`FFIL, a 40% subsidiary of schering plough (US) has presence in dermatology, anti-infective, anti-cancer, anti-histamine and corticosteroid therapeutic

segment. The entity courtesy its tie up with schering plough gets the benefit of research and development of its parent. Most of the products of FFIL are the offering of its parent. The company was incorporated in 1948 under the name (E Fulford (India) Ltd. As a fully owned subsidiary of CE Fulford Ltd., UK in 1968, Schering Corporation USA, them acquired entire share capital of CE Fulford Ltd; UK (Now known as Schering plough holdings Ltd., in 1971, the company introduced its first produced Garamycin since, then,

company undertook the manufacture of range of other ethical pharmaceutical products. The company became a public limited company in 1981. Since Fulford is a company fueled by innovation, its most important aspect is its people. That's why, Fulford's human resource function plays a critical role in maintaining company's competitive edge. Its human resource faced with challenge of identifying, recruiting and hiring talented individuals of all levels and backgrounds as well as leading - edge thinkers from academic and entrepreneurial centres of excellence from all over the country.

The effectiveness of its work force engaged in a diverse array of activities but united behind a strong strategic vision rests heavily on policies, procedures and capabilities of human resource function. Put simply, Human resource shapes and sustains the environment that enables other talented people to perform at their best. Now the various policies and strategies employed by Fulford should be: 1. Purpose: The purpose of Human Resource strategy should be provide company with a clear plan to organize, manage and develop its people to help it achieve the aims and objectives set down in the company's strategy. 2. Framework and Time scale: The Human Resource strategy is driven by internal and external imperatives. It is required to support the delivery of company's strategy in conformity with the company's charter and statues. The Human Resource strategy must recognize and comply with the company's statutory obligations as determined by relevant employment legislation, including that

covering equal right and health and safety at work. The Human Resource strategy will contribute to the creation of the employment culture, which will support the

achievement of the University's values. The University recognises its obligations to provide a secure, supportive and appropriately resourced environment. The University will be open, straightforward and inclusive in its dealings with staff. It will manage its staff in a fair and supportive way. The university is committed to equality of opportunity in all its activities. Terms and Conditions of Employment, Rewards and Staff Satisfaction It should provide appropriate terms and conditions of employment and to develop and implement an effective, comprehensive and flexible pay and non-pay reward system that reflects local market conditions, attracts and motivates staff and recognises superior performance. To develop an understanding of what motivates staff and to work towards creating an appropriate environment for them. To retain the highest quality staff. By developing and implementing terms and conditions of employment which support effective management and which motivate staff By developing a schedule of rewards and incentives to encourage excellence in the key areas identified by the Corporate Plan and accelerated achievement of targets

 By improving mechanisms for regular consultation with all members of staff Recruitment and Selection To develop and implement the most effective methods of obtaining the number and quality of staff to meet the Companies needs. By enhancing the quality of applicants By securing the best fit between need and candidate Attracting the most qualified employees and matching them to the jobs for which they are best suited is important for success of any age. However, entry are too large to permit close contact between top management and employees. Human

Resources, pricing and labour relations specialist and managers provide this ends. These individuals recruit and interview employees and advise on hiring decisions in accordance with policies and requirement that have been established in conjunction with top management. In an effort to improve morale and productivity and unit job turnover, they also help their firms effectively use employee skills, provide training opportunities to enhance those skills

and boast employee satisfaction with their jobs and working conditions. Although some jobs in Human resource field required only Limited contacts with people outside offices dealing with people is an essential part of job. In a large corporations, top human resource executives usually develops and coordinates personnel programs and policies. Although for most Human Resource, training and labour selections, specialists and managers work in office, some travel extensively to get their job done. Performance Management To secure the effective

management and development of staff performance to achieve the highest possible quality and standards. This can be done by By enhancing performance appraisal systems By implementing effective induction and probationary procedures By implementing effective attendance management

procedures

A better appraisal system

should also focus on the

individual and his development, so as to make him achieve the desired performance. Methods of performance appraisal Confidential Report The supervisor makes an evaluation of such characteristics of his subordinates as intelligence, loyalty, attendance, conduct, character, etc. Graphic Rating Scale It measures the degree of characteristics required for adequate performance of the job. It consists of a number of characteristics and qualities which are judged on a point scale. The extreme points on the scale refer to the anchor points of judgement. The characteristics could be quantity and quality of work, job knowledge, co-operativeness, dependability industriousness, attitude, initiative,

decisiveness, emotional maturity. Since this judgement includes all the required skills of the person concern this is more meaningful approach to judge persons capability and skills. Poor Quantity of work 1 Averag e 2 Good 3 Excellent 4

Quality of work Job knowledge Dependability Attitude

1 1 1 1

2 2 2 2

3 3 3 3

4 4 4 4

Staff

and

Career

Development

To

develop

and

implement a corporate framework to provide appropriate opportunities for all staff to gain the skills, knowledge and competencies necessary for them to make a high quality contribution companies appropriate and to their role which To meets provide

individual

objectives.

opportunities for employees to develop their career within and out with the company to support and develop employee to respond effectively to the changing environment and, where appropriate, to initiate change. By developing a comprehensive employee development plan By encouraging people to seek and maintain appropriate professional recognition By developing career pathways for employees

HRM Model There are nine areas in corporate environment which should be given emphasis the nine areas are as follows: 1. Training and Development 2. Organization and Development 3. Organization/Job Design 4. Human Resource Planning 5. Selection and Staffing 6. Personnel Research and Information Systems 7. Compensation/benefits 8. Employee Assistance 9. Union/Labour Relations To look at HRM more specifically, I suggest that is a process consisting of four functions - acquisition, development, motivation, and maintenance- of human resources. Acquisition Function: It should begin with planning. Relative to human resource requirements, wee need to know where we are going and how we are going to get there. this includes the estimating of demands and supplies of labor.

Acquisition also includes the recruitment, selection, and socialization of employees.

Development Function It can be viewed along three dimensions. The first is employee training, which emphasizes skill development and the changing of attitudes among workers. The second is management development, which concerns itself primarily with knowledge acquisition and the enhancement of an executive's conceptual abilities. The third is career development, which is the continual effort to match long-term individual and organizational needs. Motivation Function It begins with the recognition that

individuals are unique and that motivating techniques must reflect the needs of each individual. Within the motivation function, appraisal, alimentation, behavioral job and satisfaction, structural performance for

techniques

stimulating worker performance, the importance of linking rewards to performance, compensation and benefits

administration, and how to handle problem employees are reviewed. Praise and its impact on Motivation

There is no doubt that recognition is important but simply state that we recognize employees leaves too much left unsaid. Offering praise to an employee is an art. Recognition needs to be tailored to each employee's needs for each is different and will react differently to the amount of praise received. For instance, while the praise may be genuine, if it's overused or perceived as insincere, its impact will be lost. To avoid pitfalls that may occur in using praise as a motivator, the following guidelines should be followed. Praise must be credible - Praise must come from someone knowledgeable about the job. It must be given freely, with no strings attached or activities excepted in return. Also, praise must be used only where appropriate so as not to lose its impact. Praise Should Fit the Situation Praising an

outstanding job should be noticeably different front praise given to a good job. Failure to do so may negate the impact of the intended praise. Praise Should Not be Routine - It praise, is used too much, or for the wrong activities, it too will lose its impact.

 Praise should not Reach a Saturation Point - Not all employees have the same need for praise, some need it frequently, while others don't. Accordingly praise should be used in accordance with performance and individual need. I highly recommend the policy of tracing an individual as its impact on motivation can be great. But there is a time and place for praise and technique in using it should be followed. FRAMING HR STRATEGY HR departments will have to have an explicit, well-frame, and well-argued point of view; that is they will have to address the fundamental question of "What is the purpose of HR?" In developing a departmental point of view, the following criteria should be met.. (1) It should create the short term technical knowledge and skills as well as the culture which is necessary to win over the long run (2) It should

comprehensively cover the whole organization thereby encouraging the corporate whole to be greater than the sum of the parts (3) It should serve integrate the various subfunctions within HR around commonly accepted principles or purposes (4) It should clearly link to issues which are critical to long term corporate success including the present and future concerns of external customers and major

shareholders (5) It should work such a way so as to create explicit and measurable results.

Focus on Full force corporate planning and training strategy Training has always been a necessary part of an

organization's efforts to recruit and effectively employ people on its processes. Training people to perform organizational task better is one thing and maintaining the organization as an ongoing system is another. An Action Plan In order to link training plans with the corporate plans, the following steps may be of help: It is important to examine the likely levels and types of skills required in the future. This might mean forecast for the next 5 to 10 years. The main factors to be considered likely changes in technology, market trends, expansion plans, product changes and introduction of new machines. 1. For this, a broad assessment of skills and knowledge required could be built up and a reasonable forecast of the manpower needs could be made. The pattern of training requirements of the new entrants and wherever necessary, retaining the existing workmen will then emerge. Age structure will have to be considered in devising the training activity.

2. Training centered.

should In

be work centered words, the

and not person problems and

other

work

difficulties

should be identified, as a first step in

overcoming them. 3. Having made the assessment of future requirements, management should consider next, how to meet that. It will be unwise to unilaterally design training programs and ask the employees to undergo the same. if any training activity and organizational changes are to be successful, then these must be accepted by those affected by it. The acceptance will be more readily achieved if those affected play a major part in creating a new structure. 4. The next stage will be to analyze the future knowledge and skill requirement in more detail so that a syllabus of learning needs could be drawn up. 5. The organizational recruitment plans should be examined to determine if the types of persons recruited are likely to have a basic aptitude for the required skill for which he is to be trained. 6. Finally an outline of training courses could be drawn for the organization and implemented. 7. It is also important to ensure that the trainees are carefully coached and tutored throughout the period of

training. There is little point in having a long and expensive period of training if much of its is spent on learning for oneself without any structured guidance. 8. On-the-job training required as much care and planning as any off-the-job training. Therefore, the training committee can be of help in suggesting ways and means to impart on-the-job elements of training. 9. Finally, the committee needs to study the procedures by which the total training efforts could be continuously evaluated and modified wherever necessary. It is

important to stress here that organizations need to reexamine their present training system, keeping in view the demands of tomorrow, the changes likely to be affected in their plans. They should take into account the fact that the past skills, knowledge and the notions about training may not necessarily be valid for the future. Training Needs and Organizational Systems Many of the organizational problems arise there because of lacunae in the organizational systems or policies. However, many a times the solution is sought in training with the result that such training does not result in any changes. On the contrary, it results in frustration. Therefore, while identifying training needs, it is important that the first exercise be the identification of the issues and problems,

which are of concern to the organization. The next exercise should be to see which problems could be tackled by changes in the system, wherever appropriate, and then see which are the problems that could be tackled by increasing the knowledge and skill of the personnel, so that the training could be designed to gear up to problems. In this process, the training will be more realistic, will help in solving some of the organizational issues, and problems and get linked to the change process, which is the important objective of any training activity. Fulford Human Resource Values 1. Fulford highly values its employees and treats them with fairness, respect and dignity at all times. 2. If provides outstanding services by recruiting and

developing services high quality people. 3. Fulford people are valued for their knowledge, skills, talent service orientation, flexibility, creativity they bring to company. Fundamental HR principle that should be followed by the company should be as follows. 1. encourage people to take risks and be creative, commitment and

generating fresh ideas and innovative practices that

enhance the companies ability to compete with companies.

other

2. It should reward and recognize employees to take risk and demonstrate creativity in support of company's objectives as well as for securing successful outcomes. 3. It should develop and maintain policies and programs that support creative, flexible, high-performance employees. 4. It should develop and maintain an environment promotes cohesive, inclusive and diverse that

Fulfords

affirming the inherent worth of all individuals and understanding the importance open communication. of teamwork, trust, and

A PROJECT ON HUMAN RESOURCE MANAGEMENT

BASED ON FULFORD (INDIA LTD)

Submitted by: Gaurav Sharma Roll No. 14 Batch A