Pepsi Cola Human Resource Management Project

HUMAN RESOURCES MANAGEMENT

2



COMSATS Institu Inst itute te of Informat Info rmation ion & Technology M.A Jinnah Campus, Lahore.

Acknowledgment

2



COMSATS Institu Inst itute te of Informat Info rmation ion & Technology M.A Jinnah Campus, Lahore.

Acknowledgment

2


First of all we tank Alla Almigt! te most "eneficent and mercif#l wo ga$e #s strengt% &atience and ins&iration needed to com&lete tis task% wic is essential re'#irement for te com&letion of o#r &ro(ect) *e wo#ld like to acknowledge%

MAM FUKAIHA KAKAKHAIL +t was onl! d#e to is g#idance% we ad te o&&o o&&ort rt#n #nit it! ! to gain gain te te late latest st and and,o ,on n kno knowled wledge ge cond#cting ON

NAUBAHAR BOTTLING COMPANY *e are are also also $er! $er! tan tankf kf#l #l to all all o#r o#r fell fellow ows s wo wo G#ide #s in all Te manners we re'#ired)

E-ec#ti$e s#mmar!

2


.e&siCo% +nc)% incor&orated in /0/0% man#fact#res% man#fact#res% markets and sells soft drinks and concentrates% and snack foods) .e&siCo and its di$isions and s#"sidiaries o&erate in tree "#siness segments1 *orldwide Snacks% *orldwide e$erages and 3#aker Foods Nort America 43FNA5) Te Com&an!6s snack food "#siness " #siness is com&rised of two "#siness #nits1 Frito,7a! Nort America 4F7NA5 and Frito,7a! +nternational 4F7+5) Te Com&an!6s "e$erage "#siness is com&rised of tree "#siness #nits1 .e&si,Cola Nort America 4.CNA5% Gatorade8Tro&icana Gatorade8Tro&icana Nort America 4GTNA5 and .e&siCo e$erages +nternational 4.+5) On A#g#st 2% 299/% te Com&an! com&leted a merger transaction wit Te 3#aker Oats Com&an! 43#aker5 were"! 3#aker "ecame a woll! owned s#"sidiar! of .e&siCo)

2


:E:+CAT+ON O#r Honora"le Teacers ; 7o$ing .arents *ose% 7o$e% Affection% Moti$ation% .atience% S#&&ort ; S&irit#al +ns&iration Gi$e #s Enco#ragement% To all tose .eo&le wo a$e a$e '#enced for
2


Forgotten))))

Ta"le of Content •

Mission statement

•

=ision

•

.e&si introd#ction and f#t#re &lanning

•

.e&si slogan and logo

•

Organi>ational str#ct#re

•

:eli$er! s!stem

•



:irect deli$er!



+n direct deli$er!

:e&artments 

O&erating de&artment



.rod#ction de&artment



H#man reso#rce de&artment

•

Str#ct#re of #man reso#rce de&artment

•

Ma(or f#nctions 

.lanning and forecasting 



.lanning 

H#man reso#rce &lanning



H#man reso#rce &lanning &rocess

Forecasting 

E-ternal s#&&l!

2


•

+nternal s#&&l!



Forecasting #man reso#rce demand

?o" descri&tion 

•



?o" descri&tion &rocess 

?o" identification



?o" s#mmar!



Res&onsi"ilities and d#ties



Standard of &erformance



*orking condition



A#torit! and inc#m"ent

?o" s&ecification 

S&ecification for trained &ersonnel



S&ecification for #ntrained &ersonnel



S&ecification "ased on (#dgment



S&ecification "ased on statistical anal!sis

•

Recr#itment and selection &rocess

•

Recr#itment in Na#"aar "ottling com&an!  

•

Ma(or so#rces T!&es



Candidates



Newl! ired

Training and de$elo&ment 

asic model



GA.



Str#ct#re need

2

HUMAN RESOURCES MANAGEMENT •

A&&lication &rocess

•

Model of res#lt oriented needs assessment

•

Com&ensation management 

Com&ensation



Reward s!stem



Salar!



.ro"ation &eriod



Rent



Medical care



Social sec#rit! card

 •

Canges witin te organi>ation   

•

•

Trans&ortation

.romotion Transfer :emotion

Se&aration 

7a! off



Retirement



Resignation

7ea$e s!stem 

Cas#al lea$e



Medical lea$e



Ann#al lea$e

•

*eakness in #man reso#rces de&artment

•

O"ser$ations and s#ggestions

2


Recommendations

•

Glossar!

MISSION STATEMENT

@Te mission is to &rod#ce .e&siCo '#alit! "e$erages% maintain market leadersi& "! growing o#r sales $ol#mes% strengten o#r market sare% deli$ering RO+ to all of its stakeolders and f#lfill its res&onsi"ilities in te comm#nit!)

2


VISION STATEMENT

2


@Te =ision of te com&an! is to contin#e to "#ild a strong com&an! wic is te n#m"er one "e$erage com&an! in .akistan and &ro$ides $al#e to all of its stakeolders)

.E.S+ +N .A<+STAN

.e&si cola is also $er! &o&#lar in .akistan tatBs w! its market sare is a"o#t 09 in te soft,drink market) .e&si Cola +nternational% a remarka"le name in te cola ind#str! is doing its "#siness in .akistan tro#g francising) .C+ as de$elo&ed following "ottlers in .akistan till now) Na#"aar ottling Com&an! is te largest man#fact#rer and distri"#tor of .e&si Cola soft drinks in .akistan) 2


These franchises are lca!e" in PAKISTAN  Karachi  Lahore  Multan  Faisalabad  Gujranwala  Peshawar  Islamabad  Sukkher  Hyderabad

Na#"aar "ottling com&an! 4NC5 .$t) 7td) G#(ranwala

Na#"aar ottling Co) 4.$t)5 7td) 4NC5 is one of te nine 4905 francises of @.e&si Cola +nternational in .akistan) Na#"aar ottling Co) 4.$t)5 7td) 4NC5 first was in$ol$ed in te "#siness of man#fact#ring and marketing of Coca,Cola) 7ater on it started 2


man#fact#ring and marketing "#siness wit .e&si Cola in Ma! 2D% /0/) Te Area allotted to it% was G#(ranwala Francise) Te francise area consists of te following nine districts)

 G#(ranwala  G#(rat  Hafi>a"ad  Mandi"ga#d  ?el#m  Sialkot  Narowal  Seik#&#ra  Cakwal

Te com&an! o&erates tro#g a well,esta"lised network of a n#m"er of distri"#tors) Te com&an! as two t!&es of deli$er! s!stems i)e)



#irec! "eli$er% s%s!e&



In"irec! "eli$er% s%s!e&

Te "asic difference "etween te direct and te indirect deli$er! s!stem is tat in a direct distri"#tion s!stem% te com&an! s&ends its own reso#rces wile in an indirect distri"#tion te dealer s&ends is own reso#rces on all te factors wic increases te sales $ol#me1

DIRECT D DELIVERY S SYSTEM

2


Man'fac!'rer

Re!ailers

C's!&ers

INDIRECT D DELIVERY S SYSTEM

Man'fac!'rers

"is!ri('!r

Re!ailers

C's!&ers

Most im&ortantl!% tis direct deli$er! s!stem is &resent onl! in G#(ranwala francise in .akistan) Te com&an! also as its de&ots 4remote de&ots5 in different cities) +t el&s a lot in increasing its sale and directing te distri"#tion s!stem) Te! are in 

Sial)!



G'*ra!



Shah"ara



+ehl'&



Shei)h','ra



Nar-al

H+STOR AN: FUTURE .7AN

THE SUMMER OF ./0/1 AS USUAL1 2AS HOT AN# HUMI# IN NE2 BERN1 NORTH CAROLINA3 SO A YOUNG PHARMACIST NAME# CALEB BRA#HAM BEGAN E4PERIMENTING 2ITH COMBINATIONS OF SPICES1 +UICES1 AN# SYRUPS TRYING TO CREATE A REFRESHING NE2

2


#RINK TO SERVE HIS CUSTOMERS3 HE SUCCEE#E# BEYON# ALL E4PECTATIONSBECAUSE HE INVENTE# THE BEVERAGE KNO2N AROUN# THE 2ORL# AS PEPSI5COLA3 Cale" radam knew tat to kee& &eo&le ret#rning to is &armac!% e wo#ld a$e to t#rn it into a gatering &lace) He did so "! concocting is own s&ecial "e$erage% a soft drink) His creation% a #ni'#e mi-t#re of kola n#t e-tract% $anilla and rare oils% "ecame so &o&#lar is c#stomers named it 6Bra"7s #rin)36 Cale" decided to rename it 6Pe,si5Cla16 and ad$ertised is new soft drink) .eo&le res&onded% and sales of .e&si,Cola started to grow% con$incing im tat e so#ld form a com&an! to market te new "e$erage

In .0891 e la#nced te .e&si,Cola Com&an! in te "ack room of is &armac!% and a&&lied to te U)S) .atent Office for a trademark) At first% e mi-ed te s!r#& imself and sold it e-cl#si$el! tro#g soda fo#ntain) He mi-ed te s!r#& imself and sold it e-cl#si$el! tro#g soda fo#ntains) #t soon Cale" recogni>ed tat a greater o&&ort#nit! e-isted to "ottle .e&si so tat &eo&le co#ld drink it an!were)

.08:1 .e&si,Cola was officiall! registered wit te U)S) .atent Office) Tat !ear% Cale" sold D%0I gallons of s!r#&% #sing te teme line E-ilarating% +n$igorating% Aids :igestion) He also "egan awarding francises to "ottle .e&si to inde&endent in$estors% wose n#m"er grew from (#st two in /09J% in te cities of Carlotte and :#ram% Nort Carolina% to /J te following !ear% and K9 "! /09D) ! te end of /0/9% tere were .e&si,Cola francises in 2K states) .e&si,Cola6s first "ottling line res#lted from some less,tan, so&isticated engineering in te "ack room of Cale"6s &armac!) #ilding a strong francise s!stem was one of Cale"6s greatest 2


acie$ements) 7ocal .e&si,Cola "ottlers% entre&rene#rial in s&irit and dedicated to te &rod#ct6s s#ccess% &ro$ided a st#rd! fo#ndation) Te! were te cornerstone of te .e&si,Cola enter&rise) ! /09D% te new com&an! was selling more tan /99%999 gallons of s!r#& &er !ear) /0 Cale" radamBs% a New ern% Nort Carolina% &armacist% renames rad6s :rink% a car"onated soft drink e created to ser$e is dr#gstore6s fo#ntain c#stomers) Te new name% .e&si, Cola% is deri$ed from two of te &rinci&al ingredients% &e&sin and kola n#ts) +t is first #sed on A#g#st 2)

.08: +n kee&ing wit its origin as a &armacist6s concoction% radam6s ad$ertising &raises is drink as E-ilarating% in$igorating% aids digestion) .08; A new logo a&&ears% te first cange from te original created in /0 .098 .e&si a&&eals to cons#mers wit% :rink .e&si,Cola) +t will satisf! !o#) .0:/ Te trademark is registered in te So$iet Union) .0<. +n s#&&ort of America6s war effort% .e&si canges te color of its "ottle crowns to red% wite and "l#e) A .e&si canteen in Times S'#are% New ork% o&erates tro#go#t te war% ena"ling more tan a million families to record messages for armed ser$ices &ersonnel o$erseas) .0;8 More o#nce to te O#nce "ecomes .e&si6s new teme as canging soft drink economics force .e&si to raise &rices to com&etiti$e le$els) Te logo is again #&dated)

2


.0;: Americans "ecome more weigt conscio#s% and a new strateg! "ased on .e&si6s lower caloric content is im&lemented wit Te 7igt Refresment cam&aign) .0;/ .e&si str#ggles to enance its "rand image) Sometimes referred to as te kitcen cola% as a conse'#ence of its long, time &ositioning as a "argain "rand% .e&si now identifies itself wit !o#ng% fasiona"le cons#mers wit te e Socia"le% Ha$e a .e&si teme) A distincti$e swirl "ottle re&laces .e&si6s earlier straigt,sided "ottle) .0=: +n one of te most significant demogra&ic e$ents in commercial istor!% te &ost,war "a"! "oom emerges as a social and market&lace &enomenon) .e&si recogni>es te cange% and &ositions .e&si as te "rand "elonging to te new generation,Te .e&si Generation) Come ali$eL o#6re in te .e&si Generation makes ad$ertising istor!) +t is te first time a &rod#ct is identified% not so m#c "! its attri"#tes% as "! its cons#mers6 lifest!les and attit#des) .0=< A new &rod#ct% :iet .e&si% is introd#ced into .e&si,Cola ad$ertising) .0>: .e&si Generation ad$ertising contin#es to e$ol$e) ?oin te .e&si .eo&le% Feelin6 Free ca&t#res te mood of a nation in$ol$ed in massi$e social and &olitical cange) +t &ict#res #s te wa! we are,one &eo&le% "#t man! &ersonalities) .0>= Ha$e a .e&si :a! is te .e&si Generation6s #&"eat reflection of an im&ro$ing national mood) .#&&ies% a 9,second sna&sot of an enco#nter "etween a $er! small "o! and some e$en smaller dogs% "ecomes an instant commercial classic) .0/9 *it all te e$idence sowing tat .e&si6s taste is s#&erior% te onl! '#estion remaining is ow to add tat message to .e&si

2


Generation ad$ertising) Te answer .e&si6s got !o#r Taste for 7ifeL a tri#m&ant cele"ration of great times and great taste)

.008 Teen stars Fred Sa$age and
2


Now .e&si is a$aila"le in more tan 299 co#ntries of te world)

.e&si slogan and logo 1902

Brad's Drink

1903

Exhilarating, Invigorating, Aids Digestion

1906

Original Pre !ood Drink

190"

Deli#ios and $ealth%l

191&

!or All hirsts ( Pe)si* +ola

1919

Pe)si* +ola ( It akes -o .#intillate

1920

Drink Pe)si* +ola ( It /ill .atis%- o

192"

Pe)s o )

1929

$ere's $ealth

1932

.)arkling, Deli#ios

1933

It's the Best +ola Drink

193

Do4le .i5e e%reshing and $ealth%l

193"

7oin the .8ing to Pe)si

1939

8i#e as #h %or a :i#kel

193

Bigger Drink, Better aste

19;

It's a
199

/h- ake =ess /hen Pe)si's Best>

19&

he =ight e%reshent

2


e%reshing /ithot !illing 19&"

Be .o#ia4le, $ave a Pe)si

1961

:o8 It's Pe)si %or hose /ho hink ong

1963

+oe Alive o're in the Pe)si
196;

aste that Beats the Others +old, Pe)si Pors It On?

1969

o've
19;3

7oin the Pe)si Peo)le !eelin' !ree

19;6

$ave a Pe)si Da-

19;9

+at#h hat Pe)si .)irit ake the Pe)si +hallenge

19"1

Pe)si's
19"3

Pe)si :o8

19"

he +hoi#e o% a :e8
19";

Aeri#a's +hoi#e

19"9

A
1992

1993

Be ong, $ave !n, Drink Pe)si

199&

:othing Else is a Pe)si

199;

199"

.ae
1999

he 7o- o% +ola

2000

he 7o- o% Pe)si

2


2003

Pe)si? It's the +ola

2010

es -o #an

Organi>ational str#ct#re 2


Mana?in? #irec!r

#irec!r

General Mana?er

Sales Mana?er @Lcal Sales

Sales Mana?er @O'! Sales

Plan! Man?er Mar)e!in?  Ser$ices Mana?er Pr"'c!i n Mana?er

HR Mana?e r

A#dit Manage r

.#rcas .#rcas e e Manage Manage r r

S# Man?ers

QC Manager

M+S Finance Manager

Manage r

Si&&in g Manage r

Assis!an! Mana?er Mar)e!in?  Ser$ices

Store Manag er

P'(lici!% Mana?er

2


MAIN PRO#UCTS OF PEPSI Pepsi

The flagship product and the best tasting beverage there is.

Diet Pepsi

Great taste, with only one calorie.

Pepsi Vanilla

Fresh new Vanilla taste

Diet Pepsi Vanilla

Fresh new Vanilla taste with only one calorie

Pepsi One

Great tasting with only 1 calorie.

Pepsi Twist

Adds a twist of lemon to the great Pepsi taste.

Wild Cherry Pepsi

Adds the flavor of cherry to the great Pep si taste.

Mountain Dew

rystal clear and refreshing.

Code Red

!ountain"s product

Aquafina

#ottled water.

Mirinda

Fruit drin$.

#EPARTMENTS @. OPERATING #EPARTMENTS •

.roc#rement store

•

Raw material &#rcase

•

General &#rcases

•

.#rcase &rocess

•

:omestic and foreign &#rcase

@9 PRO#UCTION #EPARTMENT •

3#alit! control

•

*ater treatment

2


.rocess of em&t! "ottling filling

•

.rocess of wasing "ottles

@: H3R3M #EPARTMENT •

Str#ct#re of H)R)M :e&artment

•

No of em&lo!ees working in H)R)M :e&artment

•

F#nctions of H)R)M :e&artment

•

H#man Reso#rce .lanning and Forecasting

•

H#man Reso#rce &lanning &rocess

•

Recr#itment and selection

•

Em&lo!ees Selection .rocess

•

Recr#itment .rocess in N C

•

Model of res#lt oriented need assessment

•

•

Training in NC Organi>ational management

STRUCTURE OF HR #EPARTMENT

Assis!an! ! H3R Mana?er @H3R

Assis!an! ! H3R Mana?er @H3R

2


H3R Hel,er

N'&(er f e&,l%ee -r)in? in !he H3R3M #e,ar!&en!D Almost tree em&lo!ees working #nder te H#man Reso#rce Manager "#t on te oter and 2J99 em&lo!ees working in .E.S+ 4Na#"aar ottling Com&an!5 also manage te H)R de&artment wit te coordination of te eac de&artment)

Ma*r F'nc!ins H'&an Res'rce Plannin? an" Frecas!in?

.3

HUMAN RESOURCE PLANNINGD

H#man Reso#rce .lanning .arallels te &lans for te "#siness as a wole) HR. foc#ses on '#estions s#c as tese1 i)

*at do te &ro&osed "#siness strategies im&l! wit res&ect to #man reso#rces

ii)

*at kinds of internal and e-ternal constraints will 4or do5 we

2


face iii)

*at

are

&ractices%

te

im&lications

training

and

for

staffing%

de$elo&ment%

and

com&ensations Management

s#ccession i$)

*at can "e done in te sort r#n 4tacticall!5 to &re&are for long term 4strategic5 needs

Alto#g HR. means different tings to different &eo&le% general agreement e-ist on its #ltimate o"(ecti$e,namel! te most effecti$e #se of scarce talent in te interest of te worker and organi>ation) T#s we ma! define HR. "roadl! as an effort to antici&ate f#t#re "#siness and en$ironmental demands on an organi>ation% and to &ro$ide '#alified &eo&le to f#lfill tat "#siness and satisf! tose demands) Tis general $iew s#ggests se$eral s&ecific) +nterrelated acti$ities tat togeter constit#te an HR. S!stem) Te! incl#de1 

A !alen! in$en!r% D

A talent in$entor! to assess c#rrent #man reso#rces 4skills% a"ilities% and &otential5 and to anal!>e ow te! are c#rrentl! "eing #sed)



H'&an Res'rce Frecas!D

2


H#man reso#rce forecast to &redict f#t#re HR re'#irements 4te n#m"er of worker needed% te n#m"er e-&ected to "e a$aila"le "ased on la"or market caracteristics% te skills mire'#ired% internal $ers#s e-ternal la"or s#&&l!5



Ac!in Plans D

Action &lans to enlarge te &ool of &eo&le '#alified to fill te &ro(ected

$acancies

tro#g

s#c

actions

as

recr#itment%

selection% training% &lacement% Transfer% &romotion% de$elo&ment% and com&ensation)



Cn!rl an" e$al'a!inD

Control and e$al#ation to &ro$ide feed"ack on te o$erall effecti$eness

of te

#man

reso#rce

&lanning

s!stem

monitoring te degree of attainment of HR o"(ecti$es)

 H'&an

Res'rce Plannin? Prcess

Iss'es Anal%sis B'siness nee"s E!ernal Fac!rs In!ernal s',,l% 2

"!


Frecas!in? Re'ire&en!s S!affin? le$els S!affin? &i

Ac!in Plans S!affin? a'!hria!ins Recr'i!&en! Pr&!ins an" !ransfers Or?ania!inal chan?es Trainin? an" "e$el,&en! C&,ensa!in an" (enefi!s La(r rela!ins

H'&an Res'rce Frecas!sD Te &#r&ose of #man reso#rce forecasting is to estimate la"or re'#irements at some f#t#re time &eriod) S#c forecasts are two t!&es) 

Te e!ernal an" in!ernal s',,l% of la"or and

2

HUMAN RESOURCES MANAGEMENT 

Te a??re?a!e e!ernal an" in!ernal "e&an" for la"or

o



E4TERNAL AN# INTERNAL SUPPLY

Frecas!in? E!ernal H'&an Res'rce S',,l%

Recr#itment and iring new em&lo!ees are essential acti$ities for $irt#all! all firms% at least o$er te long r#n) *eter te! are d#e to &ro(ected e-&ansion of o&erations or to normal workforce attri"#tion% fora!s into te la"or market are necessar!) Managers in 4.E.S+5 Na#"aar ottling Com&an! &a! es&eciall! close attention to forecasts of HR s#&&l!) 

Frecas!in? In!ernal H'&an Res'rce S',,l%

A reasona"le starting &oint for &ro(ecting a firmBs f#t#re s#&&l! of la"or is its c#rrent s#&&l! of la"or) .era&s te sim&lest t!&e of internal s#&&l! forecast is te s#ccession &lan% a conce&t tat as "een disc#ssed in te &lanning literat#re for o$er 2J !ears) S#ccession &lans ma! "e de$elo&ed for management em&lo!ees% non management em&lo!ees% or "ot) Te &rocess for de$elo&ing s#c a &lan incl#des setting &lanning ori>on% identif!ing re&lacement candidates for eac ke! &osition% assessing c#rrent &erformance and readiness for &romotion% identif!ing career de$elo&ment needs% and integrating te career goals of indi$id#als wit com&an! goals)

+OB #ESCRIPTION

2


?o" descri&tion also &ro$ide on te "asis of te designation) ?o" descri&tion form also &ro$ides in te written form to te eac de&artment according to te designation of te em&lo!ees ten eac de&artment &ro$ides (o" descri&tion to teir em&lo!ees) Here te &a! &rofessional so#ld standardi>e and com&lete te (o" descri&tion tat were fo#nd to "e lacking or missing d#ring te initial a#dit and re$iew) ?o" descri&tion will ser$e as and ancor for te &a! &rofessional )Te! will &ro$ide a com&reensi$e #nderstanding of te organi>ation and will ser$e as te initial "asis for (o" e$al#ation)

A -ri!!en s!a!e&en! f -ha! !he -r)er ac!'all% "es hhe r she "es i! an" -ha! !he *(s -r)in? cn"i!ins are Sec!in f a !%,ical *( "escri,!in

 +(

i"en!ifica!in

 +(

s'&&ar%



Res,nsi(ili!ies an" "'!ies



A'!hri!% f inc'&(en!



S!an"ar"s f ,erfr&ance



2r)in? cn"i!in

2


 +(



+OB I#IENTIFICATION •





s,ecifica!in

?o" title

•

F7SA stat#s section

•

.re&aration date

•

.re&ared "!

+OB SUMMARY •

:escri"e te general nat#re of te (o"

•

7ists te ma(or f#nction or acti$ities

RESPONSIBILITIES AN# #UTIES

A list of te (o"Bs ma(or res&onsi"ilities and d#ties defines limits of (o"older decision making a#torit!% direct s#&er$ision and "#dgetar! limitation) 

STAN#AR# OCCUPTIONAL CLASSIFICATION

Classifies all workers into one of 2 ma(or gro#&s of (o"s wic are s#"di$ided into f#rter 0I minor gro#&s of (o" and detailed occ#&ations) 

STAN#ARE# OF PERFORMANCE AN# 2ORKING CON#ITION

7ists te standard te em&lo!ees e-&ected to acie$e #nder eac of te (o" descri&tionBs main d#ties and res&onsi"ilities)

+( "escri,!in 'se frD  New &osition  For &romotion

2


 Recr#itment  Transfers  .erformance Management  Career .lanning  Staff .lanning  Training and :e$elo&ment

S!e,s in !he +( #escri,!in Prcess :esign te 3#estionnaire

:etermine Metod of

+dentif! te A&&ro&riate

Re$iew and Rewrite

*rite te :raft &rocess or Res#lts

Cond#ct te +nter$iew

2


O"tain A&&ro$al of +nc#m"ent and s#&er$isor

+OB SPECIFICATION

S&ecification for trained &ersonnel S&ecification for #ntrained &ersonnel S&ecification "ased on (#dgment S&ecification "ased on statistical anal!sis



Recr'i!&en! an" Selec!in

A3 Recr'i!&en! as a S!ra!e?ic I&,era!i$eD

Recr#itment is a form of "#siness com&etition) ?#st as cor&orations com&lete to de$elo&% man#fact#re% and market te 2


"est &rod#ct or ser$ice% so te! m#st also com&lete to identif!% attract% and ire te most '#alified &eo&le) Recr#itment is a "#siness and it is "ig "#siness) +t demands serio#s attention from management% for an! "#siness strateg! will falter wito#t te talent to e-ec#te it) Certainl!% te range of recr#itment needs is "road) A small man#fact#rer in a well,&o&#lated r#ral area faces recr#itment callenges tat are far different from tose of a ig tecnolog! firm o&erating in glo"al markets)

B3 The E&,l%ee Recr'i!&en! an" Selec!in PrcessD

+( anal%sis

S&ecification of &eo&le8task Re'#irements of (o"s

H'&an Res'rce

S&ecification of #man reso#rces Re'#irements

Recr'i!&en!

A &ool of '#alified candidates

2


Ini!ial Screenin?

A

smaller

&ool

of

'#alified candidates

Selec!in

New Em&lo!ees

Orien!a!in

Understanding of Com&an! 8 :e&artmental &olicies% &roced#res And "enefits Place&en!

O&timal matc of em&lo!ee talents *it organi>ational needs

Trainin?

Com&etence to &erform

&resent or

2


F#t#re

?o"

re'#irements

Perfr&ance A,,raisal Feed"ack regarding &ast and

.resent

(o"

&erformance

s#&er$isor8

s#"ordinate &lans for te f#t#re

RECRUITMENT PROCE#URE IN

NAUBAHAR BOTTLING COMPANY

 Ma*r

s'rces f ,!en!ial *( can"i"a!es are

 News&a&er Adds  +nternal Searc Ad$ertisement  Em&lo!ees Referrals 4.ermanent Em&lo!ees of NC5

2


 T%,es

f Recr'i!&en!

 .ermanent Recr#itment

4Minim#m

Re'#irement

+ntermediate5  :ail! *ages  Contract

4At least Metric5 4Grad#ation and Master for one

!ear5

 The

can"i"a!es are selec!e" n !he (asis f

 +nter$iew "! HR Manager  +nter$iew "! Factor! Manager  +nter$iew "! Concerned :e&artment Head  Final +nter$iew "! M:8:irector

 Chec)

lis! fr ne-l% hire e&,l%ees

 N))C a&&lication form  A&&lication 4own and written5  Original Res#me  Attested co&ies of academic certificates  Fo#r n#m"er of &otogra&s 4&ass&ort si>e5  Salar! e$idence

2


 Two reference wit com&lete name% address% :esignation and

contact n#m"er  :ri$ing license of te em&lo!ee  +nter$iew e$al#ation form and test res#lt



Trainin? an" #e$el,&en! Trainin? Nee" Assess&en!

A3Basic M"el

+t sows tat in defining training needs we a$e to start "! identif!ing and comå two le$els of &erformance1 te standard 4desired% o&tim#m% f#t#re% &lanned5 &erformance le$el 4.S5 &erformance 4&c5) Te

and te c#rrent 4e-isting real5

difference "etween

tese two

le$els

is

te

&erformance ga&)

B3 #efinin? !he ?a, (e!-een c'rren! an" "esire" ,erfr&ance

Te identification of c#rrent &erformance starts "! fact,finding% wic consists of collecting information indicati$e of &erformance% descri"ing and meas#ring it) For e-am&le% te &lant #tili>ation ma! "e cosen and meas#red as glo"al indicator of &erformance) Te related com&etence

2


&ro"lems of &rod#ction managers ma! "e in areas of &rod#ction sced#ling and control% maintenance management% '#alit! im&ro$ement and &#rcasing) Factors oter tan te &rod#ction managersB com&etence 4calling for non,training sol#tions5 ma! incl#de a sortage of foreign e-cange% te a"sence of an! "on#s s!stems for stim#lating "etter #tili>ation of &lant% and so on)

C3 S!r'c!'re f !he nee"s

+n a&&l!ing te a&&roaces descri"ed a"o$e% it is #sef#l to "e a"le to refer to clear and generall! acce&ta"le wa!s of str#ct#ring te training and de$elo&ment needs) Tis el& to a$oid conf#sion in wat is meant "! needs% and endless de"ates on te differences "etween &erformance and com&etence% and so on) +n &artic#lar% it is #sef#l to differentiate "etween te le$els of organi>ational &erformance% indi$id#al "ea$ior and &erformance% and com&etence% tis consist wit te &ost#late tat training m#st "e &erformance and res#lt oriented)

 Or?ania!inal ,erfr&ance  In"i$i"'al (eha$ir an" ,erfr&ance  C&,e!ence

APPLICATION PROCESS

2


Transfer in Attendance ;

A&&lication

7ea$e Register

Form

A&&lication .rocess Ceck "! time office a$aila"ilit! of lea$es

S#"mitted in Time Office

Fill #& and Signat#re of :e&artment Head

2


M"el f res'l!s rien!e" nee"s assess&en!

S&otting organi>ational &ro"lems

Tracing &ro"lems to teir main ca#ses and areas

Recogni>ing indi$id#al 4gro#&5 &erformance &ro"lem

?o" anal!sis

.erformance a&&raisal

:etermining &erformance

Se&arating Training from non training

2


Training needs and sol#tions

Non,Training needs and sol#tions

COMPENSATION MANAGEMENT Compensation At a "road le$el% and organi>ational reward s!stem incl#des an! ting and em&lo!ee $al#es and desires tat an em&lo!er is a"le and willing to offer in e-cange for em&lo!ee contri"#tion) More s&ecificall!% te reward s!stem incl#des "ot financial and no financial Rewards) Financial rewards incl#de direct &a!ments 4e)g) salar!5 &l#s indirect &a!ments in te form of em&lo!ee "enefits) Com&ensation &rogram also manage in te time office) Salaries are &aid to te dail! wages% contract and &ermanent em&lo!ees according to teir designation) Salaries and &l#s "enefits also &ro$ide to te em&lo!ees) RE2AR# SYSTEM

Financial

Non Financial

/) .ension 4I9 !ears5

/) .etrol P

Maintenance 2) :irect .a!ments 4Salaries5 ) on#s 4Tree asic .a! Ann#all!5

2) .rotection .rogram )

Effecti$e

S#&er$ision

2


K) Accommodation J) Utilities "ills I) =eicles

SALARY Salar! of all te workers &ermanent and tem&orar! 4:ail! *ages5 is &re&ared in time office wit te el& of attendance register) Salar! of &ermanent em&lo!ee is &re&ared at te last of mont and te salar! of dail! wages workers twice a mont) Te increment is made wen a worker com&lete one !ear in ser$ice) Following ded#ctions are made for &re&aration of salar!) Te increment is made wen a worker com&lete one !ear in ser$ice) Following ded#ctions are made for &re&aration of salar!)

Salar

Pre ara!in

#ail% 2a?es

Per&anen!

Basic @"ail% -a?es Rs3 /. Basic

Pa%

==3>

J

?rss ,a% CLA5 . Rs3 <

2

f


H'se Ren! <8J f (asic Pa% CLA5 ii Rs3 9 Cn$ene All-ance Rs3:5 CLA5 iii Rs3 >

O!her All-ances Rs3:5 S,ecial Ecre!a Rs3 > EOBI Rs3 :85 @#e"'c!

A"hc) Relief Rs3 .< EOBI

ESSI

=J

@C&,an%

Total

Rs)

PROBATION PERIOD:

+n te Na#"aar "ottling com&an! te &ro"ation &eriod of new em&lo!ee is tree to si- monts in te &ro"ation &eriod em&lo!ee work ro#tine wise) Tere is no lea$e granted d#ring te &ro"ation &eriod)

2


+n te &ro"ation &eriod em&lo!ee efficienc! and effecti$eness as "een ceck

te

&ermanent

recr#itment

effecti$eness of te em&lo!ee)

de&ends

on

te

efficienc!

and

Te &ro"ation &eriod is necessar! for te

newl! ire em&lo!ee it is te "asis for &ermanent em&lo!ee if te &ro"ation &eriod of te em&lo!ee is satisfactor! te em&lo!ee will "e ire &ermanentl! if te &ro"ation is not satisfactor! le$el ten te em&lo!ee will "e dismiss) :#ring te &ro"ation &eriod te salar! will "e gi$en to te selected candidate te salar! will "e start from te first mont)

RENT OR RESIDENCE FACILITY: Rent or resident facilit! is gi$en "! com&an! to tose em&lo!ees wo are from o#t of station8town8cit!) And teir rent is &aid "! com&an!)

MEDICAL CARE: Te com&an! &ro$ide te facilit! of Scial sec'ri!% car" to te em&lo!ee "ot &ermanent and dail! wages) Tis card is iss#ed "! te Em&lo!ee Social Sec#rit! +nstit#te 4ESS+5) *it tis card an em&lo!ee gets a lot of "enefits wit &a! an!ting) Te social sec#rit! card is allotted to tese candidates wose &a! is #& to Jooo8,) Following doc#ments are re'#ired to acie$e te social sec#rit! card)

Social Sec#rit!

2


A&&lication to te factor! manager +: card of Em&lo!ee :etail of de&ended &ersons Registration Card 4ESS+5 Affida$it of .arents Form Medical Fitness Form +: Cars of :e&endents .ersons

TRANSPORTATIOND Trans&ortation allowance is gi$en to onl! &ermanent em&lo!ees wic is incl#ded in teir salar!) Te amo#nt of con$e!ance allowance $ar! from (o" to (o" de&end on stat#s of (o") Trans&ortation allowance is incl#ded in teir salar! in te name of CON=EANCE A77O*ANCE)

CHANGES 2ITHIN THE ORGANIATION   

.romotion Transfer :emotion

2


.3 Pr&!in .romoted em&lo!ees #s#all! ass#me greater res&onsi"ilit! and a#torit! in ret#rn for iger &a!% "enefits% and &ri$ileges% &s!cologicall!% &romotions el& satisf! em&lo!ees needs for sec#rit!% "elonging% and &ersonal growt) .romotions are im&ortant organi>ational decisions tat so#ld recei$e te same caref#l attention as an! oter em&lo!ment decision) 

Pr&!in in NBC



An em&lo!ee .romoted after tree !ears ser$ices in NC "#t onl! on &ermanent "asis)



On te oter and if en em&lo!ee as intermediate '#alification and d#ring te (o" e com&lete is grad#ation e will "e &romote

93 Transfer Transfer f#nction &erforms in NC) Tere are two t!&es of Transfer 

Transfer wit NOC



Transfer wito#t NOC



Transfer 2i!h NOC

+f an em&lo!ee transfer from de&artment to an! oter de&artment NOC is necessar! for transfer) For e-am&le an em&lo!ee transfer from &rod#ction to si&&ing NOC is necessar! for transfer)

 Transfer

-i!h'! NOC

2


An em&lo!ee can transfer from sale de&artment to sale de&artment wito#t NOC) For e-am&le an em&lo!ee transfer from G#(ranwala to G#(arat in sale de&artment NOC is not necessar!

93 #e&!in

Em&lo!ee demotions #s#all! in$ol$e a c#t in &a!% stat#s% &ri$ilege% or o&&ort#nit!% te! occ#r infre'#entl! since te! tend to "e accom&anied "! &ro"lems of em&lo!ee a&at!% de&ression% and inefficienc! tat can #ndermine te morale of a work gro#&) For tese reasons% man! managers &refer to discarge or to mo$e em&lo!ees laterall! rater tan demote tem)

SEPRATION

/5 7a!offs 25 Retirements4.ENS+ON5 5 Resignations

.3 La%ffs How safe is m! (o" For man! &eo&le tat is te iss#e of te late /009s) +t is "ecoming clear tat cor&orate c#t"acks were not oddit! of te /09s and /009s% "#t rater are likel! to &ersist) +n$ol#ntar! la!offs are ne$er &leasant% and management &olicies m#st consider te im&acts on tose wo lea$e% on tose wo sta!% on te local comm#nit!% and on te company

93 Re!ire&en!s@PENSION 2


For selected em&lo!ees% earl! retirement is &ossi"le alternati$e to "eing laid off) Earl! retirement &rograms take man! forms% "#t t!&icall! te! in$ol$e &artial &a! stretced o$er se$eral !ears% along wit e-tended "enefits) Earl! retirement &rograms are intended to &ro$ide incenti$es to terminate te! are not intended to re&lace reg#lar retirement "enefits) An! losses in &ension res#lting from earl! retirement are #s#all! offset "! attracti$e incenti$e &a!ments) +n NC no earl! retirement is not &ossi"le &ension are &aid after retirement to tose em&lo!ees wo are more tan I9 !ears of age)

:3 Resi?na!ins Resignation% or $ol#ntar! worker t#rno$er% as "een increasing steadil! o$er te &ast /J !ears% &artic#larl! among wite,collar and &rofessional workers) Em&lo!ees wo resign so#ld a$oid "#rning teir "ridges "eind tem% lea$ing anger and resentment +n teir wake instead% te! so#ld lea$e gracef#ll! and res&onsi"l!% stressing te $al#e of teir e-&erience in te com&an!) +n NC earl! resignation is &ossi"le wo will resign from te com&an! e m#st de&ri$e from te "enefits of te com&an!)

LEAVE SYSTEMVACATION CRITERIA DD 7ike oter m#ltinational com&anies Na#"aar ottling Com&an! 4NC5 Allot to

te &ermanent staff different kind of lea$es) *eekl! rest da!

and oter olida!s declared "! te Go$ernment of .akistan aro#nd te !ear en(o! e$er! &ermanent em&lo!ee of NC) E-ce&t all a"o$e lea$es te com&an! allotted te following olida!s to te &ermanent workers)

2




Ca'sal Lea$es *en a &ermanent em&lo!ee com&letes is &ro"ation &eriod of tree mont

4E-tenda"le if re'#ired5 e as awarded ten 4/95 ca#sal lea$es wic one can a$ail in an! ca#se of emergenc! wit f#ll &a!) A worker can not a$ail all te lea$es 4E-&ect S&ecial ca#ses5 at once e can ma-im#m fo#r 4K5 lea$es can a$ail at once .



Me"ical Lea$es Si-teen 4/I5 Medical lea$es are gi$en to te &ermanent em&lo!ee for te

&eriod of one !ear) A .ermanent em&lo!ee can a$ail tese lea$es wit alf &a!) +f te em&lo!ee goes on lea$e for more ten K lea$es ten e wo#ld a$e to &resent te Medical certificate in wic is disease and rest mentioned)



ANNUAL LEAVES When a permanent employee complete his one year in this company, e is eli!ible to

a"ail the #ourteen $%&' annual lea"es #or any "isit purpose with his #amily with #ull pay( Mostly these holidays are allotted to the workers in o## season( I# a worker did not a"ail these lea"e Ten it transfers it into is acco#nt) #t onl! two !ear $acations are recorded and two !ear it did not transfer to te &re$io#s "alance)



Lea$es A?ains! O$er Ti&e

+n Na#"aar ottling Com&an! 4NC5 at officer ; s#&er$ision le$el did not &a! against o$er time) He can cange is o$ertime to a lea$e) E$er! "od! can not do o$er time) Onl! tose &ersons tose wo are &ermitted "! te de&artment ead)

2


T!&es of

Ca#sal

Medical



Ann#al

CRITERIA

O$er time

OF L LEAVE A APPLICATION

*en a &ermanent em&lo!ee wants to a lea$e e gets an a&&lication form from te time office) First of all te time office staff cecked tat is tere a$aila"ilit! of lea$es in is acco#nt% if !es ten te concern &erson marked te a&&lication tat man! lea$es in is acco#nt) After tat te a&&licant fills #& tis a&&lication for and ten signat#re from iss concern ead of te de&artment) After fill #& tis form s#"mitted in te time office and te time office staff transfer it in te attendance and lea$es register according to teir de&artment) 

OVER T TIME A APPLICATION

To a$ail o$er time following &rocess is com&leted "! te a&&licant)  INTIMATION F FORM

2


First of all a intimation form is filled "! te a&&licant and ten e go to is manager for sign tat e is need to de&artment for o$er time) After te signat#re of manager tis for is s#"mitted in te time office) 

OVER

TIME /ALLOWANCE F FORM

Now after s#"mitted te intimation form te a&&licant s#"mit a form in te time office and te time office &erson transfer tis from a&&lication to te o$er time register in wic is against o$er time are recorded)

2EAKNESSES IN HR #EPARTMENT /) .olicies a$e "een de$elo&ed "#t not im&lement) 2) Te em&lo!ees did not &romote soon tatBs w! em&lo!ees lea$e te factor!) ) New em&lo!eeBs salar! is more tan old em&lo!ees) K) 7ose te ke! em&lo!ees "eca#se of te reference) J) One &erson andles all te recr#itment &roced#re of te N))C wic ma! "e "#rden for im) I) HRM de&artment in NC is not working &rofessionall! )Onl! two to tree &ersons are andling all te work) H)R)M f#nctions are more "#t em&lo!ees working in H)R)M :e&artment are less)

OSER=AT+NS AN: SUGGEST+ONS Tere so#ld "e &ro&er &lanning "!1 

Assessing c#rrent #man reso#rce standards ; generating #man

2


reso#rces in$entor!) 

Assessing f#t#re #man reso#rces needs "! organi>ationBs strategies ; f#t#re &rograms)



After assessing c#rrent ca&a"ilities of f#t#re needs a &rogram so#ld "e de$elo&ed to a$e rigt &erson for te rigt (o" ; at rigt time)



At te moment% HR de&artment is itself facing staffing &ro"lem ; it seems to "e non e-istent)



Te selection &rocess tro#g wic candidates &ass is $er! slow ; time cons#ming &ass is $er! slow and time cons#ming) Candidate a$e to sit da! long waiting for management a&&ro$al to start test ; ten) Tere is ser$ice of inter$iews wic a$e no time ta"le) +t is generall! tree fo#r da!s &atience test ; tro#"le some for candidates from oter cities or alread! doing (o"s)



For te medical "ills and small loan em&lo!ees need to get managing directorBs a&&ro$als and ten &ass

tro#g

a long &roced#re) +t

so#ld "e sim&lified) :e&artment eads so#ld "e a#tori>ed to a&&ro$ed loans and medical "ills #& to a certain amo#nt) 

Com&#ter ; (o" related a&tit#de test so#ld also "e made &art of selection tests to a$e "etter (o" &ersonalit! fit)



Formal training is cond#cted "#t tat is d#e to +SO de&artment not wit te &lanning8efforts of HR de&artment)



.erformance a&&raisal as onl! once "#t it was a #seless e-ercise "eca#se its res#lts were not #sed in f#t#re &lanning or canges) .erformance a&&raisal so#ld "e cond#cted1 

To know de$elo&ment ; training needs of em&lo!ees)



To get &erformance feed "ack)

 

Antici&ate direction for f#t#re &erformance To cange8 com&ensation s!stem)

2


Tere

is

not

idea

of

&lanned

career de$elo&ment in

NC)

Career

de$elo&ment can "e in term of (o" rotation% transfer ; &romotion) +t im&ro$es te organi>ation6s a"ilit! to attract of retain talented &eo&le% antici&ating cange ; el&ing em&lo!ees to learn new skills and im&ro$e #tili>ation of a &ersonal a"ilities) Moti$ation is te willingness to e-ert ig le$el of effort to reac organi>ational goals) Te general le$el of moti$ation in NC em&lo!ees is $er! low and te! are dissatisfied wit teir (o"s and &a! scales) Onl! "est em&lo!ee of te mont &rogram is im&lemented igligt em&lo!ees wose work &erformance is e-cellent) Tere wo#ld "e lo""ies or affiliations in te organi>ation) Tese so#ld

2


"e canali>ed in &ositi$e a&&roac e)g) mentoring% comm#nication link instead of so#rce of conflicts) Teams 4f#nctional% self,managed% cross f#nctional% &ro"lem sol$ing5 so#ld "e to s&eed decisions% increase &erformance% facilitate coo&eration ; im&ro$e em&lo!ee morale) Tere

m#st

"e

some

cannel

to

comm#nicate

em&lo!ees

&ro"lem8s#ggestion8comments directl! to to& management e)g) s#ggestion "o-) Tese s#ggestions so#ld "e disc#ssed in '#alit! control meetings) No attit#de s#r$e!or an! internal researc as e$er cond#cted "! te HR de&artment to get) Em&lo!ees in NC are &erforming well "#t te! a$e low le$el of moti$ation) A"senteeism is controlled "eca#se total fort! ann#al lea$es are allowed "#t more im&ortant reason it tat em&lo!ees feel self res&onsi"ilit!) Howe$er te alarming indicators are t#rno$er and (o" satisfaction) Te organi>ation is facing ig t#rno$er rate and em&lo!ees are dissatisfied wit teir (o"s and &a! scales) E-&erienced staff is lea$ing te organi>ation or searcing for o&&ort#nities) *it te kind attention and efforts of general manager ; de&#t! general manager% te sit#ation is im&ro$ing) 3#alified ; !o#ng &eo&le are (oining te organi>ation) Te &a! scales of metric% intermediate ; grad#ate em&lo!ees are re$ised) Howe$er m#c more is needed to do in tis regard)

RECOMAN#ATIONS +n .E.S+ 4NC5 H#man Reso#rce :e&artment m#st e-&and te strengt of its em&lo!ees

2




Assess c#rrent #man reso#rce standards ; generate #man reso#rces in$entor!)



Assess f#t#re #man reso#rces needs "! organi>ationBs strategies ; f#t#re &rograms)

 To

know de$elo&ment ; training needs of em&lo!ees)



Antici&ate direction for f#t#re &erformance



Formal training cond#ct wit te &lanning8efforts of HR de&artment)



.erform all te f#nctions of H#man Reso#rce :e&artment more efficientl! and effecti$el!)

GOLSSARY ESSI*

E)lo- .o#ial .e#rit- Institte

EOBI*

E)lo- Overage Bene%its Institte

TIME OFFICE* Esta4lishent

de)artent is nder the han resor#e anager? ie

o%%i#e o% :B+ is the )art o% esta4lishent de)artent? his o%%i#e is lead 4- an o%%i#e in #harge nder the gidan#e o% %a#tor- anager @$ead o% Esta4lishent De)artent? he

2

Pepsi Cola Human Resource Management Project

Recommend Documents