Table of Contents Table of Contents....................................................................................................... 1 Overview of HR Simulation Project.............................................................................3 Introduction............................................................................................................. 3 Methodology............................................................................................................ 4 Organization...............................................................................................................5 Introduction............................................................................................................. 5 Organizational Chart............................................................................................... 6 ................................................................................................................................ 6 Organizational Vision...............................................................................................7 Organizational Values..............................................................................................7 Company’s HR philosophy.......................................................................................8 Design of HR System Components.............................................................................9 Identification of the managerial position.................................................................9 Job Analysis............................................................................................................. 9 Part One: Job Identity...........................................................................................9 Part Two: Job Contents.......................................................................................10 Job Description......................................................................................................12 Job Specifications..................................................................................................12 Recruitment Procedure..........................................................................................16 Recruitment plan................................................................................................16 Job Advertisement..............................................................................................19 Weighted Application Blank................................................................................20 Selection Procedure...............................................................................................25 Appraisal Package.................................................................................................27 Compensation Package.........................................................................................32 Training and Development Package......................................................................32 Conclusion and Recommendations...........................................................................34 References................................................................................................................34 Annex.......................................................................................................................35
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Overview of HR Simulation Project Introduction Human Resource Management is one of the most important areas where today’s managers are focusing to gain advantage in this age of cut-throat competition. Despite unemployment looming large organizations are witnessing significant workforce shortages due to an inadequate supply of workers as the skills needed to perform the jobs are being added. Today the role of HR Management is so important that it is taking the position of a strategic partner in organizations. The ruthless nature of today’s competition has led organizations to focus on their main assets which are their employees. Hence the process of selecting, hiring, training, appraising and compensating employees should be in accordance with the organizational goal. It has become a great necessity that the organizations measure the effectiveness of HR efforts. It has become crucial for organizations to have better people in all positions if not the best. A proper planning of Human Resources pave path to profitable future. The organizations have long realized that the investment in their Human Resources gives the better pay off. For organizations to survive, it is important for their employees adapt to changing times, they can develop skills that is being added to their jobs. “Where does it begin?” can be a crucial question but the answer is easy, “from the planning phase itself”. It is the question of survival for organizations to select the best people, give them the best of available trainings, and motivate them so they can deliver to their caliber. The simulation project identifies a managerial position in a real world organization. After a detail analysis of the subject the project aims to develop a complete package from job analysis, to recruitment and selection to appraisal mechanism. The project basically deals with the implementation of the theoretical principles in a real world situation with endeavors to make the process better than the existing one. The simulation project is done as a requirement for the partial fulfillment of Managing People and Performance course of EMBA at Kathmandu University School of Management.
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Methodology
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Organization Introduction Surya Nepal Private Limited (SNPL) is an Indo-Nepal-UK joint venture, which started operations in Nepal in 1986. Surya Nepal is now the largest private sector enterprise in Nepal and a subsidiary of ITC Limited, India, the balance shares are held by 20 Nepalese individual & corporate shareholders and British American Tobacco (Investment) Limited, UK. Surya Nepal’s businesses include manufacture and marketing of cigarettes and readymade garments in Nepal as well as exports of ready-made garments with a total turnover of over US $100 million. Surya Nepal’s commitment to its corporate vision “enduring value for all stakeholders” has been uncompromising through the years and is reflected in every product, process and service provided by the company. The company was awarded the prestigious FNCCI National Excellence Award during 2007 for being the best-managed corporation in Nepal. The company is also the recipient of various national safety and environmental awards and with our constant focus on systemic work processes, both our cigarette and garment factories are ISO-9001: 2000 certified.
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Organizational Chart
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Organizational Vision According to Surya Nepal, its vision is “To be an Internationally Benchmarked MultiBusiness Corporation in Nepal, Delighting Global and Domestic Customers with a proud ‘Made in Nepal’ Label and Accounting For 2% Of the Country’s GDP. To Be A Partner In Nation-Building And Create Enduring Value For All Stakeholders”.
Organizational Values Nation Orientation Surya Nepal is aware of its responsibility to generate economic value for the nation. In pursuit of its goals, it will make no compromise in complying with applicable laws and regulations at all levels. It promises to value and respect Nepali culture and ethos. Trusteeship As professional managers, the organization is conscious that Surya Nepal has been given to it in “trust” by all our stakeholders. It is committed to actualize stakeholder value and interest on a long-term sustainable basis. Highest standard of Corporate Governance – Absolute Integrity. Excellence It does what is right, does it well and wins. It goes the extra mile and seeks superiority in all that it undertakes. Customer Focus Surya Nepal is always customer-focused and always strives to surpass customer expectations in terms of value, product quality and satisfaction. Respect for People Surya Nepal is result-focused, setting high performance standards for itself as individuals and teams. It always respects and values people and upholds human dignity. The company acknowledges that every individual brings a different perspective and capability to the team and that a strong team is driven by the variety of perspectives within it. Innovation It constantly pursues newer and better processes, products, services and management practices.
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Company’s HR philosophy Preamble The Surya Nepal philosophy affirms the company’s belief that people are its major asset, and that together they will sustain Surya Nepal as an institution with vitality and perpetuity. Self-managing Resource It believes that each human being is a fundamentally different and unique resource, in that he/she is simultaneously a source, a resource, and the end of all economic and social activity. He/she is the means as well as the purpose. He/she is capable, willing and, in the normal course of evolution, developing. Potential Surya Nepal believes in the inherent potential of people. There are different kinds and degrees of potential, which can be developed and utilized in the context of task challenges, responsibility and commitment. Limitations Surya Nepal believes that any apparent limitations in people are the result of a variety of circumstances and factors, and can be overcome with support, awareness and correction, following which, the potential has a chance to flower again. Quality of Work Life It believes that Surya Nepal as a business institution can provide a high quality of work life for all its members through opportunities for a meaningful career, job satisfaction and professional development. Through this, Surya Nepal members will contribute to quality of life in their interface with society. Meritocracy Surya Nepal believes that people accept meritocracy as a just and equitable system, and contribute best under conditions of open opportunities and challenges and differential rewards commensurate with performance. Membership Surya Nepal believes that people can blend harmoniously the components in their membership of Surya Nepal, namely leadership, fellowship and peer ship. Actualization
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Surya Nepal believes that the design, implementation and update of human resource management systems, enhancement of skills, and creation of an enabling climate will facilitate the self-actualization of itself as individuals and of Surya Nepal as a valued business institution.
Design of HR System Components Identification of the managerial position The managerial position we have selected for the design of the HR system components is that of the Brand Manager at Surya Nepal Pvt. Ltd.
Job Analysis Job analysis is a systematic way to gather and analyze information about the content and the human requirements of jobs, and the context in which jobs are performed. Information that can be helpful in making the distinction includes the following: • • • • • • • •
Work activities and behaviors Interactions with others Performance standards Financial and budgeting impact Machines and equipment used Working conditions Supervision given and received Knowledge, skills and abilities needed
Today’s organizations are changing and jobs must fit so many different situations, managers and employees alike are finding that designing and analyzing jobs requires greater attention than in the past. The process of analyzing jobs in organizations requires planning of several factors. Some of the considerations are how it is to be done, who provides data, and who conducts and uses the data so that the job descriptions and job specifications can be prepared and reviewed. The most fundamental use of job analysis is to provide the information necessary to develop job descriptions and specifications. Part One: Job Identity 1. Position Title
Manager, Brand
2. Position Identity
Career Band: Manager; Level: Four (M4)
3. Work Unit
Marketing
4. Reports to
Manager, Marketing
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5. Supervises 6. Work relationships
7. Job purpose
Brand officer -1 1. a. b. c.
Functional line managers Managers, brand Managers, material Manager, Trade marketing and development d. Regional sales, managers e. Accountant, management f. Commercial, managers g. Corporate affairs relationship, manager 1. Maximize the brand potential through developing and communicating brand strategies and plans covering all elements of the marketing mix, within the overall decided portfolio strategy. 2. Ensure that the brand remains contemporary and attractive to the consumers and profitable to the organization in the long run.
Part Two: Job Contents 8. Performance Areas and Standards Responsibilities and Duties Performance Standards A. Ensure sustainability of Brand 1. Keep the brand attractive, contemporary and modern. 2. Plan and execute overall marketing mix for the brand. 3. Implementation of day to day brand activities e.g. vendor management, logistics etc. B. Portfolio Management 1. Measurement of brand profitability 2. Portfolio gap analysis 3. Portfolio extension plan C. Develop and implement cycle plan 1. Distribute promotion material 2. Planning of media reach 10 | P a g e
There is a profitable value associated with brand and the value has increasing trend and presence.
There is no gap in portfolio and every portfolio is profitable.
Inputs (POS and Signage) have geographical circle wise reach.
Time
D. Monitor, Guide and identify the area for General Consumer Survey (GCS). 1. Communicate the GCS to RSMS, Brand Officers and input the brands accordingly. E. Brand development 1. Research and development 2. Campaign route finalization 3. Packaging development
Detail report from Market Research Agency and presentation to Top level Management
Develop the brand as per the indication by GCS and Portfolio analysis. New brand development as per the portfolio analysis and research findings. Create new pack for the new brands and implement the research for commercialisation.
F. New Campaign plan, development and execution 1. Research 2. Plan and execute advertisement strategies 3. New campaign development 4. Manage promotional events.
New campaign development as per the research indication which is agreed with marketing manager during performance appraisal, quarterly review and monthly meeting. Completion of the same is recorded as performance indicator during at year end evaluation – Time frame indicated.
Manage and conduct agreed promotional events which are useful to enhance the brand imagery as per the agreed format and timeline. G. Vendor Development
9. Authority 1. Sanction for purchase, materials and other operational activities up to Rs. 50000 at a time from the approved budget. 2. Approve pay leaves of subordinate for a maximum period of a week. 3. Approve travelling schedule and travelling cost of the subordinate. 4. Approve the advertisement materials received from the vendors. 5. Approve trainings of the subordinate. 10. 11 | P a g e
Key Result Areas and Performance Indicators
Key Result Areas Profitability of brand Brand imagery Market Presence
Generic Performance Indicators Contribution Brand value, brand attractiveness, youthfulness Visibility (measured by AC Nelson)
11. Minimum Educational Attainment Master’s of Business Administration or Master’s in Management, marketing specialization preferred. 12. Minimum professional experience At least two years of experience in sales and two years of experience in brand management (both requirements within organization) 13. Required Competencies 1. English language proficiency (both in written and spoken) 2. Ability to use computer especially office packages (word, excel, power point) 3. Ability to analyse things, issues (high analytical skills) 4. High logical skills 14. Critical Attributes Leadership, interpersonal skills, team spirit, supportive behaviour, fairness, encouraging, creativity
Job Description A job description indicates the tasks, duties, and responsibilities of a job. It identifies what is done, why it is done, where it is done, and briefly, how it is done. Performance standards should be clear from a job description, telling what the job accomplishes and how performance is measured in key areas of the job description.
Job Specifications Job specifications list the knowledge, skills, and abilities an individual needs to perform a job satisfactorily. Knowledge, skills, and abilities (KSAs) include education, experience, work skill requirements, personal abilities, and mental and physical requirements.
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Job Description JOB TITLE: INCUMBENT: WORK UNIT: SUPERVISOR’S TITLE:
JOB CODE: LEVEL: LOCATION: EXEMPT/NONEXEMPT:
General Summary The position holder is responsible for maximizing the brand potential through developing and communicating brand strategies and developing plans covering all elements of the marketing mix, within the overall decided portfolio strategy. The position holder is also responsible for ensuring that the brand is young and attractive to the consumers and profitable to the organization in the long run. Essential Duties and Responsibilities
1. Brand • • • 2. Brand • • • 3.
4.
5. 6.
7.
Development Conduct research and development projects. Finalize campaign routes. Develop new packages for products. Sustainability Keep the brand attractive, contemporary and modern. Plan and execute overall marketing mix for the brand. Implement day to day brand activities e.g. vendor management, logistics etc. Portfolio Management • Measure brand profitability. • Analyse portfolio gap. • Extend portfolio plan. Development and implementation of cycle plan • Distribute promotion material • Plan for media reach General Consumer Survey(GCS) • Communicate the GCS to RSMS, Brand Officers and place the brands accordingly. New campaign planning, development and execution • Conduct research • Plan and execute advertisement strategies. • Develop new campaign. • Manage promotional events. Vendor Development
Required Knowledge, Skills and Abilities
1. 2. 3. 4. 5.
Ability Ability Ability Ability Ability
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to to to to to
formulate plans and policies for brand management. lead team. speak and write in English. plan and prioritize work. use spreadsheets, presentation graphics, word processing, and
database computer software. 6. Skills in making presentations to groups and in explaining brand strategies, policies to sub-ordinates and supervisors. 7. Skills in innovation and creativity. Education and Experience The position requires the equivalent of Master’s of Business Administration or Master’s in Management with specialization in marketing. The position also requires at least two years of experience in sales and two years of experience in brand management. Critical Attributes Leadership, interpersonal skills, team spirit, supportive behavior, fairness, encouraging, creativity. Physical Requirements
Rarely
Occasion ally
Frequentl y
Regularly
Seeing: Must be able to √ reports and use computer. Hearing: Must be able to √ hear well enough to communicate with coworkers. Standing/Walking √ Climbing/Stooping/Kneeling √ Lifting/Pulling/Pushing √ Fingering/Grasping/Feeling: √ Must be able to write, type and use computers, phone systems etc. Working Conditions: Normal working conditions with the absence of disagreeable elements.
The specification has been prepared after the in-depth analysis of the job. We have used following tools for the purpose: 1. Interview with the incumbent The team also conducted an interview with the incumbent concerning his job, responsibilities, authority etc. The questions asked to him were his opinions on the major competency requirements for his position, his major activities and responsibilities, accountability and authority etc. 2. Observation of the incumbent As one of the team members, Mr. Govinda Gyawali is an employee at Surya Nepal and has to work in close relation with the incumbent; he had the opportunity to observed the incumbent in his work-place. It helped us identify his major responsibilities, complexity, competency requirements among others that helped us develop a job specification and job description for the post on our own.
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3.
Study of the job specification for the position. Surya Nepal Pvt. Ltd. is very much of a today’s organization with a proper care on the Human Resource Management aspects of today’s competitive world. It has job specifications for all its position which are properly documented. Beside these documents there are employees’ guidelines, policies related document which was also studied.
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Recruitment Procedure Recruitment plan The post that the case is based on is that of a Brand Manager, who has the overall responsibilities of plan the development of brand, execution of plan and formulate strategies for the brand. This requires a lot of critical thinking, domain knowledge and idea of best practices of Brand Management. Surya Nepal has policy to promote its internal staffs to this position or they can hire it from outside. Surya Nepal is a Multinational Company and it invites a lot of application when it announces vacancies. In some cases the position of Brand Manager is given to internal staffs (Nepal and India) while in others outsiders are encouraged. The main objective of the recruitment is to create a pool of highly competent and experienced individuals so the company is able to place the best person in the job. There are various sources to generate this pool. The company requires highly experienced person but as there is a single vacant position it does not need a huge pool of candidates. At the same time it does not want to be unable to grab the attention of the best people available. There are following options available from which it can generate its pool. The list is given below. The frequency of advertisement is in line with the requirement to complete the selection process within the month. Application blank will be received only for fifteen days after the vacancy announcement is made public. Source Brief analysis Newspapers The newspapers (Kantipur, Kathmandu Post, generate a large The Himalayan Times) number of pools and most of which might not be eligible in the first place. Magazine Job advertisement will (Boss, Business Age) be given in professional and business magazine like boss and businessage. Recruitment Agencies There are very few (e.g. People to People) competent and professional recruitment agencies in the country. Despite this they can generate some highly competent applicant. Websites The prospective candidates are frequently visiting websites in search of 16 | P a g e
Decision Frequency: (Wednesday on Himalayan Times)
Once The
Frequency: Once (Primary focus)
A single agency will sought. (Primary focus)
be
A web advertisement will be published at www.thehimalayantimes.co m.
information among The advertisement will which few are common appear on the home-page and popular. of the site for a week. Online databank
May websites are www.jobsnepal.com providing online databank on the jobs, professionals and prospective candidates.
The yield ratio is relatively larger; this has been due to HR policy of not missing any best available options in the market. For the internal pool generation there will be two mechanisms, HRIS of the company will be used for the evaluation of the eligible candidate or the references of the senior executives will be taken into consideration. The company will itself select the candidate based on their performance reports. These candidates will join the external candidates from the MBTI test phase and they will have to compete for the position like any other external applicant. The other interested internal staffs will also be allowed (given they meet the criteria) to submit the Application blank. For this purpose the vacancy information will be published in the intranet system and in the notice-boards. Evaluation of the recruitment efforts The major criteria for the evaluation of recruitment efforts was the lead generated by the advertisement, the total expenditure made, the number of disqualified candidates, time spent for the recruitment activities.
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Job Advertisement
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Weighted Application Blank Name Family name
Date of Birth
YYYY-MMDD
First name
Middle name
Citizenship
Address (Permanent)
Maiden name
Address (Present)
Telephone
Mobile
Email Marital Status Academic Qualification University equivalent
Marrie d
or
Single
Degree Earned
Number years
of
Specialization if any
Professional Courses/ trainings/seminars Courses/trainings/seminars
Institution with complete address
Highlights of courses/trainings/seminars
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Year
Duration
Course
Institution with complete address
Year
Duration
Highlights of courses/trainings/seminars
(If you need more space, attach additional pages in the same format) Job Experiences Organization
Position held
Date of Join
Date of Leaving
Duties and Responsibilities
Organization
No of promotions
Type of Business Name of Supervisor No. of employees supervised by you No. of employees supervised by you
Position held
Date Join
Duties and Responsibilities
of
Date of Leaving
No of promotions
Type of Business Name of Supervisor No. of employees supervised by you No. of employees supervised by you
References (List three persons, not related to you, but who are familiar with your character and qualification) Name
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Contact
Organization
Position
Personal/Professional
Information
relationship applicant
with
I certify that the statements made by me are true, complete and correct to the best of my knowledge and belief. I understand that any false statements or any required information that is withheld from this may provide grounds for the withdrawal of any offer of appointment or dismissal if an appointment has been accepted.
Date:
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Signature:
Weightage Criteria for Application Blank Criteria Age Citizenship Marital status Academic Qualification Trainings Experiences References
Weight (Percentage) 5 2.5 2.5 30 15 35 10
Age Range 25 to 30 31-35 36-40 41-45
Weight (Percentage) 60 95 80 60
Citizenship Citizenship Nepalese Indian, Bangladeshi Others
Weight (Percentage) 95 80 50
Marital Status Status Married Single (Others)
Weight (Percentage) 95 80
Academic Degree MBA (Marketing, Brand Management) MBA (Others) Masters (Marketing Specialization) Masters (Others)
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Weight (Percentage) 98 90 80 60
Trainings Status Brand Management Strategic Management Marketing research Others
Weight (Percentage) 40 25 25 10
Experiences (Experience is weighted only for tenure in FMCG Company) Status FMCG (MNC, more than 5 years) FMCG(MNC,3 years to 5 years) FMCG (more than 5 years) FMCG(MNC)
Weight (Percentage) 95% 80% 80% 70%
References Position CEO, VP, HOD Supervisor Sub-ordinates Co-workers Professionals
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Weight (Percentage) 90 80 85 60 65
Selection Procedure The company will follow a hybrid selection procedure to fill the position instead of multiple hurdle and compensatory techniques. The yield ratio pyramid (discussed in the recruitment plan) shows that there are five steps that will screen the applicants before selecting the person for the position. The selection process shall complete in a span of a month. Except for the MBTI and Work Sample Test/Management Assessment Center other tests will screen out the candidates at every level. The schedule of the individual processes is given in the following table. Recruitment process 1st day WAB Evaluation 15th day after the first advertisement First Phase Interview 20th day MBTI 23rd day WST/MAC 25th day Final Interview 27th day Job offer 29th day Total Time 29 days The WAB Evaluation will screen out fifty percent of the applicant who will be subjected to the first phase interview. The structured interview will be taken by the panel. First phase interview panel 1. Marketing Manager 2. Sales Manager MBTI Work sample test/Management Assessment Center This will involve case based test. The candidates will be given two cases one will involve development of marketing and branding plan of a new product. The other will involve development of plans of a product that is not performing well. The market related information and other information will be provided. The candidates will be required to make the presentation of their plans before the Marketing Manager, Sales Manager along with other executives. Second phase interview panel 1. Managing Director, Surya Nepal 2. Human Resource Manager (Nepal) 3. ITC Representative
Predict ors Requirements Brand/Marketing Knowledge Budgeting skills
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Paper and Pencil
WAB
Work Sample Test
MBTI
Interview
Leadership Command over Language Experience Leadership Interpersonal Skills Personality Factors Emotional Intelligence
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Appraisal Package Performance appraisal is the formal, structured system of measuring and evaluating an employee’s job related behaviors and outcomes to discover how and why the employee is presently performing on the job and how the employee can perform more effectively in the future so that the employee as well as the organization can mutually benefit. The main purpose of the appraisal process is to provide the picture of an employee’s job’s relevant strengths and weaknesses. With the performance appraisal tool, the training and development requirement of the employee is assessed. On the other hand the appraisal also presents the areas and behaviors of employee that needs to be reinforced. The appraisal process shall generate adequate feedback and guidance from the immediate superior to an employee working under him. It will be used to decide upon a pay raise and to provide inputs to the system of rewards (salary adjustments, transfers, promotions). The appraisal format has been designed to improve communication by providing a format for dialogue between the superior and the subordinate, and improves understanding of personal goals and concerns. The performance appraisal form is in the Graphic Rating Scale format which defines the goals and work. The form has been designed to develop the manager’s capabilities and evaluate and reward the manager’s effort. While developing the form we have tried to minimize the halo effect, make the rating standards clear and avoid the central tendency. For this purpose the rater shall be given training and information on how and why to do the appraisal and the points he/she should consider during the appraisal process. S/he shall be encouraged to be fair, highly communicative and consistent. Planning Before the appraisal process • Identify and communicate the KRA (Key Result Area) • Set performance goals • Get the facts • Schedule each appraisal interview in advance During the appraisal process • Encourage two-way communication • Discuss and agree on performance goals for future • Record notes of the interview 27 | P a g e
After the appraisal process • Prepare the formal record of the interview • Monitor Performance
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Performance appraisal form Appraisee Title Date Of Appointment Time In Present Job Present Age Rating Period: Reason for appraisal (check one)
Function Appraiser Job Title
From: Regular interval ___ Counseling only ___
To: Introductory ___ Discharge___
Utilizing the following definition, rate the performance on as I, M, or E. I - Performance is below job requirements and improvement is needed. M - Performance meets job requirements and is meeting standards. E Performance exceeds job requirements a majority of the time and is exceeding standards. Performance Review Achievement against agreed objectives Key Result Area (Task and personal objectives) Sales
Portfolio Management
Performance Achievement Actual Sales Brand
Target
Portfolios Areas
Score
Target
Score
Implementation of brand cycle plan
Areas Number of target market
Target
Score
Market presence
Areas Number of POS Number of Signage
Target
Score
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Management Skills People Leadership Resource Management Business Development Communication Influencing Creative Thinking Rational Decision Making Career Commitment
Technical Skills Product Knowledge Brand Knowledge Computer Skills Planning
Overall Summary (to be completed by appraiser)
Signed Date………………………………… Appraisee comments following the review
………………………………….
Signed Date………………………………… Comments by appraiser’s manager
………………………………….
Signed Date…………………………………
………………………………….
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The incumbent Brand manager will be appraised on a quarterly basis following a final appraisal at the end of each fiscal year. These performance appraisal systems will be used for various HR objectives including pay and remuneration, training and development and promotion and career planning. Apart from many performance appraisal methods, we will use the Graphical Rating Scale and will use MBO and Narrative forms. Surya Nepal has a brand manager for a particular business unit. Hence other appraisal methods such as alternative rating methods and forced distribution methods will not be appropriate. Surya Nepal uses a log for its various activities, in this case the marketing manager reviews daily activities of the brand manager, hence critical incident methods also can be recommended. Surya Nepal could also use BARS as a performance appraisal system. However we feel that Surya Nepal practice a MBO approach as the position (Brand Manager) has a strategic role as well. Goals for a brand manager can be set with this method so that evaluation of results will be more objective. The BARS suggested can have critical incidents and targets for specific KRAs. The narrative report from the supervisor will further strengthen the appraisal making it more robust and devoid of short comings.
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Compensation Package Training and Development Package Training and development is the process with which an organization tries to improve current or future employee performance by increasing an employee’s ability perform through learning, usually by changing the employee’s attitude or increasing his or her skills and knowledge. Surya Nepal focuses on the results and the focus of a brand manager should be in line with the focus of the company. A brand manager should be very analytical, good communicators and possess entrepreneurial tendencies. Brand manager of a company as large as Surya Nepal should have a strong foundation on the core aspects of marketing. He should have in-depth knowledge on advertising, research, consumer behavior and strategy while the knowledge of finance and accounting is an added benefit. The role of training is to improve the organization’s effectiveness by: • Providing employees with necessary KSAs (Knowledge, skills, attitudes, abilities) • Providing personal enrichment • Increase competitive advantage • Respond to specific organizational needs • Increase organizational strategic capability • Improve quality Threshold/Orientation training
During the threshold training the brand manager will be provided trainings on
• • • Informal/ Socialization training
Induction program
Working practices, procedures and precautions. Rules and regulations Services, benefits, leave policies and employee issues.
This will be a socializing process where in the newly hired brand manager will be introduced to his colleagues (boss, peers and sub-ordinates). It will ease him at his work place and have effective communication. The manager will also be introduced to different departments: Corporate, Finance, Factory, local suppliers, printers and agency. The agency will explain about the brands, their history, rational behind the brand, Brand Identity prism, Brand world and periodic development in brand. Factory induction
The Brand manager will have 5 days induction program at factory where he will have detail 32 | P a g e
knowledge of manufacturing system of cigarettes. The induction includes, Tobacco leaf, leaf farming, harvesting, properties, curing techniques Primary Manufacturing division
The Brand Manager will be introduced to blending of the tobacco, casing, cutting, flavoring, moisture content, blending , blend briefs etc. Secondary Manufacturing division Continuing training
The main purpose of the continuing training is to develop the new competency and skills for the brand manager. These trainings can be given in following subjects
• • • • • Cross training
The brand manager has to work with other line managers from various departments like Human Resource, Finance, Marketing etc. so it is very important for him to understand the work that his peers carry out. It will help him understand others job and use the skills acquired in his own job. Cross training will be given in-house and following types of training will be given
• • • •
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Customer relationship management Best marketing practices and branding strategies Agency management and handling Leadership and communication Trainings on various software systems
Role playing Lecture Conference Case studies
Conclusion and Recommendations References
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Annex
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