information
(Signature of the Faculty)

Page77
Chapter Seven
OD and SHRM
Organizational Development in Academic institutes forms the crucial
competitive advantage for any organization to survive. Each
Academic institute has its own strategy and approach to develop the
organization. Every such organization has strong vision and mission
statement and objectives to go ahead. The Vision, Mission and
values are imbedded and practiced all through. The OD process in
Academic Institute can be focused in these areas, viz:
Leadership
Strategic Planning
Customer & Market focus
Measurement / Analysis / Knowledge Management
Workforce Focus
Process Management
Results

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Leadership
1. What is that the Organization Philosophy stands on?
2. How is that the Vision / Mission and Value statement prepared?
3. How is that the Vision, Mission and Value are imbedded and practiced?
Cite few examples.
4. Is there any alignment with Vision, Mission and Value and the
performance parameters?
5. What are the best practices and Ethos followed?
6. How are the Corporate Governance practices reflected at work place?
7. How are unethical practices dealt with? What extent are unethical
behavior seen seriously and actions taken per se.
8. What are the CSR activity taken in which area and the expenditure?
Does organization has a policy on CSR? If so, how is it derived /
developed?
Strategic Planning
1. How is the strategy for the organization developed here? What is
the exercise done?
2. How is/are objectives of the organization done/ formulated? What
parameters and the data go into such exercise?
3. Once the strategy are prepared and put in place, what is the
methodology and mode that it is taken forward?
4. How are the KRA/KPA measures?

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Customer & Market focus
1. How do you capture market knowledge and updates for the
organization?
2. What is the ways/methodology to know/understand customers?
3. What is the mode of getting customer feed back? How do you use such
data later for your strategic planning?
4. What are the methods of knowing customer satisfaction Index and
retaining your customer strategy?
Measurement / Analysis / Knowledge Management
1. What is the index and matrix of measuring organizational
performance?
2. What is the methodology followed for measuring and analyzing
organizational Performance?
3. How is “Knowledge” developed in the organization?

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Workforce Focus
1. What is the way through which the Employees` are engaged?
2. How are the employees` developed and trained
3. What are the training programs imparted internal and externally?
4. Are the workplace climate surveys undertaken? If yes, how is it done?
If no, why such need is not felt?
Process Management
1. How are the skills and competency developed?
2. How are the competencies managed further?
Results
1. How are Results measured and the parameters (areas)?
2. What are the ways through which we get customers?
3. How do we measure financial performance and value of the organization
in the market?
4. How do you measure the employee results?

Page81
How do you measure the OD results?
Sl.
No
Category Maximum
Points
Sub Aspects
1 Leadership 120 Senior Leadership
Governance and
Social Responsibility
2 Strategic Planning 85 Strategic
Development
Strategic Deployment
3 Customer and
Market Focus
85 Customer and Market
Knowledge
Customer
Relationship and
Satisfaction
4 Measurement ,
Analysis and
Knowledge
Management
90 Measurement ,
Analysis and
Improvement of
Organizational
Performance
Management of
Information,
Information
Technology and
Knowledge

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5 Workforce Focus 85 Workforce
Engagement
Workforce
Environment
6 Process
Management
85 Work System Design
Work process
Management and
Improvement
7 Results 450 Service and Product
Outcome
Customer Focused
Outcome
Financial and Market
Outcome
Workforce focused
Outcome
Process
Effectiveness
Outcome
Leadership Outcome

Page83
HR Audit using PCMM Model for Academic
Institute
Level 1 and 2
Sl. No Process Area Level of Maturity
1 Work Environment Appropriate Work Environment systems at
place / creation of great place to work, stimulating
2 Communications Cordial Social Environment with Sharing of Information
through Meetings
Top-Dawn communication
3 Staffing Effective policy in Recruitment and Selection areas
of Faculty
A committee for shortlisitng the candidates
Induction of faculty on large scales
4 Performance
Management
Setting KRA and KPA are to be defined to all
levels of faculty in all areas of teaching,
viz: Teaching,
Research,
Consultancy,
Extension and
Industry-Institute interface
Monitoring of Performance to be done regularly
and continuously

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5 Training Formal training for In coming faculty
Formal refreshing course for already
existing faculty
6 Compensation Variable Compensation pay to be designed
Extra payments in terms of extra contribution
Level 3
1 Knowledge
and
Skills
Analysis
Formal Knowledge and Skills Analysis
model or exercise
Based on CV or Bio data and feedback from students,
an picture of Knowledge and Skills Analysis
to be generated
2 Workforce
Planning
Each dept to send the required workforce for the
coming years
3 Competency
development
In-house training
Out side Oppournity for competency enhancement
and development in the subject in terms of conference,
seminars and workshop

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4 Career
Development
To develop the skills needed and career advancement
Level 4
1 Mentoring Mentor-Mentee practices and meetings
in this regard to be held
Records of these outcomes to be maintained
2 Team Building Goals and objectives for each dept
Team based activity and work to be reflected
in day today work
3 Team Based
Practices
Team working to be part of day today activity, and whenever
needs exists, team to be part of all such activity
4 Organizational
Competency
Management
Formal model or format to exist
5 Organizational
Performance
Alignment
Performance results and analysis to be done regularly
and intensively

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Level 5
1 Personal
Competency
Development
Every faculty to have a plan to write, self development areas to
improvement areas, and how to reach these
areas
2 Coaching Monetary rewards to be given
3 Continuous
Workforce
Innovations
Empowerment in all areas to reflect
Can have / Practice innovative Practices within the defined
areas, per se.

Page87
Annexure 01
Additional Information:
Through Students Development Initiatives,
OD and HRM format

Page88
Through Students Development Initiatives, OD and HRM format
These are the templates and initiatives for HRM/HRD of Students in
Academic Institute. These practices will make best place to student,
and student’s development program. MBA Institutes and Institute
elsewhere may take some initiatives form these practices for their
Student Development, per se.
Various OD/ HRM
Initiatives fro
Students
Development
Level of MBA
First Year=FY
Second Year=SY
Both= B
International Academic
Tour Second Year=SY
Student Corporate Reach
Initiative
Pre-Placement Training for 30 hours
Second Year=SY
Student Enrichment
Initiative
Quantitative Training in 30 hours
First Year=FY
Student Language
Proficiency Initiative
English Language Training, focusing
Business areas
First Year=FY
Students Academic
Support Initiative
On Line course work material with ppt
Both= B

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Student Intellect
Development Initiative
Business Line / Economic Times Paper
subscription
Both= B
Student Industry- Institute
Initiative
Example :
Campus visit to Infosys, Mysore under
Spark program to learn about Building
a World Class Organizational
First Year=FY
Student Development
Initiative
Participation in various Management
Festivals
Both= B
Student Competency
Index support
Employability Index Mapping Report
First Year=FY
Student Career Support
Initiative
Placement Assistance and support
Second Year=SY
Student Enrichment
Initiative
Exclusive CV writing workshop
Second Year=SY
Student Support Initiative
Assistance to get Summer internship
Second Year=SY

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Student Enrichment
Initiative
MBA Leadership Program, through
which various forums are formed by
students to run students activity
Both= B
Student Out Reach
Initiative
Assistance for International
Assistance-ship for projects
Second Year=SY
Student Connect ME
Initiative
Well developed Alumina database
availability
Second Year=SY
Student Industry –
Institute Initiative
Tie up with Corporate for Project
assistance
Second Year=SY
Student Development
Initiative
Professional Counseling /Mentoring
Sessions
Both= B
Student Development
Initiative
Membership to Business Club
Both= B

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Student Enrichment
Initiative
Career Guidance Assistance from
Placement and Training Cell
Second Year=SY
Student Enrichment
Initiative
Skill Development Workshops /
Sessions
First Year=FY
Student Intra-net Initiative
Students' Personality club and
Societies
Marketing Club
Finance club
HRD Forum
First Year=FY
Student Self Development
Initiative
Best Manager Award from the
department
Both= B
Student Info-lib Initiative
Book Review Competition Award
Both= B
Student Enrichment
Initiative
Best MBA Project Award
Second Year=SY

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Student Intra-Team
Initiative
Oppournity to host / be part of Sports
committee
Both= B
Student Inter-Team
Initiative
Oppournity to host / be part of Cultural
committee Mega Event
Both= B
Student Special Initiative
Special Mock Viva competition of MBA
projects
Second Year=SY
Student CSR Initiative
Oppournity to be part of CSR - Social
Service Activity committee
Both= B
Student Out Reach
Initiative
Oppournity to be part of National AIMA
Quiz, India level
Both= B
Student Global Initiative
Oppournity to make paper presentation
in International Conference / World
Conference, in the listed Management
Forums
Second Year=SY

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Corporate Network
Initiative
AIMA / NHRD Student
Membership
Or any other National
Membership
Second Year=SY
All this templates may be of use to Professionals who wishes to use them in ACADEMIC
Institutes, and make the best use of best practices.

Page94
Annexure 02
India HR Award
The CAMI-AHRB-MEC HR Leadership
Award for HR Evangelist Management
[Teaching Faculty]
and
The CAMI-AHRB-MEC HR Leadership
Award for HR Evangelist Professionals
[HR Fraternity]

Page95
Proposal [Draft]
The CAMI-AHRB-MEC HR Leadership Award for HR Evangelist
Management [Teaching Faculty]
and
The CAMI-AHRB-MEC HR Leadership Award for HR Evangelist
Professionals [HR Fraternity]
Proposed by: MM Bagali, Dean, MBA program, Bangalore
sanbag@rediffmail.com / sanbagsanbag@rediffmail.com / 9880986979
Preamble
1. The total idea is to recognize HR Practioners and Teaching Faculty
who have demonstrated and branded HR as their core work. To look
at, weather HR made their career, or they made HR proud, per se.
2. To constitute a Panel of Experts, which includes Academician, HR
expert and / or consultants, and the Vice Chancellors of Indian
University. If we could get 1-2 Overseas Expert, it could add value.
3. To call for CV / Bio-data-Personal Profile, of HR Executives and
Faculty, with all the work that they have done.

Page96
Selection Criteria
Criteria of Selection
For Corporate HR:
a) The ability of the company/group to succeed in a competitive
environment
b) Commitments to the best practices in HR
c) Contribute to the growth of the people
d) Your influence on Peer
e) The ability to make a paradigm shift in HR/ Business
f) Demonstrated Leadership Qualities
g) Developing a great place to work
Faculty/ Teaching Community HR:
a) Demonstrated leadership Qualities in Academics
b) Innovation in HR teaching
c) Contribution to HR Research
d) Feedback from Students on teaching
e) Extra Academic Work
f) Any Academic Awards

Page97
Category of Awards
Two categories
Teaching HR Corporate HR
Less than 35 age Less than 35 age
36 – 50 age 36 – 50 age
51 and above 51 and above
Women category Women category
Amount:
Rs 25,000 for each category and sub category
Rs.25, 000X4X4= Rs.2, 00,000
Expenses could be:
Card Printing / Postage
Files/ Pen/Folder materials
Advertisement in Paper / Journals
Award Cash/ Memento/ Certification
Selection committee Meeting: 1-2 meeting
Refreshment and Fellowship on Award `Day
Air Charges / Hotel Charges of Experts, if any,
Talk of Experts on that Day

Page98
Collaborations
NHRD / CII/ NASSCOM/ HR Association/ FIKKI/ NIPM/ ISTD
Papers like: TOI/ DH/ Hindu/ or any other
Magazines: Business Today/ business India/ business Week/ or……
Source of Funds
Sponsorship from Rs.5000 to Rs. 50000
Entry fees of Rs.2500
Experts for Selection committee
Corporate
Infosys / Biocon / WIPRO / TESCO / TATA
UB group / Gangaram / Sapna Book House / Other Book Stores
Yahoo / Google / Rediff / Accenture / Toyota / BIAL
Academic institutes
IIM / IIIT / NIAS/
IIS / NHRD / BMA / NIPM
IT Assoc. of India / NASSCOM
University / Educational body / AICTE/ UGC
VC/ Dean of MBA dept in university
Any Others
Entrepreneurs/ NGO/Bankers/Pol. Experts/ TV/Papers/Rtd
Prof/ IAS/ CEO/ MD/ XLRI/ TISS

Page99
Data Base:
LinkedIn / HR Association / All MBA Institutes from all university
All Deans/ Prof in HR / All categories of companies
Professional Organization like NHRD / BMA/ NIPM/CII/
NASSCOM/…..
Format of Program
Format No 01
Morning from 1000am till 0200pm
4 Speakers as HR Conference
Lunch
0400pm till 0600pm Award ceremony
High Tea
Format No 02
Morning from 1000am till 0200pm, 3 Speakers and Award
Lunch
Format No 03
0400 till 0600pm ……… 2 Speakers and Award Ceremony
High Tea

Page100
Annexure 03
MDP for MBA Faculty
[Prizing for this program on request]

Page101
MDP for MBA Faculty
Aim of the Program
The training program is geared to ensure the Quality, Relevance,
Excellence and Skills development through up-gradation of knowledge of
B-School teaching community, and to encourage research of high quality
standards. The training program enables participants to develop
competency in general management education as well as in management
research and pedagogy usability.
Objectives of the Program: ABC effect
1. To equip with knowledge, skills, and attitudes required to manage an
B-School, and develop new ideas, approaches and
methodology[Affective learning]
2. To demonstrate the appropriate use of different teaching pedagogy,
and acquaint with recent developments in Teaching and Research
methods [Behavioral learning]
3. To explain how to resolve problems at classroom situation and
manage the classroom sessions effectively, and develop new sets of
competency and skills[Cognitative learning]

Page102
The Genesis of the Present program
The Knowledge base and the Skills Set:
The concern for most organization, Management and B-School is the
challenges they face in developing the greater confidence, initiative,
solution-finding, problem solving capabilities and the Teaching-Research-
Administration skills and knowledge of its human resources. As a faculty, it
is important to have the Knowledge-Skills-Attitudes which match in
developing and managing the institute or the B –School. The B-School
needs faculty at all levels to be more self-sufficient, resourceful, creative
and knowledge in academic area. The more the knowledge about different
skills that B-School needs, the better it would be to manage the school, per
se.
Infact, this knowledge-skills – attitude behavior would enable the faculty to
operate at higher strategic level, which makes their organization and B-
School more productive and competitive. Peoples efforts produce bigger
results and its what all the organization strives to achieve. However, while
conventional skills training gives people new techniques and method, it
won‟t develop their maturity, belief and/or courage, which is so essential for
the development of managerial and strategic capabilities of the B-School.
But, the crucial fact lies here is the training that has to be given to the
Faculty who are working in the B-School. Thus, the need for such design,

Page103
which enables the faculty to quip with the K-A-S to work – manage-
develop the B-School.
Day One
Sl. No Time Topic Sub-Topic Objectives Methodology
1. 0830-
0900am
Registration Any Additional
Information at
the Reception/
registration
desk, last
minute
handouts
Kit/ Forms/ Bag/ Files
To get used to the place
of training
2 0900 –
0930am
Ice Breaker
and Info
A warm up
time, where
each to know
other, and the
trainer with all
A Dyad group, each
participants to
introduce other Team
Member, focusing on :
1. Professional
Achievement,
2. Personal Info
3. Why Teaching
Field
4. Significant
Achievement in
Teaching
3 0930 –
0945am
The workshop:
WHY this
program, and
the
methodology
1.How the day
time will be
spent
2.What would be
the take home
experience
1. To set Air for
the program
2. Set Targets,
expectations,
and the
outcomes
1. Time table handout
2. Interactive
3.A PPT showing the
programme for the day
( AGENDA)

Page104
4 0945 –
1015am
Overview of
Management
Education
1. Evolution
of
Manage
ment
Educatio
n
2. Foundati
on of
Manage
ment
Educatio
n
3. Basic
Concepts
4. Manage
ment
educatio
n over
the ages
1. To give jist of
management
Education over
the years
2. To highlight
the
importance,
significance
and
contributions in
mgt, per se.
PPT, Participants views
and opinions
5 1015 –
1100am
Qualities and
Persona of the
Teacher
1.Comptency
2.Skills
3. Knowledge
Required by a
Teacher
4.Network
1. What makes
a Teacher and
what makes a
Best Teacher
2. How
Network
matters, and
what network
are available
PPT, A handout on Best
Teacher qualities, and a
Case of Best teacher in
making
A write-up on Best
Management Teacher
from Harvard Business
School London Business
School, Sloan. Also,
Profile of Mgt Teachers
like : Samanth Ghoshal,
C K Prahalad, Dr Uday
Pareek, and the like

Page105
1100 –
1115am
TEA and
Breathing space
6 1115
–
1215
noon
Curriculum
Development /
Planning
1. The Nature of MBA
Curriculum
2. Setting Learning
Objectives
3. Lesson Plan
1. Setting Personal
Goals and that
of course
2. Curriculum
framework
3. How to design
Lesson Plan
1. PPT
2. Experien
ce
sharing
3. Take One
example
of lesson
plan
prepared
by
participa
nts and a
micro
discussio
n on
that.
7 1215
–
0100p
m
Mentoring and
Counseling
1. How to Mentor
2. How to Counsel
3. Methodology to
follow
1. How to develop
skills in students
2. Academic skills
related
personality
3. How life- work-
academic
problems have
to be solved
PPT, Discussion,
experience
sharing
8 0100
–
0130
pm
LUNCH and Network
9 0130
–
0200p
m
Administration
in B-School
1. Admissions/
Entrance test of
India
2. Statutory
Regulations
3. AICTE status and
governance
4. Governing Council
1.Academic Writing for
Management teachers
2. Administrative skills
and knowledge needed
3. University Rules and
regulations
PPT, Handouts of
AICTE, MOM of
governing
council meeting
handout
10 0200 Pedagogy 1. What are the
various pedagogy
1. Teaching
methods
PPT, Discussion,

Page106
–
0300
pm
Approaches to be used
2. Class room
Management
adopted in
different
functional areas
of Management.
2. Decide what is
best at what
point o time
Presentation by
Participants
(one)
0300
–
0315
TEA
2 0315
–
0415
pm
Research in B-
School and
Management
area
1. PhD program
2. Post Doctoral
Programme
3. Projects : Summer
and Dissertation
4. IT usage
5. Search engine like :
Proquest, Emerald,
CMIE,Crisil,Datane
ctar.com,
acmdigital
libraries, and the
like
1. To look at the
importance of
Research in Mgt
2. How to go in for
Post doctoral
work, and
emerging areas
of research
3. Identifying
Summer
Projects and the
probable
researchable
areas
4. The use of IT
and available
search database
Usage of IT
and
computers,
including
SPSS, SISTat,
and other
13 0415
–
0500
pm
Certification
and Ranking
1. The parameters for
NBA Accreditation
2. Ranking agencies
and the
documentation
needed
3. The membership
for Professional
bodies
1.To understand the
process of certification
2. To prepare the
documents, paper
procedure for Ranking
3.AIMA details
PPT, Discussion,
AICTE format
handouts
-

Page107
14 0500 –
0545pm
Industry –
institute
Interaction
1. Placements
2. MOU
3. Centre of
Excellence
4. Corporate MDP
Programmes
1.How to gear-up
for Placements
2.The network and
link to develop
between Institute
and Industry
Experience Sharing
The Model followed by
B-School
15 0545 –
0600 pm
First day
Experience
Sharing
1. Experience of the
day
2. Objectives met
3. Future course of
action
1.Was it Focused
2.Was it Structured
3. Was it ROI
model
Discussion
Views and Opinions
expression

Page108
Day Two
Sl.
No
Time Topic Sub-topic Objectives Methodology
1 0900 – 1100
am
Case Study
Approach
1. Case Study
pedagogy as an
approach
2. Develop Case
3. Case Let
4. Registering a
Case
1. How to use
Case Study
2. Develop,
discuss, and
write a case
3. Class room
management
during case
4. Does and
don’ts during
a case study in
class
5. Limitation of
Case(s)
1. PPT
2. A case
of Harvard
Business
School
discussion
3. A copy
of patent /
copy write
document
2 1100 –
1115am
Tea and Network
Note:
1. Written feedback form should be part of concluding the program
2. Oral feedback from few participant may also be planned
3. Charges should include: Registration / Course material / photocopy / etc

Page109
Coaching Design in Case Study Pedagogy
Premise:
Case Study is considered as the strong and effective teaching tool, because each
case discussed, analyzed and described brings all the facets of Management
concept, per se.
Objective:
A) The objective is to engage in an effective analysis of what goes into
successful Case teaching, and build techniques that you can immediately
apply in the classroom
B) To develop the skills in handling, managing and delivery of Case discussion

Page110
Case Study as Pedagogy for Management
Faculty
Sl.
No
Time Topic Sub-topic Objectives Methodology
3 1115 – 0100pm Case Study
as
Pedagogy
1. How to write and
design a Case
Study
2. Skills in Writing
Case
3. How to discuss,
analysis, and
come to logical
conclusion
4. What is NOT a
case
1. Highlight the
importance
and strength of
Case Study as a
pedagogy
2. Look into
issues in
writing Case
Study
A Case Study
of Harvard
Business
School
publication
PPT
Discussion
0100 –
0130pm
Lunch
4 0130 – 0300pm SWOT 1. Identifying SWOT
in Case
2. Business level
strategy in case(
BLS)
3. How to fix SWOT
analysis
1. How to
develop the
facts and
figures
2. How to link the
BLS and the
outcomes
3. Data
collection, and
use of
Software
PPT
Discussion
Minor Exercise
of Identifying
their B-School
SWOT and

Page111
discuss
0300- 0315pm TEA
5 0315 – 0500pm Develop a
Case
1. Write a Case, by
provided Data
2. Develop/ write a
case let
3. Black Board
management
during Case
Analysis
4. How to divide
class into group
1.The issues and
problems during case
writing
2.How to structure the
case
Discussion
PPT
Role Play for
class room
management
6 0500- 0530pm Experience
sharing
1. To know the ROI
of programme
2. To know how
best it was, the
limitation, and
further
improvements
1.Flush out the
expectations and
delivery
2.To set pace for the
future
Written
Feedback, Oral
7 0530pm –
0600pm
Presentatio
n on MEC
and CAMI
certification
program
and services
Certificate distribution

Page112
M M Bagali, PhD in Management [HR]
Dean-MBA programme / Professor of SHRM / New Horizon College of Engineering / Marathalli /
Outer Ring Road / Bangalore 560 087 / Karnataka State / India / sanbag@rediffmail.com /
sanbagsanbag@rediffmail.com
Copy right: HR Practices for Education Industry [Management Area] /2010-2011 /
CAMI-MEC / bagali m m / bangalore

MM Bagali, PhD, HRM, HRD, HR Project, AHRB,

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