A) Want Is Optional B) Need Is a Must C) Yes Both Are Correct

25. TNI

1. What is the difference between Need and Want?

a) Want is optional b) Need is a must c) Yes both are Correct

1. Who identifies the Training Needs?

a) HOD b) Immediate Supervisor

1. Training Need is

a)Expected level performance minus present level performance

b)No. it is a general need for development

1. Training Needs are identified from

a) Past Experience b) Future Development c) Both

1. All TNIs need evidences and data

a) Yes it must beb) Not Necessary

1. Can TNI be quantified?

a) yes with set skill standardsb) No

1. All TNI needs to be Trained

a) Yes but, it can be prioritizedb) Not Necessary

1. Training Budget is prepared on the basis of TNIs?

a) Yes According to prioritiesb) Not Necessary

1. TNI exercise is done

a) Periodicallyb) As per need basis

1. Training Needs must Co-Relate

a) Business Strategy and Growth b) Employee self-development

26. ORGANIZING TRAINING PROGRAMMES

1. Who prepares Training Calendar?

a) HR Managerb) HR Manager with Line Managers

1. List of Trainers both internal and external are maintainers and Up-dated by

a) HR/Training Managerb) Line Managers

1. Which is Comfortable?

a) Training Hall near Work Placeb) Training Hall far away from Work Place

1. Who approves Training Calendar?

a) HR with Line Managersb) MD

1. Informal training Programmes can be conducted

a) at work Placeb) Training Hall

1. Which is better for Organizing Trg.Prog?

a) Verbalb) Written Communications

1. Pooling of Skills or Pooling of available employees for organizing Trg?

a)Pooling of Skill Needs and accordingly employees are identified

b)Pooling of Employees and accordingly Needs are classified

1. Technical trainings are Organized by

a) HR b) Line Managers in Co-ordination with HR

1. All administration facilities are taken care of by

a) HR Managerb) Line Managers

1. Whether the training Budget includes

a)Cost of admin exps. In relation to Trg

b)Not Necessary

27. TRAINING - EVALUATION

1. Evaluation is for the purpose of

a) Effectiveness of the Trainer b) Self – Learning Level

1. Evaluation Report immdly after Training will give any immediate expected results?

a) No.It takes sometimesb) Yes To some extent

1. Who evaluates the training Programme?

a) Traineesb) Trainees and Trainer separately

1. It is better to design Training Eval. Format so that the targets be spelt in Numerical terms

a) Yesb) No. we leave it to Trainees

1. Understanding level achieved from training can be defined and given numerical values accordingly

a) yesb) No. Sometime it may be confusing

1. Trainer Evaluates what?

a) about Trainees and other facilities b) about himself and his presentaion

1. Can you suugest, some expert people need to be observers in Trg. Prog.?

a)No. free and congenial trg. Atmosphere

b)Yes They will give Un-biased values of the prog.

1. Authentic at effective Training Evaluation is done only after

a) Certain periodb) Immediatley by Oral discussions by HOD,

1. Immediate Trg. Eval. Will not give

a) Any useful datab) To some extent it helps

1. Who prepares consolidated evaluation Report?

a) HR Chiefb) HODs

28. MEASURING EFFECTIVENESS OF TRG.PROGRAMMES

1. How do you evaluate the effectineness?

a)Data before training and Data after training

b)Loss occurred before training and gains achieved (Money-wise)

1. Effectiveness is also measured by

a)Total cost of Training in-relation to cost benefit achieved by Training

b)Ratio between ASK before Trg. And ASK after Trg.

1. How do you measure the Attitudinal Skills?

a)By giving numerical values to the expected attitude Standards

b)By general feeling

1. Who measures the effectiveness of Trg?

a) HR Manager/ Trainer b) HODs

1. What is the period to be taken for evaluation?

a) As per targetted durationb) Immediate

1. Who does followup on Trg. Eval?

a) HR Managerb) HOD

1. ‘Effectiveness’ compels decumentary evidences.

a) Yesb) Not Necessary

1. Data on Effectiveness is an agenda for MR

a)Yes. Definitelyb) Not Necessary

1. Can the data on effectiveness be co-relate with productivity and quality improvement?

a)Yes ratio can be equal to 1 or more than 1.

1. Does the effectiveness of Training reflect the effectiveness of HR Manager / Training Manager?

a) Yesb) Not Necessary

29.STATISTICAL DATA ON TRAINING

1. Does basic knowledge of Satistics require for HR Manager?

a) Yes Definitelyb) Not Necessary

1. Data on TNIs will help

a) Strengthening Interview processb) Re-Structuring

1. Data on effectiveness can be more co-related with

a) Customer satisfactionb) Future Business Plans

1. Data on effectiveness will compel

a) Corrective actionsb) Preventive actions

1. effectiveness must lead to Continuous Imp?

a) Yes. it is a motivational factor b) Not Necessary

1. Data can be graphed and which is better?

a) Skill-wise b) Employee-wise

1. Data on Trg. Effectiveness will help identifying

a) Good Trainersb) Work Methodologies

1. Retention of Data on effectiveness

a) is a mustb) No.we can keep it for some periods

1. Data on attitudinal Skills can be co-related with data on motivational factors?

a) Yesb) Not Necessary

1. Bar Charts are very useful and visible?

a) Yes for perusing the effectiveness b) Not Necessary

30. TRAINING METHODOLOGY

1. Which better Training Methodology?

a) Self-Learningb) Trained by Experts

1. How far class-room lecture will help

a) totallyb) To some extent

1. Case Studies are good for Training?

a) Yes it shows the real talentsb) Many times it fails

1. Role play will help in Training Programmes?

a) Yes it is quite interestingb) No. it is bore exercise

`5.Visual aids are good for Training Prog?

a) Yes b) Noc) To some extent only

1. Participative approach is better than monotonous talk?

a) yesb) Not Necessary

1. Case studies and Role Play can be taken after lunch break of the Trg. Prog.

a) Yesb) Not Necessary

1. Motivating the trainees by jokes, etc. is good?

a) Yes it decreases the boredomb) Not Necessary

1. Welcome speech preferably given by unit Head?

a) Yes it Motivates the Traineesb) Not Necessary

1. ‘Empathy approach is followed by Trainer?

a) Yes it must beb) No Need at all

31. MOTIVATIONAL FACTOR

1. For a Career-oriented employee

a)Money is the main motivational factor

b)No. definitely it is not

1. Motivation is spontaneous and inner urge

a) Yes it is like ‘Saliva’b) No. Motivation is to be trained

1. Motivation starts from Inspiration

a) Yes it is automatic mental force and change b) No it is need not be

1. ‘Standards’ compels or incites motivation,

a)Yes Work standards and environment, particularly

b)No. Sometimes it de-motivates also

1. Motivation is a powerful tool for succession development

a)Yes it develops very quickly b) Not necessary.

1. Inspiration is another inducement for motivation?

a)Yes but, interpretation must be given correctly

b)No. Not Necessary

1. Self-learning or self-inducement is a powerful factor for Motivation

a) Yes definitelyb) No.Training Motivational Factors to the Trainees

1. Self-knowledge with correct interpretation is the right way for positive

motivational factors

a) Yes b) No. Experience and Validation Methods can lead to adapt it

1. Which is a powerful Motivational Factor?

a) Money-relatedb) Knowledge-related

1. Who trains motivational factors fast?

a) Delegative Leaderb) Participative Leader

32.DE-MOTIVATIONAL FACTORS

1. De-Motivational Factors mean

a) No Motivation Factorb) Deteriorational factors

1. ‘Comparison’ of personal attributes may lead to de-motivational factors

a)Yes if you see it negative ways

b) No. Comparison many times leads to growth only

1. False assurances lead to demotivation

a) Yes very muchb) Not Necessary

1. ‘Authoritarian way’ or ‘Centralization’ leads to de-motivation?

a) Yes definitelyb) No. many times this approach is wanted

1. Enforcing Motivational factors may lead to de-motivational.

a) Yes definitelyb) Not Necessary

1. De-Motivation may lead to

a) Health problemsb) To some Extent

1. De-motivation leads to Recruitment cost more

a) Yes b) Not Necessary

1. De-motivation is incited or charged when one feels it from

a) Downward levelb) equal level c) higher level

1. Organisation Suffers heavily because of

a) De-Motivational Factorsb) No Motivation factors

1. Who is totally responsible for de-motivations?

a) Management b) Self

33. MEASURING MOTIVATION

1. In it possible to measure the Motivation?

a) Yes. With the skill of HR professionalsb) No. it cannot be

1. With which you will measure the motivation?

a) With Standardsb) satisfaction

1. Competency mapping helps to measure the motivation

a) Yesb) Not Necessary

1. Does Motivation Compel rewards?

a) Yesb) Not Necessary

1. Following is the quantification formula for motivation?

a)‘Zero’ is No motivation and No de-Motivation, + is for motivation and (-) is for De- Motivation,

b)It is difficult

1. Do you want to ‘bench-mark’ Motivation?

a)Yes. for positive, use larger scale,For negative, use tolerance limit point.

b)Not Possible

1. Open Apprassal System on Counselling will help in measuring motivation

a) yesb) No. it may give biased views

1. ‘Density’ of Motivation is More when it comes from

a) Upward levelb) Lateral levelc) Downward

1. ‘Density of De-motivation is more when it comes

a) Upward b) Lateralc) Downward

1. You must relate all motivation / De-motivational factors to

a)Knowledge, Skill and Attitude towards job

b)Retention / Attrition

35. JOB DIS-SATISFACTION

1. Job Dis-Satisfaction is not similar to job no satisfaction?

a) Yesb) No Both are same

1. Job Dis-Satisfaction starts from

a) Salary Comparisonb) Skill Comparison

1. Job Dis-Satisfaction leads to more de-motivation

a) Yesb) Not Necessary

1. Authoritarionism leads to job dis-satisfaction

a) Yesb) No. it brings results

1. Lack of knowledge up-dation environment leads to

a) Job Dis…..b) No. it may not be true

1. Delegation or De-centralization will reduce job dis

a) Yes Definitelyb) Not Necessary

1. Monotonous work also leads to job dis……

a) Yesb) No. Many times it develops in-depth skills

1. Job Rotation or change in Role play will reduce Job Dis…

a) Yes. Definitelyb) No. it may aggravate further

1. which leads to Job Dis…?

a) Man-Oriented work proceduresb) System-Oriented work procedures

1. Periodic HR Audit is necessary for

a) reducing Job Dis. Levelb) Not Necessary

36. RETENTION METHODS

1. In Current changing scenario, whether it is possible to retain best talents?

a)Yes. it can be with proper Rewards

b)No. it is not true

1. Which lot, do you want to retain?

a) Best result-oriented employeesb) Less career-oriented persons

1. Which factor influences Retention positively more?

a) Best HR Policiesb) Enjoy Working

1. Motivational factors directly proportional to Retention?

a) Yesb) Not Necessary

1. Retention may reduce the company’s cost

a) Yesb) No. Rentention cost may tally the Recruitment cost

1. For a good employee which is a good Retention Method?

a) Training & Up-datingb) Monetary benefits

1. Good Succession Planning is better than career plg?

a) Yes Definitelyb) No. for visioned employees it may not be feasible

1. Instant Rewards are better than Annual Rewards?

a) Yes. Definitelyb) Not Necessary

1. Data on Exit interview will be useful for Retention Methods?

a) Yesb) No. may times it is biased and Un-Prepared

1. Daily Evaluation / Counselling / feedback will Strengthen Retention Factors

a) Yesb) No. it may be difficult to practise

37. EXIT INTERVIEW DATA (EI)

1. Who Conducts EI?

a) HR Managerb) Line Manager first and HR Next

1. Do you accept Criticisms and Suggestions?

a) Yesb) No. Many times it is exaggerated

1. Exit Int. Questionnaries are designed more on

a) Attitudeb) Infra-Structurec) Environment

1. Which gives data exact?

a) exit Interviewb) Daily Employee Interactions

1. Transparency or close Cluture, which one gives more data during Exit

Int. process?

a) Open Talkb) Fear atmosphere

1. Standard Format is better or open format?

a)Standard format with company culture expectations

b)Open Format

1. How do you co-relate feedback from Exit Int?

a)Check the Uniformity and consistency on data

b)Immediate corrective action by Trial implementation

1. Do you persuade the out-going employees to re-consider his leaving the service?

a)Yes. To some extent that too only with the best talents

b)No. Let him go to better place. Let me get better man

1. Do you Punish the employees who contributes negative opinion on company?

a) Nob) Yes. as per genunity of the feedback

1. Which is better during Exit Int. process?

a) Oral Discussionsb) Written Statements

38. EMPLOYEE – COUNSELLING DATA

1. Who Counsels the employees?

a) Line Managers initiallyb) HR Manager

1. Counselling is only for

a) Negative Attitude b) Positive as will as Negative

1. Do you welcome openness during counselling?

a) Yes. definitelyb) Not Necessary

1. Which is more effective?

a) Individual Counsellingb) Group Counselling

1. Counselling is because of

a) Complaints b) Periodic Requirement

1. Periodic Self-Appraisals will Strengthen the process of Counselling?

a) Yes. Definitelyb) Not Necessary

1. Daily Self – Appraisal (simple Format) Method in relation to skills and Results, whether it is necessary?

a) Yesb) Not Necessary

1. HR Manager must posses following traits during counselling procedure/

a) Flexible and Philosophicalb) Rigid and authoritarian way

1. Managers must develop Listening Skills during counselling

a) Yesb) To some extent

1. Counselling is an informal training Programme, particularly on Attitudinal Skills

a) Yes Definitelyb) Not Necessary

39. COMPENSATION SURVEY (CS)

1. CS is necessary under present employment conditions

a) Yes definitelyb) No. it may not serve any purpose

1. CS is done to retain the

a) Best Talentsb) To correct HR Policies

1. Who does the CS?

a) HR Peopleb) Finance Manager

1. CS includes Motivation and satisfaction factors

a) Yesb) Not Necessary

1. CS can also be on the basis of

a) Career Planningb) Retention Planning

1. Preparation of Check- List is necessary

a)Yes. as per expected level of corrective action

b)No. Open format is enough

1. Nowadays it is difficult to conduct CS, because many companies do not disclose data? For this….

a)Obtain the data from candidates during interview

b)Leave it to the consultants

1. CS, many times, it is a futile exercise

a) Yes. I agreeb) No. effective data can be implemented

1. CS can be done by the following will give better results?

a) HR Managerb) HR Consultants

1. Data from Exit Int. and Employee Counselling can serve food purpose in CS

a) Yes Definitelyb) No. many times, it is biased

40. SKILL SURVEY (SS)

1. Data on skill Survey can be obtained from

a) Campus Interviewb) Job Advertisements

1. On-line facilities will contribute quicken and better data for SS

a) Yesb) Not Necessary

1. Skill levels are up-dated from

a) Competitorsb) Market Trendsc) Both

1. Releasing advertisements will invite move Skill data on Survey

a) Yesb) Not Necessary

1. Training Programmes will lead to more skill up-dation

a) Yes definitelyb) Not Necessary

1. Write – ups on a specific skill topic, will bring data from the ‘Candidates

a) Yesb) No. many times it is exaggerated

1. How do you bring out hidden or latent Skills?

a) Thro’ Case Studies and role playb) Personel Discussions

1. Job Rotation and Demonstration by self also contribute towards skill data

a) Yesb) Not Necessary

1. ‘Delegation of power’ or Empowerment will contribute more data on skill Inventory

a) Yesb) Not Necessary

1. Competency Mapping Method will also contribute to skill Inventory/

a) YesDefinitelyb) Not Necessary

41. SKILL DATA BANK

1. Available Skills are measured in relation to the expected level standards’

a) Yes Periodicallyb) No it is difficult

1. Employment Application ‘Data’ will contribute more towards skill data

a) Yes To some extentb) No. it may be biased

1. Job description will give exact skill Data

a)Yes. it gives expected level

b) No. many times it is confusing with actual Role Play

1. Customers feedback will also add towards skill Data up-dation

a) Yes definitelyb) Not Necessary

1. Vendor feedbck will also add data requirements on Skills

a) Yes. definitelyb) Not Necessary

1. Quality ‘Standards’ will help in pooling Skill Data

a) Yesb) No. my be to some extent

1. Periodic Perf. Appraisals are powerful tool for pooling skill Data

a) Yesb) No. Many times it is Un-biased

1. Job related Magazines / Seminars will contribute more on skill Data

a) Yes if it is Specificb) Not Necessary

1. Which is better?

a) Micro level Datab) Macro level data on skills

1. Do you prefer quantification methods on Attitudinal Skill Data

a) Yes. definitely b) No it may be biased

42. INTERVIEW PROCEDURES

1. Interview Evaluation Committee gives

a) Un-biased Selectionb) Not Necessary

1. 70% job – related and 30% attitude-related Questions are good for interviews

a) Yesb) No. it can be 50:50

1. Body language gives some correct picture on Attitude of the interviewee

a) Yesb) No. it need not be

1. Which is better?

a) Pre–Set Questionnaire Methodb) Spontaneous Questions

1. One Window interview system is good

a)Yes it saves time and money

b) No. it may lead to un-biased selection

1. On-line interview method is good

a) No. it may lead to wrong selection b) Yes it saves and time

1. Campus Interview is the best method for selection

a)No. it need not be many times we may lose good candidate

b)Yes it saves time and cost

1. Referral Candidates are better

a)No.it leads to wrong selection many times

b) yes it can motivate the employees

1. Whether Selection by Consultant is good?

a) No. Not Necessaryb) Yes. it saves time

1. Subject- basics and fundamentals are important while designing questions

a) Yesb) Not Necessary

43. INTERVIEW EVALUATION BY HR

1. Evaluation of Candidates’ Culture is very important

a) Yes. it can be done by HRb) Not Necessary

1. Body language evaluation is done by HR

a) yes. it must beb) No need to evaluate

1. Acceptance of weakness is a good quality of the Candidate?

a) Yesb) Not Necessary

1. Skill of Communication is evaluated by HR

a) Yesb) Not Necessary

1. Listening Skill can be evaluated during interviews

a) Yes. it must beb) No. it need not be

1. ‘Assertiveness’ must be evaluated

a) Yes. by some examplesb) Need not be

1. Can Motivational Skill be evaluated in interviews?

a) Yes it is important b) it is difficult

1. Will you give weightage to candidates’ Mannerisms and personal cleanliness

a) Yes. it must beb) Not Necessary

1. Aptitude Test will Serve any purpose

a) Yes definitelyb) Not Necessary

1. Do you give chance of learning Skill during interview process

a) Yes. to some extentb) No. it may not be feasible

1. INDUCTION

1. Induction Programme is done by whom?

a) HR Manager initiallyb) Line Managers

1. Will ‘Culture’ of the organization be briefed during Induction?

a) Yes definitely with examplesb) Not possible

1. Write-up about organization goal, structure etc. will be helpful

To the new entrants

a) Yes. it must beb) No May be confusing

1. Preparation & Circulation of Employee Hand book is very useful

a) Yesb) Not Necessary

1. Brief on important Statutory labour laws is very important

a) Yesb) No. It may not be understood immediately

1. Organization Structure is explained

a) Yes. in briefb) No

1. Appraisal Systems, Traits to be evaluated and Ratings will be explained

a) Yes. definitelyb) No Need not be

1. General Discipline, welfare etc. are also briefed

a) Yes it must beb) No. He may come to know afterwards

1. Job Related Induction is given by Line Managers

a) Yesb) No. They may not find time

1. Induction needs evaluation?

a)No. Not Necessary

b)Yes. But it can eb focused ‘understanding levels’ only

1. JOB DESCRIPTION

1. Who prepares Job description Manual?

a) HR Managersb) HR with Line Managers

1. Responsibility and authority are to be explained

a) yes. Then only clarity will be understoodb) Not Necessary

1. Attitudinal Skills are also to be included in JD?

a) Yesb) No Need