EMB ELECTRICAL INDUSTRIES -397

Human Resources
General Policy
Khaled Ismael
Contents
1. Recruitment and Selection………………………………………………………………………3
 Introduction................................................................................................................
 Hiring Policy ..............................................................................................................

2. HR Training Policy and procedures …………………………………………………………4

 Purpose.....................................................................................................................
 Training Procedures ..................................................................................................

3. Retention Aim & Policy………………………………………………………………………….5

 Aim............................................................................................................................
 Retention Policy ........................................................................................................

4. Compensation Policy .......................................................................................................6-7

 Basic Salaries............................................................................................................
 Other Compensations ..............................................................................................
 Transportation ..........................................................................................................
 Communication ........................................................................................................

EMB Electrical Industries - 397 HR Department

2 1. Recruitment and Selection

 Introduction

Effective recruitment and selection is central and crucial to the successful functioning of EMB Electrical
Industries, It depends on finding people with the necessary skills, expertise and qualifications to deliver
the Company’s strategic objectives and the ability to make a positive contribution to the values and aims
of the organization.

 Hiring Policy

Identifying the need for hiring

Recruitment activities begin with identify the needs for all the departments in September each Year(
budget time) and then analysis of the jobs required by the organization to fulfill its mission and also
an analysis of the employment environment in which it operates. An understanding of the level and
number of qualified people available to fill positions will help focus and direct the recruitment
activities.

INTERVIEWS
Before the interview:
Prepare for the interviews by performing a critical and thorough examination of each
application file and draw up a list of the details to be obtained.
It is essential to:
Define what information, in addition to the CV, needs to be obtained.
Select the criteria that need to be validated.
 The recruiter should draw up a list of criteria to be validated according to the position to be filled and
the profile involved. During the interview, the recruiter will try to evaluate the application based on the
selected criteria listed in Appendix:
 Personality
 Working style
 Know-how
 Managerial criteria
 Motivation
 (Caution: no discriminatory criteria such as gender, age, race, religion, etc.)
 During the interview:
 Welcome the applicants and create an atmosphere of confidence that will make them
feel at ease. Set the climate to make exchanges easier!
 Three steps should be followed:
 welcome process
 exchange of information (position overview + interview of the applicant)
 conclusion (summary, thanks, etc.)
 The interview extensively relies on the CV and adheres to a master plan based on which the recruiter will
investigate, with the applicant's active support, the following topics:
 Career path
 - training
 - job history
 - reasons for applying
 - career plan
 - etc.
 Personality
 - personality traits
EMB Electrical Industries - 397 HR Department
 - strong points
 - weak points
 - etc.
 Working style, know-how
 - work behaviour
 - skills
 - knowledge
 - working ability
 - etc.
 Expectations, motivations, etc.
 - salary
 - career development
 - etc.
 Restrictions
 - mobility,
 - availability
 - family situation
 - etc.
 The purpose is to both identify the applicant's skills and motivations, and to figure out their main personal
characteristics.
 The recruitment interview could be compared to a "search for clues" aimed at validating the criteria and skills
deemed as decisive for the position.
 It is recommended to use the "3Cs rule" to encourage applicants to talk based on meaningful examples: in
which context did they conduct which action resulting in which outcomes?
 The interviews mainly held by HR manager then the direct manager and in case of managerial level there is a
third interview with the managing director (MD)
 For the Factory HR responsible is replacing HR manager
 Context
 The applicant describes a working environment or context, a specific situation, a task to be
performed, etc. This provides for a better understanding of the overall context background for a given
behaviour.
 Example: "last year the competition was really fierce, and sales turnover for my sector was at – 2%".
 A) Behaviour
 The applicants describe what they said or did, or did not say or do, and how they reacted within this particular
context.
 Example: "To develop my sector I decided to book a stand in a trade exhibition"
 B) Outcomes
 They describe the effects this had on their behaviour (this may involve quantified results, a customer satisfaction
level, a reaction from hierarchical superiors, etc.)
 Example: "the contacts made allowed me to increase my turnover by 5% in this same year."
 5.2.3 After the interview:
 It is essential to thoroughly review each application with the personal characteristics
 the motivations
 the interview process and overall appraisal
 the desired/offered compensation
 the strong and weak points with respect to the job, the company, etc.
 the items to be further investigated at a follow-up interview
 the decision contemplated ("to be retained", "under review", "to be rejected ", "other")

EMB Electrical Industries - 397 HR Department

 2. HR Training Policy and procedures
3

 Purpose

Employee training programs or initiatives are an integral part of the HR vision and long-term strategic
objectives of an organization. Through timely, controlled and intelligently developed training programs,
employees develop requisite capabilities and new skills to perform assigned jobs consistently and
successfully. Ultimately, carefully devised and implemented employee training programs should impact
organizational competitiveness, long-term performance and overall productivity.

 Training Procedures

a. Department heads are requested to submit HR any required training courses which would
benefit the department or employee. Department and division heads are also encouraged
to develop departmental or divisional staff development programs specific to the needs of
the department or division in the stage of preparing for the company annual budget.

b. Required overseas and local training courses must have prior approval from Country
Manager.

c. In case of local training, HR is in charge to contacting training centers and universities to choose
the best and to arrange the training schedule, and in case of group training abroad it has to be
agreed with the group training department.

d. Training will be implemented as the agreed schedule.

e. After external tanning the department manager feeds back his opinion for evolution in the trained
performance.

f. The internal training evaluation shall be made in spot after the training finishing.

EMB Electrical Industries - 397 HR Department

 3. Retention Aim and Policy 4

 Aim

As most HR Departments know, the cost of turnover adds hundreds of thousands of Egyptian Pounds to a
company's expenses. While it is difficult to fully calculate the cost of turnover (including hiring costs,
training costs, productivity loss), so retaining employees is important for vital purposes such as:

a. Loss of Company Knowledge as, when an employee leaves, they take with them valuable
knowledge about your company, your customers, current projects and past history (sometimes to
competitors). Often (much time and money) has been spent on the employee in expectation of a
future return. When the employee leaves, the investment is not realized.

b. Disruption of Customer Service as customers and clients do business with a company in part
because of the people. Relationships are developed that encourage continued patronage of the
business. When an employee leaves, the relationships that employee built for the company are
severed, which could lead to potential customer loss.

c. Turnover spirals into more turnover as when an employee terminates, the effect is felt throughout
the organization. Co-workers are often required to pick up the slack. The unspoken negativity
often intensifies for the remaining staff.

EMB Electrical Industries - 397 HR Department

 Retention Policy

a. New employees are evaluated two months prior ending of their annual contract, the appraisal
process aims to improve the effectiveness of the organization by contributing to achieving a well
motivated and competent workforce.

b. In case the company needs to retain the employee with permanent contract, their contract will
turn from annual renewing contract to permanent contract.

c. In case that the company needs to retain the employee for another evaluation, their contract will
be renewed and they will be reevaluated at the end of the year.

d. The company is arranging educational training in reputational universities for qualified employees
to obtain educational certificate (MBA, CMA…etc) to internally induct for a higher position If
applicable.

4. Compensation Policy
5

 Basic Salaries

a. Managers and Staff Wages and Salaries are reviewed in every July annually.

b. Annual increase will be according to the company survey about Egyptian market inflation and
employees obtained grade in the annual appraisal, not less than what the government decide
annually as an annual increase.

 Other Compensations

EMB Electrical Industries - 397 HR Department

 a. Over Time is paid according to the Labour Law and company Internal Policy.

Bonus as follows:

i. Managerial Bonus is paid according to target bonus plan agreed with the group management.

ii. Staff Bonus is paid based on employee performance "average one month" each February.

iii. Sales men Bonus is paid according to target sales volume set by the Commercial & Managing
Director jointly.

iv. Factory Labour Bonus is divided to:

- Attendance bonus paid according to attendance rate.

- Production bonus is paid monthly according to individual performance, set by the Industrial
Manager and this article is reviewed in the company annual budget.

- Annual bonus is paid for, according to the individual performance evaluation, and this article is
reviewed in the company annual budget.

v. Two months are paid as a profit shares for all staff, according to EMB Electrical Industries General
Assembly Meeting.

vi. Factory workers are paid shift allowance.

vii. Managers and Staff have additional Medical Family Insurance.

EMB Electrical Industries - 397 HR Department

 6

 Transportation

a. The company is responsible for handling transportation methods for manager as follows:

- Managers are using company vehicles, that their expenses are fully covered by the
company.

b. Sales and Purchasing staff are paid monthly car allowance which is reviewed and determined
annually in the budget for using their own vehicles.

c. The company is renting buses as a transportation mean to Admin office and the Factory.

 Communication

a. Managers are paid monthly Mobile phone pills.

b. Sales and Purchasing staff are paid fixed Mobile allowance with the monthly salary.

c. The company is buying pre paid mobile cards for (drivers, messengers..Etc), as they use is for

Their daily work.

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EMB Electrical Industries - 397 HR Department