Download GTU (Gujarat Technological University) MBA (Master of Business Administration) 2018 Winter 3rs Sem 3539289 Talent Management Previous Question Paper
Seat No.: ________ Enrolment No.___________
GUJARAT TECHNOLOGICAL UNIVERSITY
MBA ? SEMESTER 3 ? EXAMINATION ? WINTER 2018
Subject Code: 3539289 Date: 6 /12/2018
Subject Name: Talent Management
Time: 10:30am to 1:30pm Total Marks: 70
Instructions:
1. Attempt all questions.
2. Make suitable assumptions wherever necessary.
3. Figures to the right indicate full marks.
Q.1 Explain following Concepts in brief:
(a) Background Checks
(b) Career Counselors
(c) Employee Assistance Programs
(d) Family-Friendly Benefits
(e) Graphic Rating Scale
(f) Job Enrichment
(g) Recognition Programs
14
Q.2 (a) What do you mean by Talent Management? Explain the Framework of
Talent Management.
07
(b) Prepare ?Skill Matrix? for Job Position of your choice. 07
OR
(b) Prepare ?Application Blank? for Job Position of your choice. 07
Q.3 (a) Explain the importance of ?Interview? in Talent Management and
mention steps to avoid common mistakes while interviewing
candidates.
07
(b) Explain the importance of JOB ANALYSIS and WORKFORCE
PLANNING in Talent Management.
07
OR
Q.3 (a) Explain Strategies to offer Market Competitive Pay Plans. 07
(b) How do successful firms manage Ethics and Fair Treatment @
Workplace?
07
Q.4 (a) Discuss various sources of Talent with suitable examples.
07
(b) Suggest on how do firms manage Voluntary Turnover and Retention
Strategies to be adopted by the firms.
07
OR
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Page 1 of 3
Seat No.: ________ Enrolment No.___________
GUJARAT TECHNOLOGICAL UNIVERSITY
MBA ? SEMESTER 3 ? EXAMINATION ? WINTER 2018
Subject Code: 3539289 Date: 6 /12/2018
Subject Name: Talent Management
Time: 10:30am to 1:30pm Total Marks: 70
Instructions:
1. Attempt all questions.
2. Make suitable assumptions wherever necessary.
3. Figures to the right indicate full marks.
Q.1 Explain following Concepts in brief:
(a) Background Checks
(b) Career Counselors
(c) Employee Assistance Programs
(d) Family-Friendly Benefits
(e) Graphic Rating Scale
(f) Job Enrichment
(g) Recognition Programs
14
Q.2 (a) What do you mean by Talent Management? Explain the Framework of
Talent Management.
07
(b) Prepare ?Skill Matrix? for Job Position of your choice. 07
OR
(b) Prepare ?Application Blank? for Job Position of your choice. 07
Q.3 (a) Explain the importance of ?Interview? in Talent Management and
mention steps to avoid common mistakes while interviewing
candidates.
07
(b) Explain the importance of JOB ANALYSIS and WORKFORCE
PLANNING in Talent Management.
07
OR
Q.3 (a) Explain Strategies to offer Market Competitive Pay Plans. 07
(b) How do successful firms manage Ethics and Fair Treatment @
Workplace?
07
Q.4 (a) Discuss various sources of Talent with suitable examples.
07
(b) Suggest on how do firms manage Voluntary Turnover and Retention
Strategies to be adopted by the firms.
07
OR
Page 2 of 3
Q.4 (a) Mention various methods of Talent Appraisal, explain any 2 in detail. 07
(b) Suggest various Employee Benefits offered by Benchmark Firms. 07
Q.5 Case Study:
AVICA Enterprises Inc., of Austin, Texas, is a fast-growing software
company, and provides software solutions to giant global firms for
improving sales and performance. It prides itself on its unique and
unorthodox culture. Many of its approaches to business practice are
unusual, but in AVICA's fast-changing and highly competitive
environment they seem to work. There is no dress code and employees
make their own hours, often very long. They tend to socialize together
(the average age is 26), both in the office's well-stocked kitchen and on
company-sponsored events and trips to places like local dance clubs and
retreats in Las Vegas and Hawaii. An in-house jargon has developed,
and the shared history of the eight-year-old firm has taken on the status
of legend. Responsibility is heavy and comes early, with a "just do it
now" attitude that dispenses with long apprenticeships. New recruits are
given a few weeks of intensive training, known as AVICA University
and described by participants as "more like boot camp than business
school." Information is delivered as if with "a fire hose," and new
employees are expected to commit their expertise and vitality to
everything they do. Jeff Daniel, director of college recruiting, admits
the intense and unconventional firm is not the employer for everybody.
"But it's definitely an environment where people who are passionate
about what they do can thrive."
The firm employs about 700 such passionate people. AVICA's
managers know the rapid growth they seek depends on having a staff of
the best people they can find, quickly trained and given broad
responsibility and freedom as soon as possible. Founder and CEO Joe
Liemandt says, "At a software company, people are everything. You
can't build the next great software company, which is what we're trying
to do here, unless you're totally committed to that. Of course, the leaders
at every company say, 'People are everything.' But they don't act on it."
AVICA makes finding the right people (it calls them "great people") a
companywide mission. Recruiters actively pursue the freshest, if least
experienced, people in the job market, scouring college career fairs and
computer science departments for talented over-achievers with
ambition and entrepreneurial instincts. Top managers conduct the first
rounds of interviews, letting prospects know they will be pushed to
achieve but will be well rewarded. Employees take top recruits and their
significant others out on the town when they fly into Austin for the
standard, three-day preliminary visit. A typical day might begin with
gruelling interviews but end with mountain biking, roller blading, or
laser tag. Executives have been known to fly out to meet and woo hot
prospects who couldn't make the trip. One year, AVICA reviewed
15,000 resumes, conducted 4,000 on-campus interviews, flew 850
prospects in for interviews, and hired 262 college graduates, who
account for over a third of its current employees. The cost per hire was
$ 13,000; Jeff Daniel believes it was worth every penny.
14
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Page 1 of 3
Seat No.: ________ Enrolment No.___________
GUJARAT TECHNOLOGICAL UNIVERSITY
MBA ? SEMESTER 3 ? EXAMINATION ? WINTER 2018
Subject Code: 3539289 Date: 6 /12/2018
Subject Name: Talent Management
Time: 10:30am to 1:30pm Total Marks: 70
Instructions:
1. Attempt all questions.
2. Make suitable assumptions wherever necessary.
3. Figures to the right indicate full marks.
Q.1 Explain following Concepts in brief:
(a) Background Checks
(b) Career Counselors
(c) Employee Assistance Programs
(d) Family-Friendly Benefits
(e) Graphic Rating Scale
(f) Job Enrichment
(g) Recognition Programs
14
Q.2 (a) What do you mean by Talent Management? Explain the Framework of
Talent Management.
07
(b) Prepare ?Skill Matrix? for Job Position of your choice. 07
OR
(b) Prepare ?Application Blank? for Job Position of your choice. 07
Q.3 (a) Explain the importance of ?Interview? in Talent Management and
mention steps to avoid common mistakes while interviewing
candidates.
07
(b) Explain the importance of JOB ANALYSIS and WORKFORCE
PLANNING in Talent Management.
07
OR
Q.3 (a) Explain Strategies to offer Market Competitive Pay Plans. 07
(b) How do successful firms manage Ethics and Fair Treatment @
Workplace?
07
Q.4 (a) Discuss various sources of Talent with suitable examples.
07
(b) Suggest on how do firms manage Voluntary Turnover and Retention
Strategies to be adopted by the firms.
07
OR
Page 2 of 3
Q.4 (a) Mention various methods of Talent Appraisal, explain any 2 in detail. 07
(b) Suggest various Employee Benefits offered by Benchmark Firms. 07
Q.5 Case Study:
AVICA Enterprises Inc., of Austin, Texas, is a fast-growing software
company, and provides software solutions to giant global firms for
improving sales and performance. It prides itself on its unique and
unorthodox culture. Many of its approaches to business practice are
unusual, but in AVICA's fast-changing and highly competitive
environment they seem to work. There is no dress code and employees
make their own hours, often very long. They tend to socialize together
(the average age is 26), both in the office's well-stocked kitchen and on
company-sponsored events and trips to places like local dance clubs and
retreats in Las Vegas and Hawaii. An in-house jargon has developed,
and the shared history of the eight-year-old firm has taken on the status
of legend. Responsibility is heavy and comes early, with a "just do it
now" attitude that dispenses with long apprenticeships. New recruits are
given a few weeks of intensive training, known as AVICA University
and described by participants as "more like boot camp than business
school." Information is delivered as if with "a fire hose," and new
employees are expected to commit their expertise and vitality to
everything they do. Jeff Daniel, director of college recruiting, admits
the intense and unconventional firm is not the employer for everybody.
"But it's definitely an environment where people who are passionate
about what they do can thrive."
The firm employs about 700 such passionate people. AVICA's
managers know the rapid growth they seek depends on having a staff of
the best people they can find, quickly trained and given broad
responsibility and freedom as soon as possible. Founder and CEO Joe
Liemandt says, "At a software company, people are everything. You
can't build the next great software company, which is what we're trying
to do here, unless you're totally committed to that. Of course, the leaders
at every company say, 'People are everything.' But they don't act on it."
AVICA makes finding the right people (it calls them "great people") a
companywide mission. Recruiters actively pursue the freshest, if least
experienced, people in the job market, scouring college career fairs and
computer science departments for talented over-achievers with
ambition and entrepreneurial instincts. Top managers conduct the first
rounds of interviews, letting prospects know they will be pushed to
achieve but will be well rewarded. Employees take top recruits and their
significant others out on the town when they fly into Austin for the
standard, three-day preliminary visit. A typical day might begin with
gruelling interviews but end with mountain biking, roller blading, or
laser tag. Executives have been known to fly out to meet and woo hot
prospects who couldn't make the trip. One year, AVICA reviewed
15,000 resumes, conducted 4,000 on-campus interviews, flew 850
prospects in for interviews, and hired 262 college graduates, who
account for over a third of its current employees. The cost per hire was
$ 13,000; Jeff Daniel believes it was worth every penny.
14
Page 3 of 3
Questions:
(a) In reference to the AVICA case study, discuss how HR
management in the company contributed towards achievement
of its organizational objectives?
(b) In reference to the AVICA case study, appraise the processes
that the company is following currently to plan their human
resource requirements. What further should Trilogy do in your
opinion to plan their future human resource requirements?
OR
Q.5 (a) Prepare Management Replacement Chart showing Development Needs
of Potential Future Vice Presidents.
07
(b)
Explain different types of Honesty Testing used while talent acquisition.
07
*************
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This post was last modified on 19 February 2020