HRM AT ALLIANZ EGYPT

DR. HANADY RAGAII

ESLSCA 65I

By:
Lidia Youssef LY
Sameh Semary SS
Omar Hisham OH
Mohamed Magdy MM
Mohamed Farahat MF
CONTENTS

1 2 3 4 5 6 7 8
Introduction Recruitment Job Analysis Training and Compensation International Performance Career
& Selection and Design Development and Benefits HRM Management Development
Role of Human & Appraisal
Resources Job Analysis Analyzing a job Training and Establishing Managing Employees
Management and the Talent or occupation Developing Strategic Human Managing and career
Management into its various Employees Pay Plans Resources in an reviewing management
Process components International employee
Business performance.

Job Analysis

Personal Planning &

Recruiting

Employee Testing &

Selection

Interviewing
Candidates
INTRODUCTION
1
Introduction
Role of Human
Resources
Management

HRM Historical Background

During the early ages of humanity, the HRM was a part of the tribal management system.
During 2000BC 1000BC for selecting tribal leaders; recording and dissemination of
knowledge about safety, health, hunting and gathering of food; use of employee
screening techniques by the Chinese; use of the apprentice system by the Greek.
• Pre World War II 1700 1900
• Post World War II 1945 1960.
• Social Issues Era 1963 1980
• Cost Effectiveness Era 1980-early 1990s
• Technological Advancement Era 1990 present

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INTRODUCTION

HRM plays a key role in finding and developing the organization people as human recourses that make for/ help
and directly affect company success.
HRM professionals are considered key players in the management team No longer just personnel .
The strategic goals of HRM; Mainly their are three primary goals all influence by strategy:
 Attract and effective workforce( HRM planning, Job analysis, Forecasting, recruiting and selecting).
 Develop an effective workforce ( Training, Development and Appraisal).
 Maintain an effective workforce ( Wage & Salary, Labor relation and termination).

Strategic Human Resource Management

Strategic Human Resource Management is having the rules and the policies in the organization that helps the organization achieves its strategic goals. Strategic HRM tools includes
 Strategy Map: A map that shows how each department will contribute to organization overall strategy
 HR Score Card : HR Score Card is a tool to quantify the Strategy Map. It is a process of assigning goals to each phase in the
strategy map to be able to follow up on the progress.
 Digital Dashboard: A graphical representation to the company progress for managers to be able to track the progress of the company overall plan toward strategic goals.

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 The competition to hire the best will increase in the years
ahead.
Companies that gives extra flexibility to their employees
will have the edge in this area.
Bill gates

5
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 2
Recruitment
& Selection
Job Analysis
and the Talent
Management
Process RECRUITMENT & SELECTION
Job Analysis

Personal Planning &

Recruiting

Employee Testing &

Selection

Interviewing
Candidates

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RECRUITMENT & SELECTION PROCESS

2 Job Analysis
Recruitment
& Selection
Employee Job
Job Analysis
and the Talent Selection Description
Management
Process

Interviewing
Job Duties
Candidates

Employee Job
Testing Qualifications
Personal
Planning
and
Recruiting
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RECRUITMENT AND SELECTION
Process of Talent Management for recruitment and selection:

Effective recruiting allows a company to fill open positions while their competitors may have missed solid opportunities.

1. Using job analysis, planning for personnel and personnel forecasting managers decide what positions need to be filled

2. Build a pool of potential candidates for these jobs from internal of external applicants.

3. Initial information should be collected about the potential candidates. This can be done by through application forms and or initial
screening interviews.

4. Possible candidates can be identified through different methods such as online tests, physical tests, background checks and online or
physical interviews.

5. All the previous steps help managers to decides which candidates to be offered the position

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JOB ANALYSIS
• Job Analysis is the steps and the procedures done by the HRM to identify the tasks that is needed in a specific job. It also provides expectations what is the skills,
qualification and personal traits that is needed to execute this job

• Job analysis is done in a six steps process:

1. Organizational analysis
2. Select representative positions
3. Collect data
4. Review collected data
5. Developing job description
6. Developing job specification

• Job analysis should contain the following information:

1. The tasks should be executed in this job
2. The tools, programs or equipment that will be used to perform this task
3. The personal or physical characteristics, knowledge needed for the job or services that
will be provided through this job.
4. Job Environment and physical working condition expected.
5. Performance standards.

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JOB DESCRIPTION

Job Description is simply a detailed description of the specified job. It should include

- List of job roles and duties

- Working conditions

- Job responsibilities

- Reporting relationship

- Skills needed

- Expected goal to achieve

- Needed qualifications (educational and experience)

- Salary Range

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JOB DUTIES AND QUALIFICATIONS

JOB DUTIES
• Job duties are the responsibilities that are expected in specific role. It is a
detailed task list the is used to define a specific role.

JOB QUALIFICATIONS

• Job qualifications are the expected qualifications in a candidate that

entitles him/her to work on specific position. Job qualifications
include specific certificates, years of experience or knowledge about
specific field, industry or tool

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Personal Planning and Recruiting

Workforce planning and forecasting

 Workforce planning is also known and employment or personnel planning. Candidates can be
 It is s identifying the needed vacancies to be filled and what are the qualifications  Internal
needed for each position  External
 The basic process to forecast personal includes the following steps 1. Online
• Forecast revenue 2. Using recruitment software
• Forecast the staff sized needed to reach the target revenue and this can be 3. Advertising
done by 4. Employment agencies
o Trend analysis 5. Outsourcing
o Ratio analysis 6. On demand recruiting services
o Scatter plot 7. Head-hunters
o Managerial Judgement 8. Referrals and walk-ins
• Consider the expected turn over. 9. College recruiting and internships

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Employee Testing and selection
• Employee testing and selection is the process of ensuring that the right candidate is chosen for the right position
• Any test should have 2 main characteristics:
 Reliable : The scores of a test is consistent for the same applicant when taking the same test or alternative forms of the test
 Valid: The test measures what is supposed to measure.

Validating a test Test Types

To validate a test for a specific job, you need to: 1. Tests designed or Cognitive abilities
1. Have the job with the open vacancy analyzed and come up with 2. Test for personality
job description and specifications 3. Test for interests
2. Decide how to test this job description and specifications 4. Tests designed for physical and motor abilities
3. Administrate the test 5. Achievement tests
4. Relate the score of the tests to determine the relation between 6. Situational tests
the test score and expected job performance
5. Validate the result

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 Interviewing
Interview Types:
1. Based on questions structure
 Structured: Interview questions already prepared and followed during the interview
 Unstructured: Interview is more like a conversation. Questions are responses of the interviewers replies

2. Based on interview content

 Situational: Questions are based on discussing the expected actions in specific situations
 Job Related: Questions mainly covers the candidate tasks in precious jobs
 Behavioral: Questions mainly covers how the candidate behaved in specific situations they faced before
 Stress interview: Putting the applicant under stress through the interview to identify his reactions and decisions under stress

Administrating the interview

Employers can administer interview in different ways:
1. One to one
2. Panel Interview
3. Mass interview
4. Phone interview
5. Computer based
6. Video call interview

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Interviewing
Common errors in an interview
1. Make sure that your judgement is based on the whole interview experience not just the first impression
2. Make sure you know what is actually needed in the interviewed jobs #
3. Candidate order error: Judgement error results from interviewing very good/bad candidates before interview questions
4. Non verbal behavior: Make sure that your judgement is not affected by the non verbal actions of the candidate
5. Personal character tics: Physical character tics such as gender, race and attractiveness might also affect the candidate assessment

To conduct an effective interview, you need to:

1. Know the job you are interviewing for
2. Prepare the interview questions properly
• Build the interview questions based on the actual job duties
• Use type of questions such as job knowledge, behavioral and situational questions
• All candidates should be asked the same set of questions
3. Make sure you hold the interview in a place with minimum interruptions
4. Try to avail a friendly situation so the applicant can be at ease discussing all needed details
5. Take notes during the interview to help you take the decision later
6. Leave time at the end of any questions the candidate might have
7. After the interview, review your notes and rate the candidate

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RECRUITMENT PLATFORMS

We use our Allianz career website as a primary platform log for all our job vacancies we offer and collect all the data
we need on our job application
 Personal Information
 Educational Information
 Career/Experience Information

We use secondary platforms also to gain higher reach, also we use these platforms as a marketing tool for the
company strengths and announcements.

Applying our recruitment process on the most demanding position at Allianz which is Financial Service Advisor

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JOB ANALYSIS & DESCRIPTION
 Financial Service Advisors is one of the main posts at Allianz as the sales department is the considered the catalyst for the
company.

 Financial Service Advisors develop and maintain relationships with existing customers, acquiring new customers, promoting
products and services and review sales performance.

 The Financial Service Advisor acts as the primary link between Allianz and the client. He/she is expected to manage the
relationship with professionalism, client focus and an expert understanding of financial planning.

 He/she is responsible for selling the company s line products to the banks clients in order to achieve the assigned target.

Job Description
The Financial Service Advisor acts as the primary link between Allianz and the client. He/she is expected to manage the relationship
with professionalism, client focus and an expert understanding of financial planning.
He/she is responsible for selling the company s line products to the banks clients in order to achieve the assigned target.

Working Conditions
The Financial Service Advisor primarily work is outdoor with only once a week at the office. Some travel may be required to attend
seminars, conferences, or networking events to bring in new clients. Also they may need to travel to clients offices or homes.

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JOB DESCRIPTION FORM

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JOB DUTIES AND QUALIFICATIONS
JOB DUTIES
• Understand clients' financial needs.
• Providing strategic advice across a variety of financial products and
services.
• Guiding clients towards a profitable and secure financial decision.
• Call potential clients in order to expand company customer base.
• Maintain electronic and paper records.
• Customize insurance programs to suit individual clients
• Handle policy renewals.
• Explain the features of various policies
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JOB QUALIFICATIONS
• Min. 5 years of Account Management/ Corporate Sales experience
preferably in the insurance field.
• Excellent presentation and negotiation skills at high levels and high
self-confidence.
• Excellent interpersonal skills with the ability to successfully build
and manage relations with external and internal partners as well as
lead cross functional teams.
• Good computer skills Microsoft office.
• Good command over English language is a must.
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EMPLOYEE TESTING

Psychometric Tests :
Typically these will include both numerical and verbal reasoning tests. While showing evidence of candidate
qualifications certainly illustrates your dedication and diligence, often people perform differently when presented with
real work environments
- Numerical Reasoning Test
- Verbal Reasoning Test

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INTERVIEWING CANDIDATES
First we have Telephone Interview should last for about half an hour, his is a two-way process that allows you to find out more about Allianz, and allows Allianz to
determine whether you are the right fit for the company. The telephone interview will primarily focus on competencies, skills and qualities that you can bring to the
role.

Examples of the questions in this interview

1. Talk me through your CV
2. Who do you consider to be the company's main competitors?
3. Give an account of times you've worked in a team.
4. Give an account of a time you showed the ability to negotiate.
5. How would you give exceptional client service?
6. Outline an occasion when you used negotiation skills
7. When have you provided exceptional customer service?
8. What do you know about Allianz?

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EMPLOYEE SELECTION
At Allianz, We foster a collaborative leadership style so we develop people and provide feedback, collaborate and exchange best practices, empower our teams and provide
purpose and direction.
Employee selection in definition is the process of finding a new hire best suited for the role in question.
For selecting the best suited financial service advisor he/she must be able to:
• Design and implement effective marketing strategies to sell new insurance contracts or adjust existing ones
• Contact potential clients and creating rapport by networking, cold calling.. etc
• Appraising the wishes and demands of business or individual customers and selling the suitable protection plans
Skills required for this role may include, Active Listening, Critical Thinking, Persuasion, Negotiation, Complex Problem Solving, Coordination,
Competencies needed for this position will be: Integrity , Attention to Detail, Dependability, Initiative, Stress Tolerance, Adaptability/Flexibility, Analytical Thinking and
Innovation.

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JOB ANALYSIS AND DESIGN
3
Job Analysis
Job analysis is the procedure to identify and determine the skills and duties of the job or
and Design organization s positions and the kind of people and their characteristics to be hired for
Analyzing a job
or occupation them. It helps an organization determine which employee is best for a specific job.
into its various
components

Job analysis targets the job, not the person. Data for job analysis is collected from the job
holders through interviews or questionnaires, but the result of analysis is a description of
the job and not a description of the job holder.

Uses of Job analysis information:

 Recruitment and selection

 Equal Employment Opportunity (EEO) Compliance
 Performance appraisal
 Compensation
 Training

Uses of Job Analysis Information

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JOB ANALYSIS AND DESIGN

Purpose of Job Analysis

Job analysis is used in preparation of job descriptions and job specifications which help in the hiring of right
personnel for the job.
The general purpose of job analysis is to establish and document the requirements of a job.

The aim of job analysis is to answer questions such as:

What is the purpose of the job?

What physical and mental task does the job holder undertake?
When is the job to be performed?
Where is the job to be performed?
What are the conditions required for the job to be performed?

Job description and job specification are two integral parts of job analysis. They define a job fully and guide both employer and employee on how to go about the whole
process of recruitment and selection. Both data sets are extremely relevant for creating a right fit between job and talent, evaluate performance and analyze training needs and
measuring the worth of a particular job.

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 JOB ANALYSIS AND DESIGN
Purpose of Job Analysis
1. Training needs assessment
Job analysis is used to determine training needs such as training content, assessment tests, test equipment and methods of
training. It is also useful in identifying the areas where an employee needs training.

2. Recruitment and selection procedures

Job analysis helps in hiring the right person for a job. It helps in identifying the job duties that should be included in vacancy
announcements. It also helps in collecting information on educational qualifications, minimum requirements, and
appropriate salary level.

3. Compensation management
Compensation management/salary administration is one of the core HR functions. Job analysis can be used in determining
skill levels, compensable job factors, required level of education, etc. It is important in deciding pay packages and job
benefits of employees. The pay depends on the position, job title, duties and responsibilities associated with a job. Job
analysis guides HR managers in deciding how much an employee is worth

4. Performance review
Every organization has goals and objectives to achieve and certain performance standards to be maintained by its
employees. Job analysis helps in identifying the goals and objectives, performance standards and evaluation criteria and
duties to be evaluated.

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 JOB ANALYSIS AND DESIGN
JOB DESCRIPTIONS
It includes list of job-related data that is useful to advertise a specific job and attract a pool
of talent. It includes information such as job title, job location, reporting to and of
employees, job summary, nature and objectives of a job, tasks and duties to be performed,
working conditions, machines, tools and equipment to be used by a prospective worker
and hazards involved in it.
AIM OF JOB DESCRIPTIONS
 To collect job-related data in order to advertise for a particular job. It helps in
attracting, targeting, recruiting and selecting the right candidate for the right job.
 It is done to determine what needs to be delivered in a particular job. It clarifies what
employees are supposed to do if selected for that particular job opening.
 It gives recruiting staff a clear view what kind of candidate is required by a particular
department or division to perform a specific task or job.
 It also clarifies who will report to whom.
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JOB SPECIFICATIONS
It is a written statement of educational qualifications, specific qualities, level of
experience, physical, emotional, technical and communication skills required to
perform a job, responsibilities involved in a job and other unusual sensory demands. It
also includes general health, mental health, intelligence, aptitude, memory, judgment,
leadership skills, emotional ability, adaptability, flexibility, values and ethics, manners
and creativity, etc.
AIM OF JOB SPECIFICATIONS
 Described on the basis of job description, job specification helps candidates
analyze whether are eligible to apply for a particular job vacancy or not.
 It helps recruiting team of an organization understand what level of qualifications,
qualities and set of characteristics should be present in a candidate to make him or
her eligible for the job opening.
 Job Specification gives detailed information about any job including job
responsibilities, desired technical and physical skills, conversational ability and
much more.
 It helps in selecting the most appropriate candidate for a particular job.
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JOB ANALYSIS AND DESIGN
PROCESS/STEPS IN CONDUCTING A JOB ANALYSIS
Step 1: Organizational analysis
The first step in the job analysis process is to determine its purpose. This will help determine what kind of data to collect and how to collect it.
The necessary background information for this step can be collected by using organization charts, process charts and job descriptions.
Step 2: Select representative positions
It will be time consuming and costly to analyze all jobs in an organization. So, it is essential to select a representative sample of jobs for detail
job analysis.
Step 3: Collect data
Collect job-related data such as educational qualification, duties, responsibilities, working conditions, employee behaviour, skills and abilities.
Data is collected by using methods such as observation, interviews and questionnaire.
Step 4: Review collected data
A job analysis report is prepared by using the gathered data. The information is then verified with the worker performing the job and their
supervisor.
Step 5: Developing job description
The information collected is used to develop a written statement known as job description. Job description is a document that describes the
responsibilities, working conditions, locations, risks and tasks required for effective job performance.
Step 6: Developing job specification
The final step in the process is to develop job specification. Job specification and job descriptions are two tangible products of the job analysis
process. Job specification is a statement of personal traits, educational qualification, experience, background and skills needed to perform a
job.
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 JOB ANALYSIS AND DESIGN
APPROACHES TO JOB ANALYSIS

Job analysis is done by using two approaches:

Task oriented approach:

Task oriented approach to job analysis focus on the actual activities involved in a job. It mainly considers duties and responsibilities of a job. HR managers develop task
statements that state the functions of a job in full details.
The tasks are then rated on-the basis of importance, frequency, difficulty, etc. This helps in having a greater understanding of the requirements of a job.

Worker oriented approach:

Examining human attributes of a job is another approach of job analysis. These attributes are classified as Knowledge, Skills, Abilities, and Other characteristics,
collectively known as KSAO.

Knowledge refers to the information required by an employee to perform the job.

Skills are the proficiencies needed for good performance.
Abilities refers to the attributes of employees that are stable over time.
Other attributes such as personality factors are other characteristics.

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 JOB ANALYSIS AND DESIGN
METHODS OF JOB ANALYSIS
Different methods such as Observation, Interview, and Questionnaire can be used individually or in combination. Choosing the method
or combination of methods of job analysis depends upon the needs and requirements of the organization.
Here are the three most common job analysis methods used by organizations:

Observation Method:
The job analyst observes and records the tasks, responsibilities and duties of an employee. This also includes the methods and skills used by
them to perform the job. This is the most difficult method of job analysis.
This is because every person has their own way of observation and interpretation, which can involve personal biases. This error can be
minimized by choosing a properly trained job analyst.

Interview Method
The job analyst interviews employees to know about their working style, problems faced, skills and techniques used and insecurities about
their careers.
This method helps the analyst to know what an employee thinks of his job and the responsibilities it entails. The success of this method
depends upon the genuineness of data and feedback collected from employees.

Questionnaire Method
In this method, the job analyst gives an employee a simple questionnaire to identify the duties, responsibilities, work environment and
problems related to a job. This method can also be biased if the questions are not framed properly.

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JOB ANALYSIS AND DESIGN
OTHER PROCESS INVOLVED IN JOB ANALYSIS (JOB DESIGN):

Job design is the process of work arrangement (or rearrangement) aimed at reducing or overcoming job dissatisfaction and
employee alienation arising from repetitive and mechanistic tasks. Through job design, organizations try to raise productivity levels by
offering non-monetary rewards such as greater satisfaction from a sense of personal achievement in meeting the increased challenge
and responsibility of one's work. Job enlargement, job enrichment, job rotation, and job simplification are the various techniques used
in a job design.
Objective of Job design: To develop jobs that meet the requirements of the organization, it way of work and its technology and to
satisfy the jobholder s personal and individual requirements.
Job Simplification: It means breaking the job into relatively easier sub-parts with the intention to enhance the
individual's productivity by minimizing the physical and mental efforts required to perform a complex job.
Job rotation. Means systematically moving workers from one job to another.
Job enrichment. Means redesigning jobs in a way that increases the opportunities for the worker to experience feelings of
responsibility, achievement, growth, and recognition and therefore more motivation. It does this by empowering the worker for
instance, by giving
the worker the skills and authority to inspect the work, instead of having supervisors do that. Herzberg said empowered employees
would do their jobs well because they wanted to, and quality and productivity would rise. That philosophy, in one form or another, is
the theoretical basis for the team-based self-managing jobs in many companies around the world today.
Job enlargement. Means assigning workers additional same-level activities. Thus, the worker who previously only bolted the seat to
the legs might attach the back too.

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JOB ANALYSIS AND DESIGN

JOB DESIGN DECISIONS

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JOB ANALYSIS AND DESIGN
TRENDS IN JOB DESIGN

 Organizational commitment to providing meaningful and rewarding jobs for all employees.

 Employees involvement and team approaches to design and organize work.

 Efficient and effective use of temporary workers.

 Apply quality management system as a part of employee s job and HR process.

 Cross-training for employees to perform multiskilled jobs.

 Ergonomics and adequate design for the work to fit the worker.

 Good & continuous communication with employees (share information & receive feedback from employees).

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TRAINING & DEVELOPMENT
4
Training and Development is one of the key HR functions. Most organizations look at training and
Training & development as an integral part of the human resource development activity.
Development
Training and
TRAINING
Developing
Employees
Training is the process of equipping employees in a specific organization with specific skills,
competency, and knowledge so that they can be able to handle various tasks.

It involves change in attitude, skills or knowledge of a person with the resultant improvement in the behavior. For training to
be effective it has to be a planned activity conducted after a thorough need analysis and target at certain competencies, most
important it is to be conducted in a learning atmosphere.
While designing the training program it has to be kept in mind that both the individual goals and organizational goals are
kept in mind. Although it may not be entirely possible to ensure a sync, but competencies are chosen in a way that a win-win
is created for the employee and the organization.
Typically, organizations prepare their training calendars at the beginning of the financial year where training needs are
identified for the employees. This need identification called as training need analysis is a part of the performance appraisal
process. After need analysis the number of training hours, along with the training intervention are decided and the same is
spread strategically over the next year.

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TRAINING & DEVELOPMENT

DEVELOPMENT

Development is the process through which organizations equip employees

with skills and knowledge to the extent that they can have steady growth
and they can handle any job that is offered by the agency.
It means growth of the individual in all respects. An organization works for
the development of its executives in order to enable them to gain advanced
knowledge and competence.

Development is aimed at career growth rather than immediate performance

knowledge.

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TRAINING & DEVELOPMENT
TRAINING NEEDS ANALYSIS (TNA)

Training needs analysis is a process that a business goes through in order to determine all
the training that needs to be completed in a certain period to allow their team to complete their job as
effectively as possible and to identify the gap between employee training and needs of training.

Benefits of TNA:
 Develop more effective training materials and capturing the best use of the production time.
 Highlights training that may not have considered.
 Identify knowledge gaps before they become a problem.
 To decide who should attend which training sessions
 To ensures that the Training is focusing on the right areas.
 Highlights training that may not have been considered.
 Prioritize training needs.
 Set accurate training plan for the year.

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TRAINING & DEVELOPMENT

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TRAINING & DEVELOPMENT
THE ORIENTATION PROCESS (ONBOARDING)

A job orientation is a process for giving new employees important information about their workspace, health &
safety, equipment, pay, benefits and dress code. New hires are also introduced to their coworkers during
an orientation, which sets them up for success and integrates them into the company culture.
Ideally it should also help them start becoming emotionally attached to and engaged in the firm.

During orientation, the Employee handbook and/or Orientation Technology may be used.
The Employee Handbook: It is a document that communicates the company s mission, policies and
expectations delivered to employees to clarify their rights and responsibilities while they re employed with the
company. The handbook creating a binding contract between employer and employees.

Orientation Technology: Using technology to support orientation also such as scannable QR codes along the
orientation tour s stops, to provide information about each department and its role.

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TRAINING & DEVELOPMENT

ADDIE FIVE STEPS TRAINING PROCESS

1. Analyzing the training need.
2. Design the overall training program.
3. Develop the course.
4. Implement training by actually training the targeted employee group.
5. Evaluate the course effectiveness
(eg; Tests, feedback forms, Exercises, participation and case studies).

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TRAINING & DEVELOPMENT
Training Needs Analysis and Evaluation Forms

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TRAINING & DEVELOPMENT
TRAINING METHODS

Apprenticeship Simulation

Vestibule
Lectures
Training
Coaching Job Rotation

On-the-job
Off-the-job
Training
Training
Programme
Seminar &
d
Conferences
Instructions
Job
Understudy Instructional
Training (JIT)

Special
Assignments Role Playing Case Studies

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COMPENSATION AND PAY STRUCTURE
5
Introduction & Purpose
Compensation & The benefits that a company offers to its workers in return for their labor are referred to as compensation and benefits. As a
Benefits
result, compensation and benefits are an essential aspect of human resource management.
Establishing Strategic
Pay Plans
Our policy is to attract, motivate and retain the most qualified employees to the company to support overall long term
business plans. We provide a comprehensive compensation package, which consists of the various components described
below. Our goal is competitive pay and rewarding each employee for individual performance.

Compensation & Benefits Components

Performance Annual Salary Pension
Basic Salary Profit Share
Bonus Increase Plan

Employee Medical Life

Entertainment Insurance Insurance

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COMPENSATION AND PAY STRUCTURE

Basic Salary

We will use salary scales linked to job grading. For each job grade, the salary scales range from 75% (minimum) to 125% (maximum) of the
median of the salary scale, allowing for progression throughout the grade.
The initial salary is determined on the basis of the following elements:
1. The assigned job grade/salary scale as per the Towers Watson Grading model.
2. Nature of the job and the skills/knowledge of the candidate that being recruited.
3. Employee s experience and qualifications within the role.
4. Employee demand & supply.
Salaries are paid monthly (around the 25th of each month), through bank transfer. Employees may view/print their monthly salary slip through
the system.

Performance Bonus

All employees are eligible for an annual Performance Based Compensation which is based on the achievement of the company and individual
targets, which are set at the beginning of each year. The percentage of bonus is applied on the annual basic salary and is variable dependent on
the job band. Our bonus model allows for over-achievement over and above 100% of target achievement. In this case the percentage of bonus
may be increased up to a maximum percentage cap.

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COMPENSATION AND PAY STRUCTURE

Profit Share

The establishment of profit-sharing programs is an important aspect of our compensation package; we determine how much we want
to contribute to each employee, often making no contributions in certain years. However, in years where it makes profit, the
organization must develop a fixed benefit distribution formula that must be distributed to all workers for alignment and education.

We reserve the right to legally exclude certain employees from the plan, employees who have worked less than one year can also be
excluded, depending on the plan.

Annual Salary Increase

Annual salary increases may be granted from the 1st of January each year subject to the company budget announcement, and
the final approval of the management. The minimum increase stipulated by the Egyptian Labor Law will be implemented for all
employees.

Employee salary increase is granted based on employee band, grade and performance appraisal score by year-end.

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COMPENSATION AND PAY STRUCTURE

Pension Plan

This is a provision for retirement for all full-time permanent staff after the completion of probation period with the company. This is to
ensure the continued welfare of our employees both during and after their working life, and shows a commitment by the company to
assist employees to plan early for a secure financial future. The company and the employee will contribute to the retirement fund.

Eligible employees will have 5% of their net monthly salary deducted each month and the employee may request to increase this
percentage to be 7.5%, 10% or 15% at the employee s discretion (which may be changed on a yearly basis).

Pension plan has a voluntary investment option. An employee may contribute part of his/her current income from wages into an
investment plan to help fund retirement. Vesting rules will apply as per the schedule stated in the Vesting Rules table found hereafter.

Years of Service Vesting Percentage

1 0

2 0

3 20%

4 40%

5 60%

6 80%

7 100%

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COMPENSATION AND PAY STRUCTURE

Employee Entertainment

Keeping our people happy with the best offers for our employees. A substantial discount on goods and services for employees can also
boost morale within the ranks. Offering a significant discount on goods and services can make the purchaser feel like a valued customer
as well as a valued employee to the company.

We offer discounts and corporate rate for our employees at the following;

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COMPENSATION AND PAY STRUCTURE

Medical Insurance

We provide a full medical insurance coverage for all full-time employees in conjunction with our medical insurance provider, who are the
third party administrator providing the medical services.
Coverage will begin as soon as the employee joins Allianz Egypt for both the employee and spouse (if applicable), and is fully funded by
the company. Participation in this scheme will be deactivated as soon as the employment contract is ended with the company.
Coverage for children is optional (at the discretion of the employee).

Medical insurance form will be signed by the employee upon receiving the hiring documents, and the medical card,
for use within the network, will be received within two weeks of the hiring date. Upon presentation of the medical
card, employees are entitled to use and receive the medical services of the medical providers in accordance with the
scheme benefits.

Details regarding the medical provider network can be found on our corporate portal.

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COMPENSATION AND PAY STRUCTURE

Life Insurance

A group term life policy is provided for the benefit of all staff and fully subsidized by the company. The coverage is effective
upon successful completion of the probationary period.

Benefits:
1. Death (all causes): between 36 to 60 times gross monthly salary according to Band/Job Title (excluding benefits and
allowances), with a minimum of EGP 100,000, paid as a lump sum amount.
2. Total and permanent disability (due to accident and/or sickness): 36-60 times gross monthly salary according to
Band/Job Title (excluding benefits and allowances) with a minimum of EGP 100,000, payable in 4 equal semi-annual
installments.
3. Accidental death: double the death (all causes) sum insured is payable in cases of death by accidental means, paid as a
lump sum amount.
4. Accidental dismemberment: paid according to the type and scale of dismemberment, paid as a lump sum amount.
In some cases, employees may be required to undergo a medical examination prior to enrollment in the scheme. In such
cases, the employee will be notified by the Human Resources Department.

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COMPENSATION AND PAY STRUCTURE
IMPORTANCE OF COMPENSATION & BENEFITS

COMPENSATION & BENEFITS

RAISING
ATTRACTING INCREASED JOB
EMPLOYEE
TOP TALENT PRODUCTIVITY SATISFACTION
MOTIVATION

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IHRM: INTERNATIONAL HR MANAGEMENT
6
INTRODUCTION TO INTERNATIONAL HR MANAGEMENT
IHRM
IHRM are the concepts and techniques companies use to manage the human resource aspects of their international organization, such as
Managing acquiring, training, appraising, and compensating employees, and fulfilling their labor relations, health and safety, and fairness concerns.
Human
Resources in an
International
Business

HR
ACTIVITIES

THE 3
DIMENSIONS OF
IHRM

TYPES OF
COUNTRIES
EMPLOYEES

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IHRM: INTERNATIONAL HR MANAGEMENT
The 3 Dimensions of IHRM
1. HR Activities 3. Types of Employee
The first dimension of IHRM is similar to regular HRM discussed, but on a global scale. This There are 3 types of employee in any global organization adopting the IHRM
dimension consists of 3 activities: model:
I. Procurement of Human Recourse I. Parent Country Nationals (PCN) [Local]
II. Allocation of Human Recourse Employees who have the nationality and work in the organization s home
III. Utilization of Human Recourse country.
2. Counties: II. Local Country Nationals (LCN) [Local]
There are also 3 types of countries in the majority of any global organization: Employees who have the nationality and work in the organization s host
I. Home Country: country.
The country of origin or when the country where the organization s headquarter is located. III. Third-Country Nationals (TCN) [Expat/Expatriate]
II. Host Country Employees who are from a third country, but either work in the organization s
The country where a subsidiary or a branch of the organization is located. home or host country
III. Third Country
A country where neither the headquarter nor a branch or a subsidiary is located, but human
resources are procured from.

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IHRM: INTERNATIONAL HR MANAGEMENT
STAFFING APPROACHES

ETHNOCENTRIC POLYCENTRIC
Host country nationals GEOCENTRIC
Key positions filled by recruited to manage Best people recruited,
nationals of parent subsidiary in their own whatever their nationality
company country

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IHRM: INTERNATIONAL HR MANAGEMENT
STAFFING APPROACHES

1. Ethnocentric Ethnocentric
Key positions filled by
In this approach, the organization believe that the best employees to fill key managerial positions, either in the home of nationals of parent
company
the host country, and fulfill the mission, vison, and objectives are its home citizen employees.

Advantages Disadvantages
•Ease of spread of the organization culture •Costly due to expats. Polycentric
to host countries offices. •Management may not be able to Host country
nationals recruited to
•Removal of communication barriers understand the different culture. manage subsidiary in
between Home and Host offices. •Less incentive and motive for host country their own country
•More control and coordination across the employees; as the key managerial
organization. positions in their country will always be
•Effective monitoring of the host offices filled with employees from the home
country.
•Loss of skilled employees due to the
Geocentric
managerial positions barrier
Best people
•Disconnection between management in recruited, whatever
host countries and the local traditions and their nationality
values.

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IHRM: INTERNATIONAL HR MANAGEMENT
STAFFING APPROACHES
Ethnocentric
2. Polycentric Key positions filled by
nationals of parent
In the Polycentric approach, the organization believes that the best action in to hire locals from the host countries to fill company
all the managerial positions in the host office; as they trust that those employees will help achieve the organization s key
goals with a better understanding of local traditions and values.

Advantages Disadvantages Polycentric

Host country
LCNs will have a better understanding of Coordination issues between home and nationals recruited to
the local market. host office might arise. manage subsidiary in
their own country
LCNs will not be facing in communication Less control and coordination across the
issue, internal or external in their host organization.
country. Host country managers might not always
No culture conflict between host fulfill organization vision and goal.
management and host employees.
Motivation for host employees to Geocentric
perform better and reach managerial Best people
roles. recruited, whatever
Cost effective; as organization will not their nationality
have to bear the expat costs.

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IHRM: INTERNATIONAL HR MANAGEMENT
STAFFING APPROACHES

3. Geocentric Ethnocentric
The third approach is the polycentric; where the organization main staffing strategy is to hire the best people regardless Key positions filled by
nationals of parent
of their nationality and regardless of where they will be located. company

Polycentric
Advantages Disadvantages
Host country
nationals recruited to
manage subsidiary in
their own country
Global talent recruitment pool. Very Expensive.
Maximum utilization of recourses. Communication issue.
Incentive for employees who are Cross-culture clashes might appear
looking to work abroad. Loss of productivity due to home-
Diversifying the employee sickness.
backgrounds will lead to innovation. Less monitoring and control over Geocentric
Reduce or eliminate unfair treatment operations. Best people
cause by favoritism towards certain recruited, whatever
nationality(ies) their nationality

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IHRM: INTERNATIONAL HR MANAGEMENT
STAFFING APPROACHES

Ethnocentric
Key positions filled by
PCNs in PCNs in nationals of parent
Home Home company
Country Country

Ethnocentric Polycentric
Approach Approach
PCNs in LCNs in Polycentric
Host Host Host country
Country Country nationals recruited to
manage subsidiary in
their own country

P/L/T-CNs
in Home
Country

Geocentric Geocentric
Approach Best people
recruited, whatever
P/L/T-CNs their nationality
in Host
Country

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IHRM: INTERNATIONAL HR MANAGEMENT
Key difference between Local and International HR Management
1. Broader HR activities
HR activities such as laws and regulation, cross-culture integration and training become much more extensive and complex as it is transformed from local
to global scale.

2. Broader Perspective
Different requirement of all the countries under the HR personnel control will requires more knowledge and skill to manage.

3. Employees personal lives will become a major contributing factor

1. Different types of taxes in employee home and host country.
2. Housing and cost of living.
3. Relocation and schooling costs.

4. More Risk exposure

Due to the speared of the organization across a wider geographic region, the exposure to risk increases, and should be factor in by HR personnel while
making any assessment or decision.

5. The need for multi-culture understanding

Due to the different culture, HR personnel must be aware of different culture values and norms in order to treat all employees fairly. Also cross-culture
training and induction must be provided to all employees to avoid unnecessary clashes.

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 IHRM: INTERNATIONAL HR MANAGEMENT
The Challenges of IHRM
Accidently breaking local laws:
Laws and regulations varies from country to country, and if the HR personal is not aware of local laws and regulation, they can easily accidently break it and cause major damage or legal
repercussions.

1. Cross-cultural Clashes:
Every culture has a set of unique traditions and values; which if not understood by other cultures can cause misunderstandings and clashes.
Also, the way every culture tend to perform the work might be different form other culture, which also can lead to unnecessary professional clashes.

2. High Rate of failure of Expatiation; which can be attributed to the following:

1. Inability to adjust for the employee or his family.
2. Family and financial problem.
3. Home sickness.
4. Inability to perform the bigger tasks overseas.
5. Difficulty adjusting to new country law, traditions and values.

3. Societal barriers such as:

1. Religion.
2. Different work values and ethics.
3. Politics, rules, and regulation.
4. Attitudes and behaviors.

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PERFORMANCE MANAGEMENT & APPRAISAL
7
Performance Introduction & Purpose
Management The goal of performance management is to establish a structured feedback cycle/process between managers and
& Appraisal
employees. The outcome of this process, should be a fair evaluation of past performance and an agreement on
Managing and
reviewing future areas of development for improvement.
employee
performance.

Through the Performance Management Process, organizational goals and objectives are more effectively achieved,
while at the same time benefiting employees in terms of receiving feedback, identifying learning and development
needs, discussing future job development and rewarding performance through performance-based compensation.

A regular review of an employee's job performance and overall contribution to a company is called a performance
appraisal. A performance assessment, also known as an annual review, performance review or evaluation, or
employee appraisal, assesses an employee's abilities, accomplishments, and growth or lack thereof. We use
performance appraisals to provide
workers with big-picture input on their job and to just keep track of their progress. Assessment

Mid-year Performance
Review Appraisal
The Performance Management Cycle (PMC) is implemented over 5 phases as detailed
as follows;

Target-
Calibration
Setting
PMC
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 PERFORMANCE MANAGEMENT & APPRAISAL
Target-Setting
All employees in job bands 1 and 2 are evaluated on the people attributes basis only, rather than on specific individual quantitative and qualitative
performance targets.
By evaluating the Common People Attributes, the company hopes to recognize and reinforce each employee s strengths and identify areas of
development and possible improvement measures. Below is a brief description about each attribute:

COLLABORATIVE CUSTOMER &

ENTREPRENEURSHIP
LEADERSHIP MARKET TRUST
EXCELLENCE

1. We empower the team and 1. We act on opportunities, anticipate

provide purpose and direction.
2. We develop people, provide
feedback and care for employee
well-being.
3. We collaborate and exchange best
practices.
1. We foster state of the art 1. We act transparently and promote
trends, take risks and promote a
technical/operational knowledge corporate social responsibility
culture that allows for honest
and strive for continuous 2. We foster diversity and
failure.
simplification. inclusiveness
2. We take ownership and
2. We strive for excellence at every 3. We act with integrity, we honor
responsibility.
touch point with the customer. our commitments and we tell the
3. We embrace innovation and a
3. We want to be the benchmark. truth
culture that allows to make
decisions without fear of
retribution.

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PERFORMANCE MANAGEMENT & APPRAISAL

Employees in job bands 3 to 5 are evaluated on pre-defined performance targets which are set to align the activities of the individual
employee, with the strategies of the company.
All quantitative targets must have an at target measure together with threshold and maximum values

To ensure that targets are clearly defined and evaluated, managers must ensure that they are using the S.M.A.R.T model of setting targets
as follows:

1) Specific: The objective is clear and unambiguous

2) Measurable: Concrete criteria have been identified for measuring progress towards the attainment of the objective
3) Achievable: The objective is realistic and attainable
4) Relevant: The objective must matter and have a reason
5) Time-bound: The objective should be achieved within a specific time frame with a target date for completion.

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 PERFORMANCE MANAGEMENT & APPRAISAL
Mid-year Review
For band 3 and 4 and in the middle of the performance year (June/July), a mid-year review is recommended in order to follow-up progress on the
set performance targets, and the achievement to-date for agreed development plans.
As a result of the mid-year review, it may be necessary to adjust or introduce new targets or development activities during the year in line with
emerging strategies.

The original targets will not be changed, but adjustments should be captured in a separate document attached to the original Target Letter.

For band 1 and 2, it is very essential to ensure that our young talents are on the right track. Therefore, and alike what is happening with managers,
we have to arrange for this development meeting to:
1. Evaluate your goals and achievements to make sure you're on track.
2. Check in on employees' general well-being and how they're doing in their jobs.
3. Learn from employees on what works and what doesn't, as well as what help or services they need to meet expectations.
4. Provide reviews on accomplishments and growth coaching.
5. Any changes in the organization, team, tasks, or goals that will impact the second half of the year should be communicated and planned for.

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PERFORMANCE MANAGEMENT & APPRAISAL
Assessment

 Assessment and evaluation of individual performance against set targets, is discussed during the annual performance
appraisal meeting held at the end of each calendar year.
 Quarterly assessment meeting to be held between direct managers and subordinates to provide prompt feedback on
performance.
 Employees should complete their own self-assessment for both People attributes-based target achievements (job bands
1+2) and individual qualitative target achievements (job bands 3 to 5) on system prior to the performance appraisal
meeting.
 In addition to the assessment of individual targets, employees are also assessed on overall job performance as in
accordance with Job Description requirements.
 The final performance achievement for both individual targets and overall job performance, is confirmed only upon the
final approval of both the direct manager and the next higher manager on system.
 Performance achievement assessed significantly above set targets requires the approval of the management.
 The company reserves the right to reduce individual performance achievement ratings due to violations of compliance
requirements, code of conduct and proven misconduct.

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 PERFORMANCE MANAGEMENT & APPRAISAL
Performance Appraisal
The systematic assessment of employee performance and understanding of a person's abilities for future growth and
advancement is known as performance appraisal.

Performance Appraisal Objectives

With the following goals in mind, a performance appraisal may be completed:

 To keep notes in order to figure out pay packages, wage structures, and salary increases, among other things.
 Identifying workers' strengths and weaknesses in order to put the best men in the right jobs.
 To preserve and evaluate a person's capacity for future growth and development.
 To provide workers with input on their success and related status.
 To provide workers with input on their success and related status.
 It acts as a foundation for shaping employees' working habits.
 The promotional and other training programmes will be reviewed and retained.

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PERFORMANCE MANAGEMENT & APPRAISAL

The final annual performance appraisal meeting is conducted starting January of each year, providing a structured framework
covering the following areas:

 Feedback on overall job responsibilities and performance during the last review period.
 Assessment of individual performance against set targets during the last review period.
 Review and progress of agreed training and development plans.
 Identification of future development areas and completion of training needs analysis.
 Identification and setting of individual performance targets for the upcoming performance review year.

Performance appraisal meetings are conducted between the employee and the employee s direct manager.

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PERFORMANCE MANAGEMENT & APPRAISAL

It is said that performance assessment is a business expenditure that can be

justified by the following benefits:

Promotion Compensation Employees Selection Communication Motivation

Development Validation
Managers may Employee benefits Good contact Performance
use packages are Managers can better Managers have a between managers evaluations are used
performance devised with the aid frame training better and employers is to motivate
appraisal to plan of performance policies and understanding of critical for a employees. If a
promotion appraisals. programs with the the validity & company's success. person's productivity
programs for Performance assistance of a value of the Communication may can be measured by
productive assessment structured selection process. be sought by measuring their
workers. In this determines assessment process. They learn about performance results, the goals can
regard, compensation It aids in the analysis the validity of the assessment.. be met. This
ineffective packages, which of employees' selection process, effectively motivates
employees include bonuses, strengths and as well as its a person to do a
should be fired high pay rates, weaknesses so that benefits and better job and aids in
or demoted. additional benefits, new positions can be disadvantages. In potential
allowances, and pre- built for productive this regard, future performance
requisites. workers. improvements in improvement.
selection methods
should be made..

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PERFORMANCE MANAGEMENT & APPRAISAL

Calibration
Managers who administer the performance assessments and the auditor who reviews the employee evaluations are also involved in the
performance calibration method. The calibration process provides a platform for discussing employee performance with the aim of
ensuring that managers extend similar expectations to all workers and, to the greatest extent possible, eradicate biases.

Performance Calibration Objectives

 Ensures that managers are well-versed in the rating scale's concepts and implementation.
 Allows bosses to have well-thought-out explanations for why they gave a specific employee a certain rank.
 Helps managers plan for more effective performance conversations with their employees; gives manager more trust in their evaluations after a
calibration meeting.
 By recognizing possible manager and reviewer prejudices, ensures a more consistent and objective assessment of an employee's results.
 Provides a well-considered foundation for pay raises based on results.
 As more people managers gain insight into the skills of workers from other fields, it allows for better career development and succession planning.
Calibration takes place after an employee has given self-reflection input for the assessment and the manager has completed it, but before the final
evaluation is submitted to the employee and both the employee and manager have signed it.

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PERFORMANCE MANAGEMENT & APPRAISAL
Step 1
Employee reviews should be submitted to the reviewer after they are completed and before the appraisal meeting with the employee. The
reviewer is normally the manager s boss, although in certain colleges and divisions, this might not be the case.
Each assessment is read by the author, who looks for positive manager feedback and ensures that the assessments are comprehensive and
reasonable. If a reviewer believes a manager can change a specific assessment, the reviewer returns the evaluation and awaits revision.
A meeting is scheduled with all college/department reviewers after all employee reviews have been reviewed and decided upon by the reviewer
and any required adjustments have been made.

Step 2
The HR Liaison compiles the ratings distribution within that department for the calibration meeting. The executive Leader convenes a meeting
with all testers & managers. The participants in this meeting examine the ranking distributions for the entire department to ensure that the
ratings are applied uniformly and equally to all employees, and that no single supervisor assigns the same numeric rating to all employees.
The group will inquire about individual ratings and make recommendations based on their interactions with the employee. Following the
discussion, reviewers ensure that superiors are aware of any adjustments that need to be made to the reviews and that these changes are made
before the employee's in-person performance assessment conference.

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CAREER PLANNING & DEVELOPMENT
8
Career
Planning Introduction to Career Planning
Employees Career planning is the process of figuring out professional opportunities that fulfills individual career goals and interests. It
career should be noted that before searching for a job, individual should set achievable long-term and then, set short-term goals
management
between each stage to ensure having realistic and actionable steps that can be taken to achieve the long-term goals. It should
be also noted that the career plan should be flexible and agile to accommodate for any obstacle or opportunity that might arise
along the way.

Career Planning is important for organization and individual as its absence causes:
1. High Turn-over rate
2. Low level of engagement
3. Absence of clarity
4. Decreases motivation
5. Decreases productivity
6. Incorrect allocation of resources

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CAREER PLANNING & DEVELOPMENT
8
Career
Planning STEPS OF GENERAL CAREER PLANNING PROCESS
Employees
career
management

Decision-making
Self-exploration Exploration and Final planning Job search and
Career research and career
and assessment experimentation and action acceptance
selection

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CAREER PLANNING & DEVELOPMENT
STEPS OF GENERAL CAREER PLANNING PROCESS
Self-exploration and
Self-exploration and assessment assessment

Individual must assess his/her needs, strengths, personality, skills, talents and interests to make informed career decisions. This can be done through:
I. Values Evaluation:
Career research
Values includes Salary, job prestige with society, level of interaction with people, individual contribution or team contribution, etc.
II. Interests Evaluation:
It is critical to find a job that fits individual personal interest in order to perform better Exploration and
experimentation
III. Personality Evaluation:
Personality type highly affect people performance, such as Introversion or Extroversion, Sensing or Intuition, Thinking or Feeling, or
Judging or Perceiving. Decision-making
and career selection
IV. Skills Evaluation:
This kind of tests will help individuals assess their current skills sets and evaluate if he/she needs more training or education, or they need
to find a new career altogether. Final planning and
action

Job search and

acceptance

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CAREER PLANNING & DEVELOPMENT

Career research
Self-exploration and
After completing the self-assessment process, employees should start by list all the careers paths and organizations that matches his/her capability and assessment
preference. Employees should try to narrow the list as possible by researching the work environment in different organization, and reaching out to his/her
professional network to know what it is like to chose this career path or organization.
Career research

Exploration and experimentation

The best course of action after narrowing down the list of preferred careers is to try and experience those career first hand. This will not be always possible but it Exploration and
can be achieved by the following methods: experimentation

I. Informational Interviews
II. Job Shadowing Decision-making
III. Volunteering and career selection

IV. Internships
V. Part-time Work Final planning and
action
VI. Mentorship
VII. Courses.
Job search and
acceptance

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CAREER PLANNING & DEVELOPMENT

Decision-making and career selection

Self-exploration and
After finishing the previous steps, a careful evaluation must be done. Advantages must be weighted against disadvantages such as assessment

base pay, work-life balance, or relocation.

The employee should then list his preference and also list some alternative in case no opportunity was found, or an opportunity Career research
appeared later on.

Exploration and
Final planning and action experimentation

Employees should now gather all the information he/she have learned and determine an action plan. This plan should include
background information, such as or employment history, education, level of training, volunteer and other unpaid experience, Decision-making
and career selection
professional licenses or certifications, the results of the self-evaluations mentioned in the first section, and career counselor advice
received.
Final planning and
action

Job search and acceptance

Employee can start now effectively search for the correct opposite that will fulfill his/her career goals and will match his/her interest. Job search and
acceptance
Once the job offer is received, it should be compared to the previously decided requirement made by the employee, and if it matches,
employee should accept the offer.

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CAREER PLANNING & DEVELOPMENT

DEFINITION & PURPOSE

Most sources define career development as the life-long process of choosing a career, acquiring or improving skills for this chosen career, and advancing along its path.
It is also can be defined as the actions taken by an individual to achieve desired career plan. Those actions will lead to acquiring new skills, moving vertically or horizontally in the same
company, moving to a different company, or starting a new business.

Career development is not only important for individual, but also to companies, as it will help by:
1. Increase engagement
2. Increase productivity
3. Reduce turnover
4. Utilize the skills of employees in the best possible way.
Companies can help employees with the career development using the following methods:
1. Self Assessment tools
2. Individual Counselling (Mentorship)
3. Information Services
4. Employee Assessment Programs
5. Employee Development Programs

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CAREER PLANNING & DEVELOPMENT

1. Self Assessment tools

A process in which employee assess themselves to better know their interests, work attitude, skills, and work preferences.
It can be achieved by using one of the following popular method:
1. Career planning Workshop:
Workshops designed to assisting participants identifying and exploring different career paths within the
organization, using several assessment activities showing the difference and outcome between several career
choices.
2. Career Workbook:
a printed or digital material designed to help individuals to identify their points of strength and weakness, work
preference, work attitude, and skills.

2. Individual Counselling (Mentorship)

Very individualized programs where employees have a mentor, or more experienced person as a coach. This mentor can
be a colleague or a manager which sole role is to help the individual understand him/herself, career goals and aspiration,
what need to be done to achieve those career goals.
The benefit of a mentorship is that the mentor can shed light on career possibility otherwise were unknown to the
Employee Career Development Plan
employee, and help him/her reaching those paths. Source: Copyright Gary Dessler, PhD.

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CAREER PLANNING & DEVELOPMENT

3. Information Services
The organization must keep an accessible record of the employees achievement, skills, performance, and career
development plan, to have a pool of qualified candidates to chose from when there is an opining matching the
previously mentioned attributes. This will ensures that the effort done by the employees is visible to other decision
maker, and ensure the correct allocation of resources and talents within the company.

4. Employee Assistance Programs

Company will provide orientation sessions and materials once a new hire joins in order to get him/her up to speed
with company values and behaviors, work expectation, company policies and procedures. Also a more experienced
colleague may assist the new hire and shed some light on the skills and requirement for reach career path and job
level.

Employee Career Development Plan

Source: Copyright Gary Dessler, PhD.

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 CAREER PLANNING & DEVELOPMENT

5. Employee Development Programs A recent study by LinkedIn

suggests that in today s
A major difference should be highlighted between Employee Training Program and Employee Development Program. Employee Training environment, focusing too heavily
Program focuses on developing or a acquiring a new skill that will help him/her perform a certain job of task better, while Employee on training of skills can actually
lead to a gap in any number of
Development Program focuses on the overall all growth and development of the employee. skills, due to the current dynamic
The development programs can help employees achieve their career goals and aspiration, and can consist of workshops, seminars, work environment, which can
make this skill obsolete.
mentorships, job rotation, joining industry groups and forums, be given more complex tasks and projects.

The process of career development might be hindered by several factors:

1. Personal Characteristics: Choosing the right career is mainly affected by personal characteristics such as interests, skills, values, and personality type.
2. Financial Resources: Sometimes, attaining the desired career path cannot be possible due to the costs associated with it, such as educational costs to acquire a
certain set of skills or formal education.
3. Financial Obligations: Numerous example of people staying in jobs or careers they do not really like, and not pursing another career they love and will excel in it.
This is mainly due to financial obligation; such as rent, installments, family commitments, or inability for relocation.
4. Age: As individuals advance in age, it becomes much harder to shift career or look for another jobs, as companies will not probably hire someone much older to
perform a fresh grad job.

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 THANK YOU!

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