Practices: 1. Talent acquisition, campus selections, source selection, use of social media and job portals.

What talent will you get from where? 2. Remaining in touch, rapid induction, rapport creations, and initial engagement. 3. Branding to attract talent including CSR practices. 4. Correct positioning including career graph and mapping, correct hierarchies, job leveling. 5. Practices related to performance management, frequent feedback and rapid weeding out. 6. Performance Potential link and practices related to tracing these. 7. Given the turnover, how can talent acquisition meet the challenge of job filling. 8. Job evaluation, description, competency, competency mapping practices, generic competencies, managerial competencies, organization defined core competencies (pl differentiate from Prahalads term), how many of these should be there, how to identify these, subject matter expert in the CM context, bench depth, bench width. 9. Linkage of vision, mission, strategy, structure, system, processes., jobs, activities, output ( I was surprised none could answer Kevin on this though this must have been repeated by Animesh and me a dozen times in the class) and how the HR builds from activity to Jobs and creating job families based on which competencies are built. 10. Strategy-capability-competency-practice linkage (which we cover in SHRM). It is not enough tell some gas, but you should be able to model at least one capability to show that you know how to do it and how that creates SCA. 11. Intrinsic and extrinsic motivation tools current practices and how their relativity differs at various levels. 12. Work place deviance and practices to handle these. 13. Compensation frameworks, how bands in hierarchy is converted to bands in compensation, band breaking practices to retain unique talent. 14. Practices related to team building and team design (read up on team design using team wheel if you have never heard of it) 15. Employee engagements practices by various groups such as HAY, Tower Watson, Mercer etc. and how they can be modified, for whom it fits (start up-rapid expansion mature-decliningreemerging stages of business). Know these at base levels of structure. 16. Practices in Organizational transformation, and practices in OD such as appreciative enquiry and Kotters 8 steps. 17. L&D practices and e-learning practices in vogue to meet the rapid talent acquisition, induction. 18. Basic practices in High Performance Work System and how the linking is achieved in this. 19. Practices related to disseminating directions set, creating alignment, and leadership practices at lower levels. 20. HR ability to lay down practices for learning organization and innovative organization. 21. Basic laws related to IR. Additionally, grievance redressal, fair hearing etc. in addition to the basic. 22. Practices related to screening, integrity and ethics and linking this to the companys values. All companies consider them highly ethical anyway. So you can work on that assumption. 23. Practices in HRP, how it is planned and revised every quarter/half year or annual depending on life cycle of the org.

24. Ability to adapt practices to life cycle of the business (interviewers business and not your imaginary dream company).