Audi

Staffing Management Plan

Term Project - Staffing, Training &
Development (HROB 714 Course)

Submitted on: 06/07/2022

Submitted by:

Nada Ahmed 46-6064

Nouran Ahmed 46-6282
Mariam Abdelaleem 46-0339
Ahmed El-Sharkawy 40-2285

Tutorial no: 01

Under Supervision of: Dr. Menna Darrag & Ms. Menna Hamed
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Table of Contents
1. Introduction 4
1.1. Purpose 4
1.2. Audience 4
2. Overview of Company’s current status 4
2.1. Overview of company 4
2.2. Assumptions 10
2.3. Constraints 12
3. Staff Management Approach 12
3.1. Methods & Tools 17
3.2. Staff Required & Acquisition: 17
4. Staff Development via Training: 20
4.1. Training Needs Analysis 20
4.2. Training Required & related Schedule 20

Appendix A: Referenced Documents 23

Appendix B: Authenticity 24
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List of Tables

Table 5: Staff Management Processes 13

Table 6: The staffing process for an entry-level hire “Sales Person” in Audi 15

Table 7: Staff Requirements 18

Table 8: Position Gap Analysis 21

Table 9: Training Requirements pg.22

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List of Figures
Figure 1: Organizational Chart of Audi Company 6
Figure 2: HRM Chart of Audi Company 7

Figure 3: Flowchart of the staffing process 18

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1. Introduction
1.1 Purpose
This document describes the processes and procedures used in the staffing of
Audi in Egypt and in further proposing a staffing plan for the HR department within
the company to review. The final intended outcome is to generate a tentative Staffing
Management Plan (SMP) for the company in partnership with its HR department.
This plan is a prerequisite for the student’s team ‘Staffing, Training & Development
course (HROB 714)’ and covers the staffing requirements as well as training ones
for the aforementioned company.

1.2 Audience
The intended audience for the SMP is all project stakeholders, including the
project sponsor (i.e. HR department in the company) & senior leadership of the
company, and the project team alongside the HROB 714 course team. No one but
the related parties is allowed to look into this report. Thus, the confidentiality of the
company is preserved.

2. Overview of Company’s current status

2.1 Overview of company
Founded in 1976, Audi Egypt is a privately held company under the ruling of
EATC. Audi is currently located in Showroom’s District, Land no.4, Fifth
Settlement, New Cairo, Egypt 11835, EG – specializing in motor vehicle
manufacturing and its company size is around 201-500 employees. Audi positioned
itself as a luxury car brand for young consumers. The company follows a functional
structure where each department reports to its seniors only.
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Figure 1: Organizational Chart of Audi

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Figure 2: HR Chart of Audi

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2.2 Assumptions
Identify the basic strategy adopted by the company (growth, differentiation, low
cost, specialization, or a mix).

The basic strategies adopted by the company are both differentiation and
premium pricing strategy which assumes that premium quality requires a premium
price. They try to offer not just a car, but a unique experience. Audi has a
significant competitive advantage over rivals BMW and Mercedes-Benz, that’s
because it can use the global buying power of the parent Volkswagen group. This
association not only comprises six additional brands but also VW’s regional
procurement organizations in Brazil, Mexico, South Africa, and China. Apart from
this, it employs dedicated & passionate 70k people around the globe who
continuously work to make it a premium automobile worldwide.

In which stage is the company in its life cycle? Does the strategy fit with the
lifecycle? Is this strategy fitting with the HR strategy & related Staffing Strategy
that the company adopts?

Audi is in its maturity stage in the product/service life cycle where it divulges
in constant sales, reduces costs, and increases profits. Since Audi has been
adopting its differentiation and premium pricing strategies – maturity was bound to
happen as the brand gained popularity. Furthermore, this is interrelated with their
HR and Staffing Strategy as their goal is to create the best possible conditions so
that employees can be creative and drive innovation. Audi offers a modern work
environment with many additional, personalized benefits, training and continuing
education options, health programs, and support for family and career.As an
attractive employer, Audi assumes social responsibility at its corporate locations
and supports education, sports, and culture as well as charitable foundations and
volunteering. They make sure to hire the right people in the right positions to
ensure the longevity of these aspects.
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Table 2:

1. According to the 9 elements of staffing strategies, Audi has both a core and flexible workforce. In
terms of sales, tech support, and financial affairs – a core workforce has to be adopted. In contrast,
in marketing, product design, and HR departments; a flexible workforce has to be adopted as
different countries require different practices and procedures to ensure success.

2. The hiring process in Audi depends on the job description itself and the position of the person
applying for a said job – certain jobs require hiring internally while others can be fulfilled through
external hiring.

3. HR, sales, and tech support in Audi can be hired for, however, they also develop needed skills in
existing employees if someone possesses a certain talent through training.

4. Moreover, Audi is very keen on keeping its existing talents as Audi’s talents are its stamp as it
values its existing consistent teams.
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5. However, there are certain aspects that can be enhanced such as, for instance, the sales department
needs to network and communicate more to avoid conflict while engineering needs commitment in
terms of time and technicalities.

6. Audi usually focuses on proactive staffing due to them already having a long-term plan and a very
clear business goal and they are quite confident in their staff to fulfill these needs.

7. Furthermore, there are several jobs that Audi feels should be focused on more, and those are
mostly marketing, sales, and post-sales as these are some of the most important pillars of their
organization.

8. In light of everything, staffing is considered an investment in the company as they provide training
and internship opportunities which highlight that.

9. Staffing is decentralized in Audi as not one person is given the power to make decisions
concerning this area.
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Table 3:

1. Audi focuses more on long-term careers as they value consistency and

expertise, however, Audi has a plan to also focus on filling short-term
vacancies – Audi’s plan is to have backups, shortlisting, and long term.

2. Audi values ideas and diversity as they view the people as the main source of
benefit to the company. At Audi diversity stands for pluralism, for the
interaction of different ways of thinking, capabilities, cultural imprints,
experiences, and competencies. The open, unprejudiced cooperation across
these differences strengthens creativity, innovation, and momentum and
makes a company even more successful. Audi is therefore involved in several
diversity initiatives.

3. Audi’s employees are viewed as both assets and investors. The employees are
Audi’s most valuable asset and the key to their successful change and with
developing their talents and training them – they inevitably become an
investment as well.

4. Audi’s code of conduct is simple – Integrity, transparency, and fairness are

key to creating credibility and trust in business practice. In return, they treat
all of their employees in the same manner and respect.
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Table 4: Do the HR strategy, Staffing Strategy & Talent Philosophy fit together?
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2.3 Constraints
Describe any limitations or constraints that may have a significant impact on the
staff management approach (e.g. time constraints, specific qualifications).
The external culture of people constrains the workflow sometimes as, for
instance, girls can’t work overtime in some areas and this can cause pressure on
other male employees as they have to bear the workload alone. This also causes
issues with the timings of shifts.

3. Staff Management Approach

3.1 Methods & Tools
Table 5: Staff Management Processes
Responsible Time allotted Validity &
Tools & Techniques
Processes party/Handled By per process Reliability

Sourcing HR Senior ● Internal Job ● Depends Analyzing the efficiency

Specialist Posting on of previous sourcing
● Social Media company’ channels.
● Networking s needs
● Partner
Recommendatio
n

Recruitment Hiring Manager ● Interviewing ● 2-3 weeks Interviewing applicants

For theoretical “Face to Face” in by senior HR specialist
interview/Senior headquarters & hiring manager.
Specialist From
Required Dept.

Selection Senior ● HR Interview ● 5-12 days Screening assessments

Development Evaluation from methods cv or
Specialist personal background check.
interviews
● Company Core
Values

Acquiring Employee Relation ● Sending Job ● In 3 days

Senior Specialist Offers max

Training Talent ● Performance ● As Appraisal Form filled by

Analysis Development Appraisal Form needed or the employee, senior
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Senior Specialist up to 6 specialist dept. &

months manager.
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Table 6: The staffing process for an entry-level hire “Sales Person” in Audi

Responsible party (one Timeline

Process or all-pick whatever
applies)
Recognize vacancies and report Head of Department 30th of September 2021
them to HR

Job Requisition Preparation & Hiring Manager 1st of October 2021

Approval

Recruitment Technique employed Recruiter, HR Head 4th of October 2021

Deadline for Applications HR Head 1st of November 2021

Candidate Screening Recruiter and HR Head 18th of November 2021

HR Interview Recruiter and HR Head 22nd of November 2021

Technical Interview Head of Department 29th of November 2021

Acceptance Recruiter, HR Head, & 6th of December 2021

Head of Department

Offer Hiring Manager, HR Head 10th of December 2021

Contract HR Head, Management 17th of December 2021

Board

Start Date Recruiter, HR Head 3rd of January 2022

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Table 6: The staffing process for an middle management hire “Logistics Manager” in Audi

Process Responsible party (one or all- Timeline

pick whatever applies)

Recognize vacancies and Head of Department 30th of September 2021

report them to HR

Job Requisition Preparation & Hiring Manager 1st of October 2021

Approval

Recruitment Technique HR Head 4th of October 2021

employed

Deadline for Applications HR Head 1st of November 2021

Candidate Screening Recruiter and HR Head 18th of November 2021

HR Interview Recruiter and HR Head 22nd of November 2021

Technical Interview Head of Department 29th of November 2021

Acceptance Recruiter, HR Head, & Head of 6th of December 2021

Department

Offer Hiring Manager, HR Head 10th of December 2021

Contract HR Head, Management Board 17th of December 2021

Start Date Recruiter, HR Head 3rd of January 2022

Table 6: The staffing process for an Top Management hire “Branch Manager” in Audi

Process Responsible party (one or all- Timeline

pick whatever applies)

Recognize vacancies and Head of Department 30th of January 2019

report them to HR

Job Requisition Preparation & Hiring Manager 31st of January 2019

Approval

Recruitment Technique HR Head 4th of February 2019

employed

Deadline for Applications HR Head 4th of March 2019

Candidate Screening Hiring Manager and HR Head 1st of April 2019

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HR Interview Hiring Manager and HR Head 2nd of April 2019

Technical Interview Head of Department 22nd of April 2019

Acceptance HR Head & Management Board 29th of April 2019

Offer Hiring Manager, HR Head 3rd of May 2019

Contract HR Head, Management Board 6th of May2019

Start Date HR Head, Management Board 13th of May 2019

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Figure 3: Flowchart of the staffing process

3.2 Staff Required & Acquisition:

Table 7: Staff Requirements

Number of Staff Timeframe
Role & Responsibility Skills Required
Required Needed

Sales Person: is in charge of connecting ● Commitment to 3 to 6 personnel 3rd of January

excellent 2022
with customers and generating sales for their customer
service.
employer by using their knowledge of the ● written and
Verbal
company's products or services. communication
skills.
● Interpersonal
Skills
● Proactive

Logistics Manager: is in charge of ensuring ● Excellent written 4 personnel 3rd of January

& Verbal 2022
that their organization's supply chain is communication
● Time
efficient and effective. Management
Skills
● Working with
electronic data
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● Innovative
Thinking

Branch Manager: a person in charge of ● Multitask 3 personnel 13th of May 2019

● Time
managing the day-to-day operations of a Management
● Problem Solving
branch of a bank or financial institution’s ● Strong Attention
to detail
branch. ● Analyze
Financial
Records
● Focus on
Customer
Service

● To identify Audi’s staffing plan, we are going to tackle points from every chapter to formulate the

whole picture of their processes/plan.

1. Job analysis technique

In Audi, they tend to mix and match in using both traditional and future-oriented job analysis

techniques. For entry-level employees, traditional job analysis is used. While for middle-management, like

branch managers, future-oriented job analysis is used. In addition, they use interviews and structured

questionnaire techniques. I think these techniques are a good fit for the company to help identify main job

responsibilities and tasks, employees’ needed skills, and the performance criteria necessary for each job.

2. Workforce planning process

Audi gave us a vague guideline for their workforce planning process. They start off by going over

their business strategy and making sure that it is aligned with their staffing procedures and their employee

needs, then they proceed to make changes to any staffing strategies that need to be modified to match the

strategies they’re following, then they conduct a workforce analysis to forecast their labor and identify any

gaps, and finally, they develop plans that help in filling these gaps. In addition, they occasionally use
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judgmental forecasting and return on investment analysis; which I do think that they are a good fit for the

company.

3. Recruitment sources

In Audi, use both internal and external recruiting sources. They use internal sources like internal job

postings, employee referrals, and partner recommendations. They also use external sources like social

media, networking, job offers, and previous employee referrals. In addition, Audi usually incorporates

global sourcing in their sourcing plans, since it is a multinational company that needs to make sure that

integration and differentiation are present in the working environment.

4. Recruiting & Training

Audi is keen on training and developing its recruiters, they usually focus on developing their

recruiters’ knowledge, modifying their presentation skills, and boosting their interpersonal skills. The

company occasionally uses recruiting metrics where they usually use manager satisfaction and new hire

satisfaction to make sure that they’re performing successful recruitment assessments. Finally, the company

does use social media hiring but in a very limited way, it is not their preferred recruiting tool.

5. Assessment

Audi makes it a priority to assess their employees to make sure that they are the right fit to work in

the company and complement the work environment. They usually go with cognitive ability tests,

personality assessments, and integrity tests in order to filter out the best candidates for the job.
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4. Staff Development via Training:

4.1 Training Needs Analysis
Describe any information, forms, processes, or procedures that any staff
must receive and/or complete prior to beginning work on a position (e.g., special
computer or financial skills, or communication ones, etc.).

Again, use the earlier three roles you identified to create this position gap
analysis.
Table 8: Position Gap Analysis

Position Gap Analysis - (Sales Person)

Position holder

Required Competencies Current Competencies Gap

● Willingness to Learn Ability to learn new things,

● Preparation and
Attention to Detail
● Team Cohesion
● Communication Skills
enhance knowledge, & self-
● Foundational Sales development.
Knowledge
● Use of MS Office
● Customer Service

Position Gap Analysis - (Logistics Manager)

Position holder

Required Competencies Current Competencies Gap

● Enhance the use of ● High communication Enhance the usage of English

English in Skills speaking.
communication ● Adaptability
● Analytical skills
● Keen attention to detail

4.2 Training Required & related Schedule

The following captures the training needed to ensure that necessary skill
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levels are available to successfully conduct the job in-hand.

Table 9: Training Requirements
Training Training Mode
Role/Staff Needed Anticipated (Internal or Training Method
Timeframe
Resource (identified Cost External)
gaps) Needed

Sales Person Team 2 days 10k Internal Activity-Based

Building Team Building

Branch Layout & From 6 to 12 None Internal Practical: gaining

Manager Overview months knowledge and
experience from
previous branch
manager
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 List of FiguresReferenced
Documents

Appendix A: Referenced Documents

Table 6: Referenced Documents
Document Name Document Location and/or URL Issuance Date
 List of
FiguresAuthenticit
y

Appendix B: Authenticity
The student acknowledge that the below company party have reviewed the Staffing Management Plan and agree with the
information presented within this document. Students have to provide an official business card from the related individuals.
Examples of such individuals are Business Owner, Board Member, Senior Manager, HR Manager or a related HR member.

Nada, Mariam, Nouran, and Ahmed