Human Resources Management

Final Assignment -- (Group E)

To: Prof. Dr. Ghada Hammad

Group participants:

 Tarek Ibrahim Awad 20121851

 Ibrahim Mohamed Ibrahim Elaslougi 20121139

 Walid EL Sayed ElAraby 20121234

 Mohamed Helmy 20121233

 Alaa Shaaban 19221523

 Omaima Hamdy 20121200

 Esraa Abed Alkader 19221522

Recruitment P lan P reparation
BM Egypt
Brief industry introduction

BM Company is a leading company specialized in marketing Medical Equipment, Diagnostics,

and Hospital Supplies in Egypt.

The company has been established in 1989.

The company is one of the oldest and most trusted names in the medical field. It enjoys a
sound reputation among its customers in Egypt and its suppliers internationally.

BM strategic principles

Success is our Goal

Value
Clarity, trust, loyalty, pride and
respect - these are our values.
They have accompanied us since
our beginning and will contuinue to
do so in the future. They are the
constants which shape our work
and our behaviour.

OUR VISION
Offering solutions and products that are verifiably effective - that is our vision. She is
our guiding principle on all levels - whether in strategic decision making within the
management teams or in the daily operative work of each of our employees. Our
vision always pushes us to develop and offer high quality solutions and products
which can be proven to be effective and efficient in their application.
OUR MISSION
Our mission is to always improve the quality of life and the quality of work for all our
clients and patients with our work and our solutions. Safety and success of therapies
are always our focus.

For us, just as for every other business, economical success is the basic foundation
for fulfilling our mission. This we can only achieve together with the people we work
for and with. Therefor they are at the centre of our thinking and doing.

Source: Literature Review, brain storming and interview with

executives

Internal audit

Strengths
Brand name
Competitive products/Unique products
Accessibility of service people
Choice and Range of Service
Consistency of service quality staff
Employee Training
Service equipment//Physical facilities
Compliant registration facilities
Reasonable warranty policy
Providing service as promised
Weaknesses
Poor spare parts inventory
Difficulties in recruiting skilled staff
Poor spare parts inventory
Difficulties in recruiting skilled
Understanding the needs of customer
Technical competence of service people
Providing service during a holiday
Poor staff retention

External audit

Opportunities Threats
Improvement in customer base Lower prices or higher standards of local
service agents
Improving the post-service clients activity Inflation
Scope for expansion of service Network
Further decrease in turnaround time
Changing needs of customers
Use of Information Technology Tools
Consumer education regarding the similar
products of competition
Toll –free phone support
SWOT
SWOT Variables
Factors
S1. Brand name
S2.Competitive products/Unique products doesn‟t have and unique products help distinguish after sales
S3. Consistency of service quality
S4. Service equipment//Physical facilities
Strengths
S5.Compliant registration facilities
S6.Reasonable warranty policy
S7.Providing service as promised
S8. Accessibility of service people
S9. Choice and Range of Service
S10.Employee Training
W1. Poor spare parts inventory
W2. Difficulties in recruiting skilled staff Non availability of skilled staff.
W3. Understanding the needs of customer Customer‟s needs are not properly understood and attended
W4. Higher Turnaround time
Weaknesses
W5. Technical competence of service
W6. Providing service during a holiday
W7. Poor staff retention
O1. Improvement in customer base
O2. Improving the post-service clients
O3. Scope for expansion of service
O4. Further decrease in turnaround time
O5. Changing needs of customers
Opportunities
O6. Use of Information Technology Tools
O7. Consumer education regarding the
similar products of competition
O8. Toll –free phone support
T1.Lower prices or higher standards of
local service agents
T2.Inflation
Threats T3.Growing costs with the service activity logistics and employee salary.
T4.Increase in cost of service parts
Growing costs with the service activity
Increase in cost of service parts
Abnormal compliant during warranty
period
Description
Good image in the marketplace and ability to charge higher
prices for their products because consumers place additional
value in the brand
Products having additional features that the competitor
business from competitors.
Achieving uniformity and fairness in the service quality.
Use of appropriate, adequate and modern service tools,
equipment and technology.
Facility for registration of complaints through online, phone
and in person.
Warranty for maximum number of parts of the product for a
reasonable period.
Attending and resolving compliant then and there as
Easiness to access or approach the service staff.
Offer of variety of services.
Service technicians are given periodical class room, field and
refresher training as and when required.
Non availability of spare parts at the time of repairing due to
poor inventory system.
Time taken for resolving the compliant is more.
Ability of service technicians to explain the problem and
clarify the customer‟s doubt technically.
Company is not providing service during the regular and
festival holidays.
Staffs are not working more than one or two years.
Potential to enhance the number of customers.
Potential to improve the variety and quality of service.
Introduction of service centers in potential areas from
where more number of complaints are received.
Possibility of reducing turn around time to a preset target
Customers are becoming more value conscious and are
increasingly willing to adopt new technology.
Use of information technology tools for
effective communication.
Conduct of sales and service camps frequently.
Offering compliant registration through Toll-free phone
Presence of local quality service provider at nominal cost.
Rise in the general level of prices of goods and services over a
period of time that results in an increase in cost.
Increase in cost of attractive warranty policy, service tools,
Increase in cost of critical service parts.
 T5.Abnormal compliant during Abnormal breakdown or failure of product with in warranty
warranty period period.

External audit
Is a strategic management tool that aims at understanding features affecting a
business but an individual business cannot control. In an external audit, the focus is on
factors that affect a business but the business has nothing much it can do regarding
their effects.

Also we can says that External strategic business audits are essential for finding hidden
opportunities and reducing the impact of future threats in a rapidly changing business
environment.

External factors include among others political stability/instability in a county,

technological developments, computer invention, population compositions and
foreign competition.

The process of organizing an external audit

To gather as much information as possible, the management should undertake the
process with as many competent employees as possible. It should also analyze both
published and unpublished data which will assist it in appreciating the need the
prevailing conditions. The following process is followed;

 Gathering of information
 Testing data validity
 Interpolating and analyzing information gotten
 Making strategic decision based on the information gotten

The nature of external audit

An external audit addresses five area, they are;
  Economic factors
 Social and cultural factors
 Political/governmental structures
 Technology and innovations and
 Competitive forces

Conclusion and recommendation

Businesses do not operate in a vacuum but in environments, these environments
have factors that affect a business. These are external factors which must be
considered in strategic management. Recognizing the effect that external
environment has on a business assists management to remain competitive and
devise measures aimed at mitigating any potential loss.

Some of external factors include; Social status/ living conditions, International/national

legislations/regulations, Managerial processes developments Global financial crisis,
foreign competition, Population increase, and technological change.

Internal Audit
What is Internal
Audit?
Internal Audit is a department or an organization of people within a company that is
tasked with providing unbiased, independent reviews of systems, business
organizations, and processes. The role of Internal Audit is to provide senior leaders and
governing bodies of an organization an objective source of information regarding the
organization’s risks, control environment, operational effectiveness, and compliance
with applicable laws and regulations.

Who Performs the

Audit?

 Internal Audits – Internal Auditors, typically employees of the

company

Who is the Audit Reported to?

  Internal Audits – Board of Directors, and members of management

What Does the Audit Cover?

 Internal Audits – Internal Controls related to:

o Governance
o Risk Management
o Process Improvement

Internal Audit: helps safeguard against potential fraud, waste or abuse, and ensure
compliance with laws and regulations.

What are the Types of Internal Audits at BM?

Compliance Audits evaluate compliance with applicable laws, regulations, policies and
procedures. Some of these regulations may have a significant impact on the company’s
financial well-being. Failure to comply with some laws, may result in millions of dollars in
fines.

Environmental Audits assess the impact of a company’s operations on the

environmental law.

Information Technology Audits may evaluate information systems and the underlying
infrastructure to ensure the accuracy of their processing, the security and confidential
customer information .

Operational Audits assess the organization’s control mechanisms for their overall
efficiency.

 Performance Audits evaluate if the organization is meeting the metrics set by

management in order to achieve the goals and objectives set forth by the Board of
Directors.

Process An internal audit should have four general phases of activities—Planning,

Fieldwork, Reporting, and Follow-up acc to BM.
  Planning – During the planning process, the internal audit team will define the scope
and objectives, review guidance relevant to audit (e.g., laws, regulations, industry
standards, company policies and procedures, etc.), review the results from previous
audits, set a timeline and budget for the audit, create an audit plan to be executed,
identify the process owners to involve, and schedule a kick-off meeting to commence the
audit.
 Fieldwork – Fieldwork is the actual act of auditing. The audit team will execute the audit
plan. This usually includes interviewing key personnel to confirm an understanding of the
process and controls, reviewing relevant documents. testing the controls for a sample
over a period of time, documenting the work performed, and identifying exceptions and
recommendations.
 Reporting – As you might guess, internal audit will draft the audit report during the
reporting phase. The report should be written clearly and succinctly to avoid
misinterpretation and to encourage the intended audience to actually read and
understand the report.
 Follow-up –is overlooked. Following up is critical to ensure that the recommendations
have been implemented to address the findings identified and follow-up . If an
organization fails to follow-up on the implementation of recommendations, it is unlikely
that the changes will be made.

Content outlines of certified internal auditor at BM company

I. Mandatory guidance (35%-45%)

a. Definition of internal auditing

b. Code of ethics
c. International standards
II. Internal control/Risk (25%-35%)- Awareness Level
a. Types of control
b. Management control techniques
c. Internal control framework and characteristics and use
d. Alterative control framework
I. Conduct internal audit engagement – Audit tools and techniques (28% - 38%)
a. Data Gathering
b. Data Analysis and Interpretation
c. Data Reporting
d. Documentation
 Long-Term objectives

Having objectives that will achieve our goals is the only one way that determining
the company’s future, whether it grows or dies.
1- Increasing Sales
Set a target as to how much our business would wish to earn over the next few
months.

2- Brand Recognition by Creating a Stellar Reputation

 We should establish a name for ourselves that consumers would
normally come to us whenever they need our products or services.
This will performed though our commitment with our customers during the sales and
after sales services phases.

 Also Continue promoting our company products and services through social
media, on television, newspapers, radio, any form of medium available
(bloggers, journalists, reporters).
 First impressions count. So we should be sure not to screw it up.
3- Boost Social Media Account
A contributing factor to a business’s success also lies on how the company’s
social media site is being managed. While it is important to gain as many
followers as you can, it is just as crucial as to the content the company posts
online on its social media page. There are numerous ways to gain followers
online such as promoting online contests.

4- Get on the First Page of Google

Search engine optimization (SEO), sounds familiar?
The website that most often appears on Google’s Search Result list, the
more visitors it will receive from the search engine’s users which eventually
becomes customers.
 SEO is often underestimated as a long-term objective as the people do not
realize that almost all information that you need to know is right there in
Google. If people need to know what kind of products you cater and they do
not have the time to actually visit the physical store, that is where SEO comes
in handy. You may also see.
5- Host Promotional Events
This objective may cost more.
The promotional events and sponsorship are one way of getting the people to
know what you do and what you sell.
Nothing can ever be expected.
When a major stakeholder partakes in that event and will like your product
which will eventually lead to them buying your product for future use.
The engaging in a business is and will always be a risk. So, unless we are
ready to commit to the art of business into making it work for our company,
then this post will have served its purpose.

6- Improve operational safety

7- Train personnel in specific maintenance skills

8- Ensure environmental protection

All Objectives will be measured every 6 months

Project generic view (summary)
After-sales support is a service that is provided after merchandise or services have been sold.
Most after-sales support involves a guarantee, warranty, upgrade or repair service. Some of the after
sales customer supports include an ongoing relationship with the original equipment manufacturer
(OEM) throughout the life cycle of the product or service, while other warranties are under time
constraints.

Organization structure
http://www.bm-egypt.com/ProfileAfterSales.aspx
BM – Egypt ORGANIZATION CHART

BM-Egypt has more than

30 after sales service staff
who are allocated in the five
branches and covering all
the Egyptian territories.
They are divided to small
groups each group serves one company.
 Each branch has a stock of spare parts in its warehouse controlled by the
head office via a computer system.

BM-Egypt after sales service staff is performing the following activities

• Inspection of the new equipment when delivered

• Installation of the new equipment
• Training customers on operation
• Preventive maintenance
• Service calls and emergency service calls All the above mentioned activities are controlled
by a computer system (recall system) i.e. we have a complete history for every instrument
from day one. Generally, BM-Egypt service team response time is maximum 24 hours from
the time of call.

What is Company new project?

- We will install new 20 Laboratory instruments and new 5 Radiology Instruments.

OUR Planning
When you have a position to fill, you want to be sure that you find the candidate most suited for
the job, and the one whose skills and knowledge will help your company grow.

Successful recruitment depends on how well you prepare and publicize your job ad, as
well as how well you screen applicants. That way, when you get to the interview, you are meeting
only the best candidates that most closely fit what you’re looking for.

Here is a 5-step recruitment plan you can follow to improve your chances of finding the right
candidate.

Step 1: Prepare an effective Job Description (JD)

An effective job description should include the following:

a) Position title.
b) Information about your company
c) Job description—Tell candidates what contribution they will be making by summarizing the most
important tasks that the successful applicant will be required to perform. Be sure to highlight what
makes the position unique and exciting.
d) Qualifications
e) How to apply (apply in person or by mail, fax or email)
 decided to hire new Team ,

The Team consists of two Application Specialist & three Field service engineer

1- Application Specialist – Job Description

ESSENTIAL DUTIES AND RESPONSIBILITIES:

Develop and implement action plans to help install and setup new equipment and add value to the
products, improve customer knowledge, product acceptance and sales.

Discuss on the basic clinical significance of the assays and can understand QA/audit reports.

Plan application training and customer support activities and monitor the results of these plans.

Provide effective product and field support in Middle East & Africa.

Establish and maintain effective communication networks with Middle East & Africa Sales & Service
staff and appropriate primary channel partners product and sales staff in Middle East & Africa and
focused territories.

Establish and maintain constructive communication with Beckman Coulter product management
team and Competitive Reference Accounts for the product line in all focused territories.

Work closely with product management for pre and post sales customer support within product
portfolio through constructive communication.

Ensure all customer complaints are addressed and solved as per the organization escalation
process.

Create and implement adequate application training program, and customer training with
emphasis on performance and quality of results that leads to higher customer confidence in
Beckman Coulter Products

Keep records of training conducted and monitor training effectiveness

Assist new and current customers with assay validation processes and support them with
accreditation

Collaborate across the functions to develop personal skills through knowledge sharing and learning
from others.

Qualifications and Education Requirements

- BSc degree in Medical Laboratory Technology, Pharmacist , Science, or Biomedical Engineer with
3 to 5 years diagnostic laboratory experience.
 - At least 3 to 5 years’ experience in Beckman coulter Product Support or market competitor
Experience supporting or running IVD analytical systems is highly desirable Train-the-trainer
experience and certification is highly desirable
- Familiarity with laboratory processes Ability to run different validation methods and interpretation
Knowledge of EP evaluator different modules & interpretation of results Strong Presentation Skills
using MS PowerPoint and other Presentation tools
- Excellent communications skills
- Superior training skills and experience with customer/user training utilizing adult learning techniques
- Superior consulting/influencing skills For Beckman Coulter internal candidates, prior training in DBS
tools and their use is desirable
- Exposure to and participation in a wide variety of training environments
- Good writing and administrative skills, including computer skills (PowerPoint/MS Word/Graphics, MS
Excel spreadsheet, SharePoint)
- Fluent in English, Arabic and any other language is an asset Effective customer consultative skills
which includes excellent scientific knowledge and analysis, exceptional customer engagement, and
strong customer relationships.
- Handle common problems independently; give customer feedback on progress of the problem or the
solution to the problem.

PERSONAL TRAIT PROFILE:

- Self-sufficient
- Enthusiastic
- Team orientation (knows when to lead and when to follow) Lives the “continuous improvement”
philosophy and can drive change successfully Logical and creative thinker , Willing and able to
travel (travel 50% depends on the assignment) Poised, strong personal impact
- Confident
- Ability to influence others – credible
- Facilitation skills

Applications Engineer Salary Expectations

According to Indeed, Applications Engineers make an average of 150000 L.E per year. Salaries may
vary based on location of the position and how much experience the applicant has.

Language : English , Arabic

Working Conditions

Working in the area of low levels of laboratory equipment .

Extended periods of computer usage.

Periodic overnight travel.

Relocation

Relocation assistance is available.

Additional Information

Type: Full-time

Experience: Mid-Senior level

Functions: Engineering

Industries: Medical Devices, Hospital & Health Care

The Field Service Engineer (FSE) will be responsible for meeting the daily service maintenance and
repair needs of the customer’s equipment. Establish and maintain proper business relationships
with customers and peers as well as performing necessary administrative duties as required and
other duties as assigned.

Essential Job Responsibilities

The FSE performs the major functions listed below. The position may require additional
duties/responsibilities that may not be outlined below, and specific functions are subject to
change.

Basic troubleshooting, installation, maintenance and repair on designated equipment.

Completing Preventative Maintenance and field modifications.

Ordering and managing repair parts cycle times.

Keeping up to date on administrative responsibilities such as maintaining customer service logs

and internal service records in a timely manner.

Maintaining daily communications with customers to ensure resolution and proper follow-up.

Maintaining tools and test equipment and ensuring they are properly calibrated.

Meeting Health and Human Services, Environmental Health and Safety and/or all other applicable
regulatory requirements.
 Utilizing the escalation process to resolve customer service delivery issues.

Identifying and participating in sales opportunities such as new contracts, contract renewals and
system sales.

Working as a member of the local team to provide efficient service delivery to all accounts within
assigned area.

The ability to lift and carry a toolbox that can weigh up to 50 lbs.

Adhering to current regulatory requirements to include, but not limited to, HIPPA, OSHA and FDA.

Qualifications & Requirements

The following qualifications are the minimum requirements necessary to successfully perform this
role. However, any equivalent combination of experience, education and training, which provides
the necessary knowledge, skills and abilities, would be acceptable, subject to any legal and/or
regulatory requirements.

Bachelor’s degree, Electrical Engineering, Electrical Engineering Technology, equivalent military

experience or Associates Degree with 2 or more years’ experience in servicing Diagnostic
Imaging equipment or a High School Diploma/GED and 10 or more years’ experience servicing
Diagnostic Imaging equipment.

Must have experience servicing diagnostic imaging equipment – NM, SPECT, SPECT/CT, PET,
PET/CT, CT and MRI.

Experience interfacing with both internal team members and external customers as part of a
solution based service process.

Valid driver’s license and good driving record is required.

Five years’ work experience in the medical imaging industry preferred.

Experience diagnosing and repairing mechanical, electromechanical, and/or electronic equipment.

Experience troubleshooting and responding to customer concerns.

Proven record of being reliable and accountable for all aspects of their job.

Proficient level of computer skills including MS Word, PowerPoint, Excel and Outlook.

Excellent analytical, interpersonal and communication skills with the ability to communicate
complex technical issues in an easy to understand manner.

Ability to work in a fast-paced, self-directed, entrepreneurial environment.

Ability to adapt to changing circumstances.

Decision-making, problem resolution and creative thinking skills

Attention to detail.
 Ability to multi-task activities with shifting priorities. Able to work productively in a pressurized
environment.

Applications Engineer Salary Expectations

According to Indeed, Applications Engineers make an average of 150000 L.E per year. Salaries
may vary based on location of the position and how much experience the applicant has. Working
Conditions

Working in the area of low levels of radioactive isotopes.

Extended periods of computer usage.

Periodic overnight travel.

Relocation

Relocation assistance is available.

Additional Information

Type: Full-time

Experience: Mid-Senior level

Functions: Engineering

Industries: Medical Devices, Hospital & Health Care.

Step 2: Use the right recruitment tools

(The right way to promote it)

Here’s a list of tools you can use to publicize your opening and attract candidates.

a) Online job boards—General online job boards include sites like: Craigslist, Job Bank (Government
of Canada),Indeed, Monster Canada and Workopolis
b) Social media—Social media sites like LinkedIn.
c) Advertising—advertising in traditional media can be effective if you choose a publication that
targets the type of candidate you are looking for.
d) Firm website.
e) Word of mouth, simply telling your employees, friends and colleagues about a vacancy, is a time-
tested and often effective recruitment strategy.

Here We will recruit the Team by advertising in LinkedIn

Step 3: Do a first screen of the applicants
The CVs will be categorized by experience , age , self-appearance, health and Languages.

Here are ways you can screen candidates before the interview.

a) E-mail or telephone.
b) Standardized testing.
c) Ask to see their portfolio.

Step 4: Interview the best candidates

There are two commonly used types of interview questions:

a) Behavioral questions.
b) Situational questions.

Who will interview

Maintenance department manager and then the Human Resources

Type of interview format:

Individual

Individual interview formats typically involve only the interviewer and interviewee. Oftentimes, the
individual format can encompass different interview styles involving behavioral or situational
questions. Individual formats, though, are always one-on-one between the interviewer and candidate

Tell me about yourself?

Why do you want to work here?
What are your goals?
Why did you leave (or why are you leaving) your job?
What can you do for us that other candidates can't?
Tell me about yourself?
What are your strengths?
Which adjectives would you use to describe yourself?
What do you know about our company?
Why do you want to work for us?
What makes you want to work hard?
What type of work environment do you like best?
 Why do you want this job?
How do you handle pressure and stress?
Where do you see yourself five (ten or fifteen) years from now?
What qualifies you for this job?

Discussion of how you will sort the applicants

There are seven steps in the selection process for hiring employees and how to best go through
each:-

1. Application

The application phase in the selection process is sometimes seen as passive from the hiring team side
– you just wait for candidates to respond to your job ad. However, applications can and should be
selection tools, helping you sort candidates as qualified or unqualified.

How can you do this?

There are tw o options to get started: qualifying questions and gamification .

2- Resume screening
Now that you have wrapped up the application phase of the employee selection process, you have
a collection of resumes or CVs to sift through and filter those deemed suitable for a screening call.
What you’ll need to do now is go through resumes one by one, whether manually or software-
assisted, and identify prime candidates.

3. Screening call
The screening call, or phone screen, is among the initial hiring stages where recruiters shortlist
applicants. The purpose of this call is to establish whether the candidate is truly interested in the
job and (at least) minimally qualified to do it successfully. This way, only the best applicants will
go to the next, stricter (and more expensive) hiring stages, like assessments and in-person
interviews, saving your team time and money.

4. Assessment test
Once you’ve screened candidates and sorted them out into “promising”, “maybe”, and
“disqualified” groups, you want to look at the surviving candidates and further assess their ability
to do the job you’re looking to fill. These assessments can take place in a multitude of forms in the
selection process:

- An in-person audition for an acting position, a sales job where you request the candidate to pitch
you a product, or a kitchen position where you ask them to cook something for you on the spot.
 - A written or online test to test for aptitude, personality, intelligence, etc.
- A practical skills test to determine a candidate’s typing speed, data entry capabilities, memory, etc.

5. In-person interviewing
You’re now deep in the selection process, having screened candidates, evaluated their skills, assessed
their abilities, and created a shortlist of the most qualified people. It’s finally time to meet in person with
those promising candidates and determine who’s going to be your next hire.

A good interview will help you make better hiring decisions, as you will objectively evaluate and compare
candidates’ potential. But there’s more to do than the actual interview. You need to prepare yourself and
the entire hiring team to make sure you ask all the right questions

6. Background checks
Background checks reassure you that your finalists are reliable and don’t pose risks to your company.
For example, employers may conduct pre-employment checks to make sure candidates have told the
truth in their resumes or don’t currently do illicit drugs. In fact, there are several types of background
checks including:

- Criminal records
- Credit reports
- Driving records
- Verification reports (e.g. identity, education, work history, social security number, national insurance
number, etc.)
- Drug tests

These checks are most useful in the selection process when there’s high risk involved in employing
someone unsuitable in a particular job

7. Reference checks
In the final stages of the selection process, you might want to get some references for your best
candidates. This way, you’ll get feedback about their performance from people they’ve actually worked
with in the past, such as former managers, former colleagues or business partners and clients.

You could ask candidates to provide contact details from former employers and coworkers. Or, you can
reach out directly to people you know they used to work with. In any case, when requesting references
for a candidate, it’s best to initially send an email to introduce yourself and explain why you want this
information. This way, you can schedule a call where you’ll discuss in more detail.
Step 5: Offer the job
When you have selected your front-runner, call and offer the position. If necessary, give the
candidate a few days to decide. Once they have confirmed, it’s common to send a letter of offer
that states in writing what was discussed over the phone.

Job offer & contract

At this point, the organization should have all the information that will make the candidate say yes.
If the offer is accepted a contract is drawn and signed then the selection process be completed.

Training Needs Assessment” (TNA) Definition

“Training Needs Assessment” (TNA) is the method of determining if a training

need exists and, if it does, what training is required to fill the gap.

Training Needs = Desired Capability – Current Capability of the Participants

It is important to note that, despite many reasons to conduct training shown

above, training may sometimes not be the only solution to a problem.
There are many other means that effects on someone’s ability to do their
work, as pointed out in the “Report on Training Needs Assessment” by PILAC.
The following are other examples

Lack of skills or knowledge, or experience

Not having the right equipment or resource

Not being encouraged by managers and colleagues to do the right thing

There are no standards or expectations that are set and communicated

Bad workplace morale or conditions

(Source: MOI/DOLA, 2004, Training Needs Assessment)

Why do we need a Training Needs Assessment?

TNA aims at the following situations.

Solving a current problem

 Avoiding a past or current problem

 Creating or taking advantage of a future opportunity

 Providing learning, development or growth

The Purpose of TNA

(Source: Jean Barbazette, 2006, Training Needs Assessment: Methods, Tools and Techniq
ues)

Why?

conduct the training: to tie the performance deficiency to a working need and be
sure the benefits of conducting the training are greater than the problems being
caused by the performance deficiency. Conduct two types of analysis to answer
this question: (1) needs versus wants analysis and (2) feasibility analysis.

Who?

is involved in the training: involve appropriate parties to solve the deficiency.

Conduct a target population analysis to learn as much as possible about those
involved in the deficiency and how to customize a training program to capture
their interest.

How?

can the performance deficiency be fixed: training can fix the performance
deficiency or suggest other remediation if training is not appropriate? Conduct a
performance analysis to identify what skill deficiency is to be fixed by a training
remedy.

What?

is the best way to perform: there is a better or preferred way to do a task to get
the best results. Are job performance standards set by the organization? Are
there governmental regulations to consider when completing the task in a
required manner? Conduct a task analysis to identify the best way to perform.
When will training take place: the best timing to deliver training because attendance at
training can be impacted by work cycles, holidays, and so forth. Conduct a
contextual analysis to answer logistics questions

(Source: Jean Barbazette, 2006, Training Needs Assessment: Methods, Tools and Techniq
ues)
What Application Specialist Training?

Application Specialists training is a process required to enable the application Specialists

to develop and implement action plans to help install and setup new equipment and add
value to the products, improve customer knowledge, product acceptance and sales

Job Title
Brief industry introduction
BM Company is a leading company specialized in marketing Medical Equipment,
Diagnostics, and Hospital Supplies in Egypt. The company is one of the oldest and most
trusted names in the medical field. It enjoys a sound reputation among its customers in
Egypt and its suppliers internationally.

2- Project generic view (summary)

After-sales support is a service that is provided after merchandise or services have been
sold. Most after-sales support involves a guarantee, warranty, upgrade or repair service.
Some of the after sales customer supports include an ongoing relationship with the
original equipment manufacturer (OEM) throughout the life cycle of the product or
service, while other warranties are under time constraints.

3- Organization structure
http://www.bm-egypt.com/ProfileAfterSales.aspx

AFTER SALES SERVICE

BM-Egypt has more than 30 after sales service staff who are allocated in the five branches
and covering
All the Egyptian territories.
They are divided to small groups each group serves one company.
Each branch has a stock of spare parts in its warehouse controlled by the head office via a
computer system.
 Team Tasks
BM-Egypt after sales service staff is performing the following activities
• Inspection of the new equipment when delivered
• Installation of the new equipment
• Training customers on operation
• Preventive maintenance
• Service calls and emergency service calls

What is Company new project?

We will install new 20 Laboratory instruments and new 5 Radiology Instruments

OUR Planning
When you have a position to fill

Successful recruitment depends on how well you prepare and publicize your job ad
Here is a 5-step recruitment plan you can follow to improve your chances of finding the
right candidate

Step 1: Prepare an effective Job Description (JD)

An effective job description should include the following:
a) Position title.

b) Information about your company

c) Job description—tell candidates what contribution they will be making

d) Qualifications

e) How to apply
 Application Specialist Job Description

Job title Job family : Engineering

Application Specialist
Grade : Mid-Senior level

span of control reporting Senior

to

Supervises Operations Supervisor

Develop and implement action plans to help install and setup new
equipment and add value to the products, improve customer knowledge,
product acceptance and sales.
Job summary

 Discuss on the basic clinical significance of the assays

 Plan application training and customer support activities
 Provide effective product and field support in Middle East &
Job duties Africa
 Establish and maintain effective communication networks
 Work closely with product management for pre and post sales
customer support.
 Ensure all customer complaints are addressed and solved
 Assist new and current customers with assay validation
processes and support them with accreditation.
 Collaborate across the functions to develop personal skills.
 Keep records of training conducted and monitor training
effectiveness
  Follow up with Customer Excellence Department to handover the units
to clients.
 Receive and report on all sales leads.
 Organize and coordinate sales dates
 Assist sales representatives and team to meet and exceed targets.

Job Responsibilities  Manage the construction staff, Supervisors and foremen, to complete
the work on time.
 Implement the security policies, standards, guidelines and procedures
 Conduct the performance appraisal for security team

Qualifications  BSc degree in Medical Laboratory Technology,

 or Biomedical Engineer

 Effective customer consultative skills

 Good writing and administrative skills, including computer
skills
Basic training programs  participation in a wide variety of training environments
 Experience supporting or running IVD analytical systems is
highly desirable
 Ability to run different validation methods and interpretation
1) Working in the area of low levels of laboratory equipment
2) Extended periods of computer usage.
Prerequisites
3) Periodic overnight travel
1) 3 to 5 years diagnostic laboratory experience.
2) At least 3 to 5 years’ experience in Product Support or market
Experience
competitor
3) 3 to 5 years diagnostic laboratory experience

 The percentage of billable hours. More than 90%

KPI
 Invoiced to completed jobs percentage.
 Customer satisfaction.
 Customer retention.
Language  English ( IELTS at least 6.5 )
1) Facilitation skills
2) Self-sufficient
3) Enthusiastic
4) Team orientation
Personal skills 5) Willing and able to travel
6) Confident
7) Ability to influence others – credible
 Communications skills
 Effective customer consultative skills
Training program
 Strong Presentation Skills
 Issuance Date --/--/----

Update Date --/--/----

Job Description issued by: Name:------

Code:-------

Name:------
Job Holder Code:-------
Signature:

FELD SERVICE ENGINEER JOB DESCRIPTION

Job title Job family : Engineering

FIELD SERVICE ENGINEER
Grade : Mid-Senior level

span of control reporting Senior

to

Supervises Maintenance Supervisor

(FSE) will be responsible for meeting the daily service maintenance

Job summary and repair needs of the customer’s equipment
Performing necessary administrative duties as required and other
duties as assigned.

 Basic troubleshooting, installation, maintenance

 Completing Preventative Maintenance and field modifications.
 Ordering and managing repair parts cycle times.
 Keeping up to date on administrative responsibilities
 Maintaining daily communications with customers to ensure
resolution and proper follow-up
 Maintaining tools and test equipment and ensuring they are
Job duties properly calibrated.
 Meeting Health and Human Services, Environmental Health
  Utilizing the escalation process to resolve customer service
delivery issues
 Identifying and participating in sales opportunities
 Working as a member of the local team

 Conduct research and studies on site

 Manage field activities and implement engineering designs
Job Responsibilities  Oversee repairs and technical improvements
 Ensure proper maintenance of onsite equipment
 Supervise and direct onsite crew (technicians)

 Bachelor’s degree, Electrical Engineering

 Electrical Engineering Technology
 equivalent military
Qualifications  Associates Degree with 2 or more years’ experience in
servicing Diagnostic Imaging

 Proficient level of computer skills

Basic training programs
 Must have experience servicing diagnostic imaging
equipment
 interfacing with both internal team members and external
customers
Prerequisites  Valid driver’s license and good driving record is required.
 Proven record of being reliable and accountable for all
aspects of their job.
 Extended periods of computer usage
 Periodic overnight travel.
 Working in the area of low levels of radioactive isotopes.
KPI  The percentage of billable hours.
 Invoiced to completed jobs percentage.
 Customer satisfaction.
 Customer retention.
 Five years’ work experience in the medical imaging industry
preferred.
Experience
 Experience diagnosing and repairing mechanical,
electromechanical
 Experience troubleshooting and responding to customer
concerns
Language  English ( IELTS at least 6.5 )
  Excellent analytical, interpersonal and communication skills
with the ability to communicate complex
 Ability to work in a fast-paced, self-directed
Personal skills  Ability to adapt to changing circumstance
 Decision-making, problem resolution and creative thinking
skills
 Ability to multi-task activities
Issuance Date --/--/----

Update Date --/--/----

Job Description issued by: Name:------

Code:-------

Name:------
Job Holder Code:-------
Signature:

Step 2: Use the right recruitment tools

a) Online job boards—General online job boards include sites like: Craigslist, Job Bank
b) Social media—Social media sites like LinkedIn.
c) Advertising—advertising in traditional media can be effective
d) Firm website.
e) Word of mouth, simply telling your employees, friends and colleagues about a
vacancy
Here we will recruit the Team by advertising in LinkedIn

Step 3: Do a first screen of the applicants

The CVs will be categorized by experience, age, self-appearance, health and Languages.
Here are ways you can screen candidates before the interview.
a) E-mail or telephone.
b) Standardized testing.
c) Ask to see their portfolio.
What is Field Service Training?
Field service training is a process for enabling field service engineers and team members
to help customers and companies get more value out of field service and customer
relationships. But technical training is not enough. Given the ways that service people
need to interact with customers, it is just as important, if not more so, that they also
receive customer relationship training.

Technical Training vs. Customer Relationship Training

Why is Field Service Training Important?

Field service training has one primary goal, but many potential positive outcomes.
Think of it like a pyramid — there is one primary, ultimate goal, and many
secondary results that support the end goal while also improving other areas of the
business.

Field service training should first and foremost drive the effectiveness of your field
service offerings. Field service technicians have many opportunities to uncover real
insights about your customers and find value for them.
 Training Need Assessment will be on the FSE & Application Specialists
ADDIE Model

Analyse

Evaluate Design

Implement Develop

1- Analysis

Short term
 CBT Training on instruments
 On job training (OJT)

Long Term
 E- learning training
 Local and International Training
2- Design

o Conceptualize ( vision )
Our FSEs trained and updated
o Create
Materials needed for training:

 Slides

 Videos

 Service and operation manuals

 Tools used during training

 Assessment materials: Quizzes, tests

o Communicate

You need to decide how the content will be communicated and

distributed and if you need a mechanism for feedback/ communications
between the learner and the teacher.

 Is an online platform required?

 Is email communication sufficient?

o Collaborate

Group work is often an important part of courses in a traditional

educational setting, but this can pose problems in an online space.

The following are important questions to consider when thinking about

the relationship between learners in online learning courses.

 Will learners work in isolation from each other?

 Is a community needed for learned support?

 Is group collaboration necessary for learning?

  Is group project work necessary for assessment?

o Consider

This ‘C’ refers to where learners reflect on what they have learned. This
may include self assessment and review, or peer assessment (i.e. other
learners) in addition to assessment by the teacher or tutor.

It may involve qualitative feedback or formal knowledge testing

o Combine

In the Combine step, the teacher or course designer takes a step back
to reflect on how the user will experience the course as a whole,
looking at course content, activities, and communications.

o consolidate

In this step the online learning courses design is implemented and its
effectiveness is evaluated. This includes getting feedback on questions such
as:

 Did the learners enjoy the course?

 What did people learn in terms of knowledge or skills?

 What behavioral changes have occurred as a result (e.g. job performance

improvements)

 Are there tangible results. e.g. reduced cost, improved quality, increased

production or efficiency

This feedback can be obtained through surveys or online focus groups.

3-Development

 Agenda for local and international training

 Prepare a workshop for the local training

 Determine the way to deliver the material for engineers

 Provide tools for training

 Reserve positions for international training and determine how many engineer will travel

4- Implementation

Facility

 For Local Training , It will be training for 3 field service Engineer and 2

Application Specialist

 Time of training will be one week from first of August

 The training will cost 20000 LE

 The training will be in the Company in meeting room for Application

Specialist and in Maintenance Dept. for engineers

Trainers

 The training will done by Supervisors of each dept.

Schedule

 The local training will be from 1 August to 6 August

  The international training will be in the third quarter in 2021, and it will

arranged according to each engineer

Arrange for delivery

 All material of training it should be on hand before 27 July

 Hotel reservation for engineers from remote area from 1 August to 5

August

5- Evaluation

 Evaluation Formative

 This evaluation it should be done during training and at the end of each

step

 Evaluation Summative
 At the end of the training we can use Kirkpatrick model for evaluation
 Performance management system

1. Define and set goals

When goal setting is done well, it benefits both the employee and the business, and is an
integral part of performance management. Employees can focus on those important
things, with their individual objectives aligned with business objectives. And it’s easy to
identify key result areas and improve upon them if necessary.

2. Set clear expectations

This needs to be done for both managers and employees, and the main consideration is
that expectations must be manageable. A below-par performer won’t start improving
immediately, and even your best people will have off-weeks and may not achieve
consistently.

3. Set the standard

Every job has a particular performance standard that must be met, e.g. time, quality,
output or sales, and these are helpful parameters in managing employee performance. If
standards are consistently not met, robust performance management will generally
pinpoint one or more of the following issues:

The standard set was unrealistic

A lack of resources
Cooperation, communication or collaboration failure
Inadequate employee effort, for a variety of reasons

4. Encourage effective communication

A company with a good culture of communication results in engaged employees whose
individual objectives align with business objectives. To make communication the lifeblood
of your performance management strategy:
 Managers should have regular 1:1s with team members.
Use continuous 360 feedback to identify strengths, weaknesses, and issues, before they
become problematic.
Make constructive use of performance reviews and appraisals.
Create a culture of communication, with social activities, always-on chat channels, and
team-building activities.

5. Determine training and development needs

There’s an agricultural saying: ‘If you want a prizewinning pig, don’t keep weighing it,
keep feeding it’. Merely measuring employee performance is pointless if it’s not backed up
with relevant training and development. And this is where an effective performance
management program comes in:

You can ask employees what skills development or training they need.
You can plan and budget for that training.
You can target training to aspects of the business that need improving.
Trained employees may spot new business areas or opportunities.

What is the performance management cycle?

Traditionally, performance management processes would run on a yearly cycle. An
employee would sit down with a manager at the start of the year and set objectives with
them, then 6 months later they would analyze how they’d done. They usually followed this
routine:
Plan: Setting SMART (Specific, Measurable, Agreed, Realistic and Timely) objectives, and
other types of development planning.
Act: where the employee gets down to the business of working and achieving their
objectives, with consistent coaching from their managers and the wider organization.
Track: employees logged progress at any time, reaching milestones on their way to bigger
targets.
Review: a more formal sit-down between a manager and employee, to look at how things
went, and either maintain or evolve individual objectives.
Reward: Employees with high performance are recognized for their sterling work with
rewards such as an annual bonus, salary increase, promotion, autonomy or awards
First, set smart goal

Setting goals is an important practice in any organization. It’s an essential part of the
performance management process and is used to achieve business objectives. It helps boost
performance, for when you have something to aim for, it helps you prioritize and focus.
A goal must answer the who, what, when, where, why, and how of the expectations of the goal.
When there’s a clear objective, people will be more dedicated to reaching their set goal. It is
beneficial for both employees and for the company.

Setting goals helps in the following ways:

 It helps to have a vision of where you want to be. And when you have a vision, you can
chalk out a path of how to get there.
 It helps employees understand why they are doing the work they do, and how it can
contribute to the good of the organization
 When you have something to achieve and are striving to get there
 It makes work more meaningful and encourages employees to be more involved and
passionate about their work instead of just ‘getting it done’ for the sake of doing it.
 A more involved attitude towards work leads to deeper employee engagement
 Helps keep people on track, and motivates them more than factors such as financial gain.
 It acts as a reference guideline for performance reviewed
 Winners can tell you where they are going, what they plan to do along the way, and who
will be sharing the adventure with them.
SMART Goals
When you set goals that help create a system to track and measure progress, which helps
promote employee and organizational success, they are referred to as SMART goals. By setting
SMART goals, you’re providing employees with an understanding of the goal, its purpose, and
why it matters.

Specific
When a goal is focused , then you have clearly understand and identified what it is that you
expect to be accomplished. a specific goal will answer the following questions
1. Who? Who is taking action or is affected?
2. What? What is the result I want to achieve?
3. Where? is there a specific location
4. When? When do I want to complete this goal?
5. Which? Are there checkpoints that have to be met
6. Why? Why is this important? What specifically is the benefit of achieving this goal?

Measurable
Each goal whatever that you assign for employees should be measurable ,countable have a
means of ascertaining how far along the employee is in reaching the goal as well as time
slot when the goal will be complete. to find measure for any goal, ask the question:
 How much?
 How often?
 How many?

Attainable
To attain goals, it is necessary to measure them time to time. But before that, the manager
need to be certain that the goal is truly attainable
 if the goal is not achieved under the given the contains, you either need to work towards removing
those lacks negative or lowering the level of the goal so that it becomes attainable.

Realistic
If a goal is to be realistic, it must be something that the manager and his team should be
willing and able to work towards. Before reaching to final conclusion, some question should
be asked and analyzed which includes,
 Do I have enough resources to reach to goal?
 Do I have required support from other departments and an organization?
 What expertise does my team lacking that I need to look upon? Does any
training required?
 Have I reviewed my existing workload with my superior to prioritize my new goals with
existing goals?

Timely
The final component of the SMART goals strategy is timely. Without adding time restriction
to goals, all the above exercise is waste.
Since organizations change regularly, so can goals. Making sure that the goals is set with a
time limit also ensuring to complete the goals within time frame.

.Our smart goal is taking Customer Service to New Height.

SMART-er
Original Objective How Can We Fix? Objective
Staff will be trained in We need to clarify The company offer
maintenance & quality the WHO and WHAT to make maintenance &
Improvement. this objective "smarter." quality
Improvement
training
opportunities to
staff.

The company management will We need to clarify The company

offer maintenance & quality
Improvement training
opportunities to staff.
the MEASURE and TARGET to
make this objective "smarter.
management will offer
maintenance & Quality
Improvement training
opportunities resulting
in 75% of staff
completing it.
 The company management will
offer maintenance & quality
Improvement training
opportunities resulting in 75% of
staff completing improvement.
The company management will
offer Quality Improvement training
opportunities resulting in 75% of
staff completing the Improvement
101 by December 31, 2021
To clarify achievability, it may be helpful for management
to explain who is conducting the training, identify any
related costs in the budget and consider whether it is
possible to complete in the time frame.
The company management will offer maintenance &
quality Improvement training opportunities resulting in
75% of staff completing Improvement 101 by December
31, 2021

In Summary
Goals are a powerful tool to drive strategy execution. To harness their potential, leaders must
move beyond the conventional wisdom of traditional goal setting and their entrenched practices.
Setting SMART goals as a best practice in any organization is paving the way for the
organization’s success. The key is to find that sweet spot between motivation and goal difficulty
— the goal should be set high enough to encourage good performance but low enough to be
attainable. Setting unrealistic and irrelevant goals can cause stress and anxiety and lead to
employee attrition. Which, in turn, will affect the growth of the company. When it comes to
injecting excellence in employee performance and productivity, and transform the organizational
success as a whole.

2nd , Employee Development Plan

7 Steps To Create Your Employee Development Plan

An employee development plan helps your people acquire new skills for their current job while
expanding their talents for new roles in your company.

One of the biggest issues facing employers these days is employee retention. With costs to
replace employees averaging between six and nine months’ salary and the average employee
changing jobs about every four years, now more than ever your company needs to figure out
how to offer employees areas for growth and opportunities for advancement. An employee
development plan helps your people acquire new skills for their current job while expanding their
talents for new roles in your company. When done well, it can help them stay within your
company, happier and longer. Here are seven steps to create your employee development plan,
from roll-out to reporting.
1. Start with a skills gap analysis
The first step in creating an employee development plan is to figure out where you need
to upskill employees. A training needs analysis can help you determine not only what skills
are missing (or underdeveloped) but also which employees need training first.

This training needs analysis puts your organizational goals at the center of anything that
comes next. By identifying what you’re already doing well (and what needs work), all
training efforts can be streamlined for maximum benefit.

2. Identify employees for career and leadership growth

Identify those employees who are eager to learn and looking for growth potential. Focus
your initial efforts on those employees, not only building current skills but also investing in
leadership and management training when they are ready.

Another bonus? Employees who are on the fence about staying with your company may
be more motivated to stay when they realize that you are committed to helping them
develop their personal career goals. This helps you retain your most talented employees!

3. Align with employee and company goals

Once you have identified areas of need and employees interested in growth, make sure
your goals for both are connected.

An employee development plan can only go so far if the employees aren’t involved.
Consider not only your employees’ career goals in general but also those specific to your
company to strengthen career succession plans.

Discussions are the best way to measure employee satisfaction in their job. This also
works best to determine what training employees need, what they want to learn, and how
they want to receive it.
4. Help them grow with you
An employee development plan shouldn’t only look at growing edges within your company
that are present right now. It should also consider the ways in which your company and
your industry is growing.

Where is your company headed in the next five years?

Ten? Twenty? If you plan on huge growth in the next few years, how many leaders will
you need to train? Are you exploring new industries or service offerings? Are there people
in place now who might be ready to take your company to that next level?

Take steps today to put those wheels in motion.

5. Use employee development plan templates to help

The good news about employee development plans is that you don’t have to reinvent the
wheel to make a good one. Once you’ve decided to move forward, there are a variety of
templates that can make your job easier.

There are two main types of employee development plan templates:

Consider an individual employee development plan template in the early stages of your
organization’s process. This helps employees reflect on their personal career goals and
how they might align with your organization.
A succession planning template helps your organization look towards the future to figure
out where the company needs to hire or expand. It also articulates what resources are
already present (and if they need to be developed further).
Use these as a guide to help you customize both your individual employee growth plan
and the plan for your company.
6. Fit the learning opportunity to the training
Now that you’ve decided to create a career development plan for employees, make sure
the type of employee training fits the task. Consider different methods of delivery for
different goals.

For example, leadership training might focus on the following approaches:

 Coaching
 Mentorships
 Cross training
 Job shadowing

In contrast, upskilling uses different tools to expand your employees’ current skills and
knowledge. For these direct, skills-based learning opportunities, consider:
 Micro learning
 On-the-job training
 Augmented reality

Once you have good data about where your company is headed and which employees are
coming with you, use the right training tool for the best results.

7. Track results and use data to inform your decisions

You’ve spent ample time coming up with an employee development plan. How will you
know it’s working? Take time to monitor the success of your efforts and make a plan to
remedy any trouble spots.

Meet regularly with employees to see how it’s going and to get their feedback on what
they would like more (or less) of. Identify what obstacles make it hard to follow through,
like not enough hours in the workday or interruptions. Identify ways to make their training
time available, easier, and more effective.

As a company, make sure you have a person or team dedicated to monitoring the success
of the employee development plan. If you are a small company without the ability to have
a full-time employee development person, HR professionals can help, as can managers
when they report on productivity levels or team wins.
Employee Performance Appraisal
The employee performance appraisal process is crucial for organizations to boost
employee productivity and improve their outcomes. Performance appraisals are an annual
process where an employee’s performance and productivity is evaluated against a
predetermined set of objectives.

Benefits of Performance Measurement and Evaluation

Policy and Program Results may confirm policy and program direction, or identify gaps that need
Planning and to be addressed.
Development

Decision Making Finding out what works well/not so well can be used to guide future funding
about Funding decisions/priorities.

Clarifying Goals At the outset, developing a “road map” clarifies goals, explains the “big
picture” and ensures everyone shares a common focus.

Tracking Progress Enables monitoring and, if required, permits adjustments to be made along
the way.

Reporting Results Promotes accountability and communicates what works well to facilitate
improvement and ongoing development.

CHALLENGES
 Aligning individual and company goals
 Rewarding performance
 Identifying poor performers.
 Avoiding legal troubles
 Managing the feedback firehouse
Three Business Reasons to Drop Appraisals
1. The return of people development.
2. The need for agility.
3. The centrality of teamwork.

PERFORMANCE MEASUREMENT AND EVALUATION

Performance measurement is the ongoing, regular collection of information for monitoring how a
program, policy or strategy is doing. It is a systematic way of mapping the evidence of the
progress you are making towards your expected results.
Evaluation is a specific, in-depth way to gather and analyze information and draw conclusions
about the performance of a policy, program or strategy. Evaluations may also be focused at the
project level.
There are two broad types of evaluations:

 “Formative” or “process” evaluations that are designed to improve the design and implementation
of a program, policy or strategy as it unfolds, and
 “Summative” or “outcome” evaluations that are designed to judge a program, policy or strategy’s
relevance, success and/or cost-effectiveness (including its relative contribution to the intended
outcomes).

PERFORMANCE MEASUREMENT AND EVALUATION APPROACHES?

There are various approaches to performance measurement and evaluation. The approach you
take depends on a range of factors, such as the:

 type and nature of the policy, program or strategy,

 practicality of gathering and analyzing information,
 timing, and
 available capacity – including financial resources - to carry out performance measurement and
evaluation tasks

WHAT ARE THE BENEFITS

Performance measurement and evaluation are powerful tools to improve management and

decision making at all levels. Participatory approaches, in particular, can help to build capacity for
ongoing improvement at local levels. The following chart maps some of the key benefits and how

they can be used.

Methodology
1. Define and set goals
When goal setting is done well, it benefits both the employee and the business, and is an integral
part of performance management. Employees can focus on those important things, with their
individual objectives aligned with business objectives. And it’s easy to identify key result areas
and improve upon them if necessary.

2. Set clear expectations

This needs to be done for both managers and employees, and the main consideration is that
expectations must be manageable. A below-par performer won’t start improving immediately,
and even your best people will have off-weeks and may not achieve consistently.

3. Set the standard

Every job has a particular performance standard that must be met, e.g. time, quality, output or
sales, and these are helpful parameters in managing employee performance. If standards are
consistently not met, robust performance management will generally pinpoint one or more of the
following issues:
The standard set was unrealistic
A lack of resources
Cooperation, communication or collaboration failure
Inadequate employee effort, for a variety of reasons

4. Encourage effective communication

A company with a good culture of communication results in engaged employees whose individual
objectives align with business objectives. To make communication the lifeblood of your
performance management strategy:

Managers should have regular 1:1s with team members.

Use continuous 360 feedback to identify strengths, weaknesses, and issues, before they become
problematic.
Make constructive use of performance reviews and appraisals.
Create a culture of communication, with social activities, always-on chat channels, and team-
building activities.

5. Determine training and development needs

There’s an agricultural saying: ‘If you want a prizewinning pig, don’t keep weighing it, keep
feeding it’. Merely measuring employee performance is pointless if it’s not backed up with
relevant training and development. And this is where an effective performance management
program comes in:

You can ask employees what skills development or training they need.
You can plan and budget for that training.
You can target training to aspects of the business that need improving.
Trained employees may spot new business areas or opportunities.
What is the performance management cycle?
Traditionally, performance management processes would run on a yearly cycle. An employee
would sit down with a manager at the start of the year and set objectives with them, then 12
months later they would analyze how they’d done. They usually followed this routine:

Plan: Setting SMART (Specific, Measurable, Agreed, Realistic and Timely) objectives, and other
types of development planning.
Act: where the employee gets down to the business of working and achieving their objectives,
with consistent coaching from their managers and the wider organization.
Track: employees logged progress at any time, reaching milestones on their way to bigger
targets.
Review: a more formal sit-down between a manager and employee, to look at how things went,
and either maintain or evolve individual objectives.
Reward: Employees with high performance are recognized for their sterling work with rewards
such as an annual bonus, salary increase, promotion, autonomy or awards
Six modern performance appraisal methods*
With the right performance appraisal method, organizations can enhance employee
performance within the organization. A good employee performance review method can
make the whole experience effective and rewarding.
Here’s a close look at the six most-used modern performance methods:
2- Management by Objectives (MBO)

Management by objectives (MBO) is the appraisal method where managers and

employees together identify, plan, organize, and communicate objectives to focus on
during a specific appraisal period. After setting clear goals, managers and subordinates
periodically discuss the progress made to control and debate on the feasibility of achieving
those set objectives.
3- 360-Degree Feedback

360-degree feedback is a multidimensional performance appraisal method that evaluates

an employee using feedback collected from the employee’s circle of influence namely
managers, peers, customers, and direct reports. This method will not only eliminate bias
in performance reviews but also offer a clear understanding of an individual’s competence.

This appraisal method has five integral components like:

1. Self-appraisals
5Self-appraisals offer employees a chance to look back at their performance and
understand their strengths and weaknesses. However, if self-appraisals are performed
without structured forms or formal procedures, it can become lenient, fickle, and biased.
2. Managerial reviews
Performance reviews done by managers are a part of the traditional and basic form of
appraisals. These reviews must include individual employee ratings awarded by
supervisors as well as the evaluation of a team or program done by senior managers.
 4. Peer reviews

As hierarchies move out of the organizational picture, coworkers get a unique perspective
on the employee’s performance making them the most relevant evaluator. These reviews
help determine an employee’s ability to work well with the team, take up initiatives, and
be a reliable contributor. However, friendship or animosity between peers may end up
distorting the final evaluation results.

4. Subordinates Appraising manager (SAM)

This upward appraisal component of the 360-degree feedback is a delicate and significant
step. Reportees tend to have the most unique perspective from a managerial point of
view. However, reluctance or fear of retribution can skew appraisal results.
5. Customer or client reviews
The client component of this phase can include either internal customers such as users of
product within the organization or external customers who are not a part of the company
but interact with this specific employee on a regular basis.

Customer reviews can evaluate the output of an employee better, however, these external
users often do not see the impact of processes or policies on an employee’s output.

Advantages of using 360-degree feedback:

Increase the individual’s awareness of how they perform and the impact it has on other
stakeholders
Serve as a key to initiate coaching, counselling, and career development activities
Encourage employees to invest in self-development and embrace change management
Integrate performance feedback with work culture and promote engagement
Ideal for:
Private sector organizations than public sector organizations as peer reviews at public
sector organizations are more lenient.
Common reason for failure:

Leniency in review, cultural differences, competitiveness, ineffective planning, and

misguided feedback

Did you know?

Top private organizations like RBS, Sainsbury’s, and G4S are using 360-degree, multi-rater
performance feedback to measure employee performance.

3. Assessment Centre Method

The concept of assessment centre was introduced way back in 1930 by the German Army
but it has been polished and tailored to fit today’s environment. The assessment centre
method enables employees to get a clear picture of how others observe them
and the impact it has on their performance. The main advantage of this method is that it
will not only assess the existing performance of an individual but also predict future job
performance.

Assessment centre appraisal method

During the assessment, employees are asked to take part in social-simulation exercises
like in-basket exercises, informal discussions, fact-finding exercises, decision-making
problems, role-play, and other exercises that ensure success in a role. The major
drawback of this approach is that it is a time and cost intensive process that is difficult to
manage.

Advantages of the assessment centre method:

Enhance a participant’s knowledge, boost his/her thought process, and improve employee
efficiency Can be tailored to fit different roles, competencies, and business needs Offer an
insight of the employee’s personality (ethics, tolerance, problem-solving skill,
introversion/extroversion, adaptability, etc.)

Ideal for: Manufacturing organizations, service-based companies, educational institutions,

and consulting firms to identify future organizational leaders and managers.
Guidelines to implement assessment centre practice:
Use job analysis to determine the components of effective performance Identify
performance metrics that can be measured using this assessment center Classify
meaningful and relevant candidate behavior in the assessment process Find assessment
techniques that can ideally elicit ideal behavioral information Spot assessors and assesses
excluding immediate supervisors Provide thorough training to assessors and reviewers
Maintain a system of performance records for each candidate Review records and reward
employee or provide training accordingly

Did you know?

Microsoft, Philips, and several other organizations use the assessment centre practice to
identify future leaders in their workforce.

4. Behaviorally Anchored Rating Scale (BARS)

Behaviorally anchored rating scales (BARS) bring out both the qualitative and quantitative
benefits in a performance appraisal process. BARS compares employee performance with
specific behavioral examples that are anchored to numerical ratings.

Each performance level on a BAR scale is anchored by multiple BARS statements which
describe common behaviors that an employee routinely exhibits. These statements act as
a yardstick to measure an individual’s performance against predetermined standards that
are applicable to their role and job level.

5. Psychological Appraisals
Psychological appraisals come in handy to determine the hidden potential of employees.
This method focuses on analyzing an employee’s future performance rather than their
past work. These appraisals are used to analyze seven major components of an
employee’s performance such as interpersonal skills, cognitive abilities, intellectual traits,
leadership skills, personality traits, emotional quotient, and other related skills.

6. Human-Resource (Cost) Accounting Method

Human resource (cost) accounting method analyses an employee’s performance through
the monetary benefits he/she yields to the company. It is obtained by comparing the cost
of retaining an employee (cost to company) and the monetary benefits (contributions) an
organization has ascertained from that specific employee.
 BM sustainability vision

The role of individual companies is to align their efforts with the most relevant SDGs and make
positive changes within their sphere of influence.
Achieving the SDGs is an open process - anyone can decide to do something to contribute to a
goal; from an individual to a multinational business. Below are five steps your business can take
to identify the most relevant Goals, set targets and drive measurable impact.

1) Understand your business and value chain impacts

This may sound unnecessary or too obvious, but, it is especially important if you don’t already
have an existing sustainability strategy.
Mapping out your company’s direct and indirect value chain impacts (for example key supplier
locations, impacts from the use of your products or services and direct impacts of your
operations, customer/use and end of life) will help you identify where your impact overlaps with
the SDGs, and places where there might be commercial opportunities in making a contribution to
an SDG.
This mapping should make it clearer which SDGs are relevant to your business as a whole.
2) Align with the SDGs
No business can act on all 17 Goals or priorities them all equally. Instead, you need to identify a
few that really speak to you and your business and fall within your sphere of influence, allowing
you to make the most positive impact.
This may be just one goal or several, (the exact number should depend on the size, impacts and
capacity of your business) but the Goals you choose should be the ones that align most closely
with your business needs, priorities and stakeholder interests.
3) Identify SDG targets
With around 10 targets per goal, once you have selected the high-level SDGs you want to
contribute to, you will need to select and priorities of the most relevant targets you are going to
measure and track. This may be based on relevance and alignment with your business, metrics
and goals you already track, business objectives and strategies, and those that resonate with
your employees.
4) Gap analysis
With a short list of Goals and targets identified, it’s now necessary to identify gaps in existing
measurements and in business practices against the list outlined. Setting internal business goals
and the plans to meet them will help to engage your colleagues regarding improving
opportunities, helping to contribute to the SDGs.

5) Put plans into action

The point of the SDGs is not to track, measure and align but to take real, meaningful, collective
action to end poverty, protect the planet and ensure prosperity for all. The Goals provide a
framework to encourage businesses, organizations and individuals to make changes and drive
global improvement, so don’t let your SDG related targets slip, or lie forgotten.
Take action and make improvements. It’s also important to communicate regularly with staff on how the
efforts are going to make sure your targeted SDGs are visible and become part of normal business activity

Building a Sustainability Strategy

Today brands are facing increasing pressure from consumers, governments,

NGOs, investors and insurance companies to have a positive and active role in
protecting people and the planet.

Sustainability is no longer optional and is increasingly becoming part of the

business bottom line.

Understanding what sustainability means for a brand and learning how to create
a successful strategy is key in ensuring a business’s long-term operations and
unlocks investment opportunities that are tied to the UN Sustainable
Development Goals (SDGs).

Sustainability is becoming a key part of the overall business strategy with some
players now publishing integrated annual reports that combine environmental,
social and financial data.
 The five-steps that can help our company to have a successful sustainability
strategy:

1- Talk and engage

The first and most critical step when planning a sustainability strategy is building a
winning business case for sustainability.

At this stage our company will face conflicts between sustainability and competitiveness,
two areas are traditionally seen as opposed to each other.

2- Assess and prioritise

The second step is mapping and prioritising related risks and opportunities across different
markets.

This will be depending on the challenges and opportunities depending on the markets,
manufacture and sell our products.
4- Commit and collaborate

The third step involves proactively setting targets and goals as well as working in
partnership to accelerate sustainable business innovation.

The best option for brands to overcome complex sustainability challenges and achieve
bold commitments is to build the right partnerships with key stakeholders, from NGOs,
governments and academia, to suppliers, retailers, logistic companies, innovative start-ups
and waste management companies.

5- Measure and report

The next step involves selecting the right metrics to keep the sustainability strategy on
track.

There is no point in setting goals if you will never know whether you achieve them or not.

6- Educate and communicate

Communication plays an essential role in any sustainability plan.

Our medical instruments:-

That disclose their results and learnings, both internally (with the shareholders) and
externally (with customers, employees, business partners and local communities) are
perceived as more transparent.

An increasing number of brands have a division dedicated to updating websites with

information about their sustainability priorities, targets, initiatives and results.

Global companies are launching powerful messages and catchy slogans to demonstrate
their actions and commitments to build a more sustainable future.
 As a company, we understood that our legacy extends beyond just the next few years—as
we lead long-term value creation and positive societal impact within our industries.

Rely on our people

The best opportunities for improving the environmental impact of an organization come from the
people who are closest to the day-to-day mechanics, and shortcomings, of existing procedures.
They are often the first to recognize and raise up areas of improvement, and it’s important that
leadership is ready to listen.

The employees who are best positioned to influence change do not understand how they can
contribute or may not view sustainability as a business imperative.

Leadership must ensure these team members feel empowered and understand their role in
helping the company achieve its long-term sustainability goals.

Make it personal

We hope to make our company with a strong sustainability program and culture attract
and retain better talent who desire a sense of purpose and contribution to a greater good.
So to connect our team’s work to the global good, we should consider aligning our
company goals to something bigger.

Recognizing the global impact of the SDGs and the personal commitment of our
employees, we moved quickly to align our SDGs to illustrate how our efforts fit within a
larger context for positive change.

Track, measure and recognize

Team members want to understand that meeting sustainability goals doesn’t just help the
company—it helps customers, communities and the world.

A third party validated system that tracks all of the actions taken against sustainability
goals, allowing a company to see progress at the local and global levels.
 Through the web-based calculators, we are able to distribute the responsibility of data
collection across our internal teams, analyze data and report results in a consistent,
transparent and credible manner.

Moreover, by sharing these results with external partners and customers, we’re able to
provide further insight into the efficiency of our products which can help inform them as
they set goals of their own.

While tracking metrics to show local and global improvement is an important element,
don’t forget to recognize the employees who make success possible.

Move to action

Now , There is hope in succeeding on our sustainability plan and it’s more important than
ever.

We can move quickly to engage employees, make it real and begin to track, measure and
recognize success.

And together, we can grow our company to succeed on this journey, and contribute to a
better world.
 Compensation

Compensation is that the Human Resource Management functions that contend with each kind
of reward that people receive reciprocally for activity structure task.

The new employees will exchange their labor for monetary and business rewards.

We use the Direct Financial Compensation method to compensate our employee through
paying in the form of wages, salaries, incentives, commissions, and bonuses.

our Corporate Policy is meeting the market salaries for the new
junior hired positions depending on the market survey.

All direct and indirect Compensations should be cleared to all employees

Direct Compensation Alternatives

Description AS FSE
Item

Cash wage paid to the employee

Because paying a wage is a standard practice, 6000 8000
Base pay
the competitive advantage can come only by
paying a higher amount

A bonus paid when specified performance

objectives are met 1200 1500
Incentive
Incentives may inspire employees to achieve
pay higher performance levels and motivate them to
accomplish farm goals.
 A right to buy a piece of the business, which may
be given to an employee to reward excellent
service. Reduction Reduction
An employee who owns a share of the business is in the stock in the
far more likely to go the extra mile for the farm. price stock
Stock
with25% price
options with max with25%
100 share with max
100 share
A gift given occasionally to reward exceptional
performance or for special occasions One month One
Bonuses can show that an employer appreciates of the basic month of
Bonuses his or her employees; they ensure that good salary the basic
performance is rewarded. salary

Indirect Compensation Alternatives

Item AS FSE
Moving expenses 1200 1200
Cellular phones, pagers 1000 1000
Retirement programs 12 months from the 12 months from the
final total salary final total salary
Health Insurance Up to 100000 L.E Up to 100000 L.E
Formal clothing 1500 1500

Growth and Net Salary

Growth Salary
For FSE : 18000 LE
For AS : 16000 LE

Net Salary
For FSE : 13550 LE
For AS : 11550 LE
 Exit Strategy

• We will Combine with another big company

Conclusions

Firm managers face many decisions every day. Finding the time to build and
implement an equitable wage structure can be difficult.

Using the following checklist can make the process easier.

1- Decide what you want your compensation package to do:

 Recruit new employees
 Motivate current employees
 Reward employees for good performance
 Minimize risk of violating federal laws
 Build employee loyalty
 Any combination of the above
2-Pick your compensation philosophy
 Job evaluation
 Employee evaluation
3- Determine your internal wage structure, either:
 Evaluate the jobs
 Evaluate the employees
 Create competency groupings
4-Talk to your employees about their indirect compensation needs:
 Health insurance
 Paid vacation
 Housing
 Retirement planning

5- Structure your total rewards system, including:

 Indirect compensation (based on your --employee’s needs and your
compensation objectives)
  Direct compensation (based on labor --market information and your
compensation objectives)
6- Implement your new system, remembering to
 Communicate with your employees about --their needs
 Review your compensation package --regularly to make sure it is fair,
equitable and competitive
 Be flexible and innovative to maintain a --competitive advantage
 Maintain both internal and external –equity
Strategic Management Process

Formulation
Generate , Evaluate, and Select Strategies
Alternative Strategies derive From:

- Vision
- Mission
- Objectives
- External Audit
- Internal Audit
- Past Successful Strategies
 Important strategy-formulation techniques can be integrated into a three-stage decision-making
framework, as shown below. The tools presented in this framework are applicable to all sizes and
types of organizations and can help strategists identify, evaluate, and select strategies

Stage-1 : the input stage

Stage 1 summarizes the basic input information needed to formulate strategies. The input tools
require strategists to quantify subjectivity during early stages of the strategy-formulation process.

Stage-2 (Matching stage)

Strategy is sometimes defined as the match an organization makes between its internal resources
and skills and the opportunities and threats created by external factors. The matching stage of the
strategy formulation framework consists of five techniques that can be used in any sequence: the
TOWS matrix, the SPACE matrix, the BCG matrix, the IE matrix, and the Grand Strategy Matrix.
The tools rely upon the information derived from the input stage to match external opportunities
and threats with internal strengths and weaknesses. Matching external and internal critical success
factors is the key to effectively generate feasible alternative strategies

Stage-3 (Decision stage)

 Stage 3, called the Decision Stage, and involves a single technique, the Quantitative Strategic
Planning Matrix (QSPM) . A QSPM uses input information from Stage 1 to objectively evaluate
feasible alternative strategies identified in Stage 2. A QSPM reveals the relative attractiveness of
alternative strategies and, thus, provides an objective basis for selecting specific strategies.

Implementing Strategies: Management Issues

Management changes are necessarily more extensive when strategies to be

implemented move a firm in a major new direction. Managers and employees
throughout an organization should participate early and directly in strategy
implementation decisions. Their role in strategy implementation should build
upon prior involvement in strategy-formulation activities. Strategists' genuine
personal commitment to implementation is a necessary and powerful
motivational force for managers and employees.
Management issues central to strategy implementation include:
1-Annual Objectives
 Objectives set out what the business is trying to achieve.
 Objectives can be set at two levels:

(a) Corporate level These are objectives that concern the business or organization as a
whole .
Examples of “corporate objectives might include:
• We aim for a return on investment of at least 15%
(b) Functional level E.g. specific objectives for marketing activities Examples of functional
marketing objectives” might include:
• We aim to achieve a market share of 10% Both corporate and functional objectives
need to conform to the commonly used SMART criteria.
1. Annual objectives are essential for strategy implementation because they:
2. Represent the basis for allocating resources
3. Are a primary mechanism for evaluating managers?
4. Are the major instrument for monitoring progress toward achieving long-term
objectives?
5. Establish organizational, divisional, and departmental priorities.
2-Policies
Policies are instruments for strategy implementation. Policies set boundaries, constraints,
and limits on the kinds of administrative actions that can be taken to reward and sanction
behavior; they clarify what can and cannot be done in pursuit of an organization's
objectives
3-Resource Allocation
 In strategic planning, a resource-allocation decision is a plan for using available
resources, especially human resources especially in the near term, to achieve
goals for the future. It is the process of allocating resources among the various
projects or business units. All organizations have at least four types of resources
that can be used to achieve desired objectives: financial resources, physical
resources, human resources, and technological resources.
 A number of factors commonly prohibit effective resource allocation
- an overprotection of resources
- organizational politics
- vague strategy targets
- a reluctance to take risks
- a lack of sufficient knowledge.

4-Managing Conflict
 Conflict can be defined as a disagreement between two or more parties on one
or more issues.
 Interdependency of objectives and competition for limited resources often leads
to conflict.
 Approaches for Managing and Resolving Conflict:

a. Diffusion can include playing down differences between conflicting parties while
emphasis similarities and common interests, compromising so that there is neither a
clear winner nor loser, resorting to majority rule
b. Confrontation is exemplified by exchanging members of conflicting parties so that
each can gain an appreciation of the other’s point of view, or holding a meeting at
which conflicting parties present their views and work through their differences.
 Conflict not always “bad” as:
 No conflict may signal apathy/indifference
 Can energize opposing groups to action
 May help managers identify problems
5-Matching Structure with strategy
There is no one optimal organizational design or structure for a given strategy or
type of organization. As organizations grow, their structures generally change
from simple to complex as a result of concatenation, or the linking together of
several basic strategies.
- Functional Structure
- Divisional Structure: divisional structure by geographic area
divisional structure by product
divisional structure by customer
divisional structure by process
- The Strategic Business Unit (SBU) Structure
- The Matrix Structure
6-Restructuring and Reengineering
 Restructuring involves reducing the size of the firm in terms of number of
employees, number of divisions or units, and number of hierarchical levels in the
firm's organizational structure. This reduction in size is intended to improve both
efficiency and effectiveness. Restructuring is concerned primarily with
shareholder well-being
 Reengineering involves reconfiguring or redesigning work, jobs, and processes
for the purpose of improving cost, quality, service, and speed.
 Reengineering does not usually affect the organizational structure . Whereas
restructuring is concerned with eliminating or establishing, shrinking or enlarging,
and moving organizational departments and divisions

7-Linking Performance and Pay to Strategies

 How can an organization's reward system be more closely linked to strategic
performance?

a- Dual bonus system based on both annual objectives and long-term objectives
is becoming common
b -Profit sharing is another widely used form of incentive compensation.
a- Gain sharing requires employees or departments to establish performance
targets; if actual results exceed objectives, all members get bonuses.
8-Managing Resistance to Change
 The strategic-management process itself can impose major changes on
individuals and processes.
 Resistance to change can be considered the single greatest threat to successful
strategy implementation.
 Resistance in the form of sabotaging production machines, absenteeism, filing
unfounded grievances, and an unwillingness to cooperate regularly occurs in
organizations.
 People often resist strategy implementation because they do not understand
what is happening or why changes are taking place. In that case, employees may
simply need accurate information. Successful strategy implementation hinges
upon managers' ability to develop an organizational climate conducive to change.

9-Creating a Strategy-Supportive Culture

 Strategists should strive to preserve, emphasize, and build upon aspects of an
existing culture that support proposed new strategies.
 Substantial research indicates that new strategies are often market-driven and
dictated by competitive forces. For this reason, changing a firm's culture to fit a
new strategy is usually more effective than changing a strategy to fit an existing
culture. Numerous techniques are available to alter an organization's culture,
including recruitment, training, transfer and promotion, restructure of an
organization's design, role modeling, and positive reinforcement.

10-Human Resource Concerns When Implementing Strategies

 Human resource is the backbone of any organization without efficient human
resource organization cannot perform well and fail to achieve the
organizational strategy. Staffing need of the organization and its cost is an
important function of the human resource manager. The other main concerns
include health, safety and security of the workers. The plan must also include
how to motivate employees and managers during a time when layoffs are
common and workloads are high.
 The human resource department must develop performance incentives that
clearly link performance and pay to strategies. The process of empowering
managers and employees
 Linking company and personal benefits is a major new strategic responsibility
of human resource managers.
  Other new responsibilities for human resource manager Is establishing and
administering an employee stock ownership plan (ESOP), are corporations
owned in whole or in part by their employees.

11-Market segmentation
Market segmentation is the process in marketing of grouping a market (i.e. customers)
into smaller subgroups.
 Mass marketing refers to treatment of the market as a homogenous group
and offering the same marketing mix to all customers. Mass marketing allows
economies of scale to be realized through mass production, mass distribution,
and mass communication.
 Target marketing on the other hand recognizes the diversity of customers
and does not try to please all of them with the same offering. The first step in
target marketing is to identify different market segments and their needs.
 Bases for Segmentation in Consumer Markets
 Consumer markets can be segmented on the following customer
characteristics: Geographic, Demographic, Psychographic-activities, interests,
and opinions (AIO) surveys are one tool for measuringlifestyle and
Behavioralistic -behavioral segmentation is based on actual customer behavior
toward products.

12-Finance/Accounting Issues
 Several issue that concern with accounting and finance to strategy
implementation: obtaining desired amount of needed capital, developing
proformace financial statements, preparing financial budgets, and evaluating
the worth of a business.

Five Marketing Strategies HR Should Embrace

1- Develop a consistent brand voice.

 establish your company culture and determine how you will convey that
through various channels. There’s one caveat: You do need to change your
 messaging based on your audience, but your brand should have one clear,
consistent voice.

2- Bring all employee programs together in an easy-to-use dashboard.

 HR directors can—and should—use similar tools. This applies to both
recruiting campaigns and communications about employee perks and benefits
programs. Including details for all employee programs on one dashboard
makes it easy for employees to understand the programs and take advantage
of them. It also makes it easy for HR management to track results.
3- Be creative when trying to “sell” a new position.
 Create benefit-driven ad copy that is fun to read and reflects your brand. Take
it one step further than the “who, what, when, where, and why” to tell
employees and prospects exactly what’s in it for them. Don’t forget to use a
variety of media to reach your audience. Some people are more likely to
engage with video, while othersprefer written content or even an audio
podcast. Reports
4- Create employee brand advocates .
 Your best employees will promote your brand—and talk about what a great
place your company is to work—in their own social media networks.
5- Experiment with new channels and platforms to reach new prospects in
exciting ways.
 While most HR efforts tend to be concentrated on LinkedIn, experiment with
new channels to reach a new audience.

Benefits of HR-Influenced Content on marketing

 Attract the Best Hires

 Reduce Turnover
 Save Money
 Show Off the Bigger Picture
 Boost Trust
Human resource information system as a strategic tool
in human resource management

 Data files should be integrated for easy cross-referencing among various

departments and redundancy of data minimized.problems
 Crucial data should be available on request (i.e. online). Critical information includes:
the location of key employees, essential skills data, and promotion and performance
information.
 Appropriate variables for measurement are: employee turnover; absenteeism; type
of grievances; frequency of accidents; requests for transfers; trends in personnel
costs.
 Quantifiable measures can include: attitudinal data correlated with demographics,
performance and costs.
 Standard and unplanned reports should be available on a timely basis, including
immediate feedback on employee turnover, financial ratios and recruiting results.
More sophisticated reporting for career profiles, job applicants’ review, etc., is
desirable.
 Advanced features, such as matching current personnel to future needs of an
organization, succession planning, organizational change models and
identification of prospective future managers and facilitation of their growth
and development, which would enhance their performance.

THE INTERSECTION OF HR AND ACCOUNTING

 Under the traditional business

model, employees were often
considered an expense. The cost of
salaries, benefits, hiring, and firing
received much more attention than
the critical contributions that
employees made to the company.
  Now, as companies better recognize the role that employees play in business
success, things like employee output, knowledge, creativity, and problem-
solving are valued more highly and are seen as critical revenue-producing or profit-
contributing assets.

 There are three major steps you can take to align HR efforts more closely with
the company’s financial systems:
i. realign company strategy to incorporate improved human capital
development and management,
ii. develop a dynamic recruitment program that aligns with
company strategy.
iii. develop new measures of success and improved employee
retention systems. The end result most likely will lead to
increased profitability and greater business success.

R&D
Why must HRM practices be adapted to R&D departments?
 In order to develop and commercialize innovations, the resources within R&D
departments are managed by highly skilled people. Van de Ven (1986) defines
innovation as a process that involves generating, developing and
implementing new ideas and behavior.
 R&D’s assets are intellectual and knowledge capital. The R&D environment
relies primarily on creating value through innovation. However, innovation is
possible mainly through the employees of the organization (Pfeffer, 1994).
The need for the strategic role of HRD in an R&D environment is vital in
organizational performance and learning in a competitive environment. Thus,
strategic HRD has been defined as “the process of facilitating organizational
learning, performance, and change through organized interventions and
initiatives and management actions for the purpose of enhancing an
organization’s performance capacity, capability, competitive readiness, and
renewal” (Gilley & Maycunich, 2000, p. 6).