N

Project about the function of human resource in Morocco
(the case of Premium group)
Encadr par : Mr Karim GASSEMI

Ralis par : CP : Lamia
AFIF
GASSEMI
FatimaGASSEMI
Azahraa ABRABER
par : Mr Karin
Sara AIT
OUISSADENE
r Karin
GASSEMI
El Mehdi ATIF
Hajar Bardia
Jihane BARAKAT
Sara BIYAD
Anne Universitaire : 2013/2014
Khalil BOUAHDADI
Thanks
We are anxious to thank at first, all the teaching staff of the National school of
Business and Management of Casablanca.
Before beginning this report, we take the opportunity to thank first of all our
professor Mr. Karim Gassemi who did not stop encouraging us during the duration of
the project, as well as for its generosity regarding training and regarding frame. We
also thank him for the help and the advice concerning the missions evoked in this
report, which he brought us during the various follow-ups, and the trust that he
showed us.
We are also anxious to thank specially Mrs. Hanane El Guennouni for her time, her
energy and her clear-sightedness and for all that she was able well to bring us
regarding information.
We also thank Mrs. Khadija Drihem for her generosity and the trust which she did
not hesitate to show us.
Gestion des Ressources Humaines -Projet de fin de cours. Anne universitaire : 2013 - 2014 Page 2
Summary:
Chart 1: of HR department (page 12)

Chart 2: the HR organization (page 13)
1-Presentation of the company, its sector of activity and its internal organization ............................ 6
1-1 Description of the companys sector of activity ............................................................................. 6
1.2 Historical development of the company ......................................................................................... 7
1.3 internal organization of the company.............................................................................................. 9
1.4 Analysis of the portfolio of products and services of the company ............................................ 9
1.5 Elaboration and analysis swot matrix ................................................................................................. 11
2 - Organization and roles of the function Human resources:.............................................................. 13
2.1 Organization of the function of Human resources: ............................................................................ 13
2-2 Description of the different missions of the human resource function: ................................... 14
2-2-1 the recruitment: ........................................................................................................................ 14
2-2-2 the training: ............................................................................................................................... 15
2-2-3 the evaluation: .......................................................................................................................... 16
2-2-4 the remuneration: ....................................................................................................................... 17
2-3 Description of the strategic role of the human resources management: ................................ 18
3. Analyze distinctive values of the human resources department compared with the main head
teachers - Analyze processes of the Administrative management of the Human resources: ........ 20
3.1 Description of the various activities of the administrative management of the Human Resources: . 20
3.2 Description and analysis of the activities of the management of labor unions or of it
representativeness of the staff: ............................................................................................................ 22
3.3 Description of the process of elaboration of the budget of the Human resources: ............... 23
3.4 Identification and analysis of the practices relative to the control of social management: ... 23
3.5 Proposals and recommendations:................................................................................................. 24
4 - Analysis of the processes of the development of the Human resources: .................................... 24
4.1 Description of the process of training: .......................................................................................... 24
Define Needs and Goals ..................................................................................................................... 24
Identifying Employees And Planning ............................................................................................. 25
Implementation ..................................................................................................................................... 25
4.2 Description of the recruitment process ......................................................................................... 29
In-house recruitment ....................................................................................................................... 32
Outsourcing ....................................................................................................................................... 33
On-Campus Recruiting ................................................................................................................... 33

Employment agencies .................................................................................................................... 33
4.3description of the evaluation process ............................................................................................ 35
5 - Analysis of existing Information system Human resources: .......................................................... 36
5.1 Description of the components of the existing SIRH: ................................................................. 36
Conclusion37
Under the aegis of the National School of Business and Management of Casablanca, and
under the supervision of our professor Mr Karim GASSEMI, we developed, within the
framework of a project of the end of court concerning the study Human resources in near
Mrs El Guennouni, HR Manager of Premium Group. This project having for objectives to
dread the internal organization of a company, to understand the internal structure and the
functioning of a company to understand and assimilate has fault a semi-directive
interview, the complexity of the exercise of a Manager of Human resources within a big
structure as a Premium group.
To lead the project has term, we established a group of 8 people who are the following
ones:
-Lamia AFIF: who is the head of the group.
- Fatima Azzahraa ABRABER
-Sara AIT OUISSADENE
- Sara BIYAD
-El Mehdi ATIF
-Hajar BARDIA
-Jihane BARAKAT
-Khalil BOUAHDADI
The contact with Mrs EL GUENNOUNI, the human resources director of the premium
group, was not so easy as we wish it, seen her unavailability and her numerous
commitments. But it did not prevent our perseverance and our dedication to the project,
the grace in which we were able to obtain produce one you with her thanks to Mrs
DRIHEM's help. During the interview which lasted a little more than one hour, it has
cleared up some points to be respected: in particular the transparency of our work, to
have to make only with us for fear of the disturbance and some disturbance which he
could have if we were many, and of course to call up before coming, she also allowed us
to contact her staff in case we would have questions or more points to clarify.
The sharing of work was made as follows:
Jihane BARAKAT, Fatima Azahraa ABRABER and Lamia AFIF were in charge of the
following points:
- semi-directive interview with the human resources manager.
- interview with one of her collaborator (Mrs Khadija DRIHEM) to clarify some points
concerning the majority of the company.
All the team made a commitment to analyze the contents of the interview, and handle it
according to the approach proposed by Mr GASSEMI as well as the redaction of the first
part of the report.
For the writing, Sara BIYAD and Hajar BARDIA were in chargeof the writing(of the
following parts: Organization and roles of the function Human resources.
Sara AIT OUISSADENE and El Mehdi ATIF were in charge of making the writing of the
following parts: analysis of the processes of the Administrative management of the
Human resources.
Lamia AFIF and Khalil BOUHDADI were in charge of making the writing of the following
parts: analysis of the processes of the development of the Human resources
And finally, Jihane BARAKAT and Fatima Azahraa ABRABER were in charge of making
the writing of the following parts: analysis of existing Information system Human
resources
The work took place in good conditions, all the members made a commitment in and the
distribution of the tasks.
1-Presentation of the company, its sector of activity and its internal

organization:
1-1 Description of the companys sector of activity
Society Mechanical Projects (SRM) was created in 1961. It is specialized in the
distribution of capital goods in the areas of construction and handling.
Sector Building and Construction is an essential component of the national economy is:
- 5 % of national GDP
- 45 % of the F.B.C.F
- Over 38 billion dirhams annual turnover
- More than 310,000 direct jobs, including 20,000 executives
- More than 53,000 units with nearly 1,500 companies structured and organized
The construction industry is closely linked to good economic development of the country.
This area then responds to the immense needs of the population: homes, offices,
factories, but also roads, electrical equipment ... In addition, the construction uses a
range of professions.
Means all building construction, development and renovation of various buildings such
as: houses, buildings, stores, schools and sports buildings, offices, factories.
In contrast, public works refer to the construction of major facilities and infrastructure
such as roads, bridges, tunnels, water lines, port facilities, airports, dams, etc.
In other hand, the second sector of activity for our company is handling .it is an important
economic sector whose development is closely linked to technological innovation,
essential to the needs of users and new logistical challenges.
Materials handling are widespread in all sectors of the economy whether in industry,
agriculture, public works, logistics and distribution. This is mainly trucks and aerial
platforms or mobile elevating personnel.
Mechanization activities and the need to improve the working conditions of users result in
an increase and diversity of materials but also their technical development (automation,
computer ...)
1.2 Historical development of the company

Since June 2010, SRM has decided to invest in services by launching the first training
session on safety forklift truck in logistics environments. Called CACES (Certificate of
Aptitude for Driving Safety), this course combines theoretical and practical and can meet
the demands of customers looking for a reduction in accidents and improved productivity
of operators and service operators. For note, the training is eligible for OFPPT and is
therefore refundable.
SRM listed on the Casablanca Stock Exchange company, specialized in the distribution
of capital goods in the areas of construction and handling. On each of two divisions, the
SRM strategy is to offer its clients full-line solutions and turnkey services incorporating
the advice and solutions pre-sales, equipment and support (after-sales service and spare
parts).
Throughout its 60 years of existence, SRM has developed one of the most successful of
the place after-sales services: 61 specialized by product line and by its manufacturers
regularly trained technicians, 44 cars equipped for on-site or site and a range of 4 service
contracts to support repairs and maintenance or equipment offered to its customers.
Improve the availability of equipment in its various users across Morocco is our major
concern. The stock of spare parts on each of the two divisions is managed through ERP
and they currently have 2050 sq ft of storage. The rate of availability of parts exceeds
75%. For those ordered from the supplier, they are constantly improving on time.
With over 3,000 machines installed and maintained in Morocco on its two divisions, over
500 professionals Moroccans among the jewels of the national economy, make their daily
trust for the acquisition, maintenance, repair and spare parts their equipment.
The important dates of SRMs evolution:
1949: Franois Millet creates ALTATEX Company specializing in the import of spare
parts for industry and cycle and export of products from its plants tissues.
1961: ALTATEX was bought by Jean-Claude Lefort consolidating import activity around
the business of industrial supply (bearings and transmissions), cycle parts (wheels,
generators, lighting ...) and spare parts for mine. This is the birth of the SRM (Society of
Mechanical Projects).
1965: SRM introduces a new business, with the representation of the German Linde
brand specialized in the manufacture of trucks.
1986: The success of the handling activity by SRM wins the representation of the
MANITOU
brand
leader
in
all-terrain
handling.
1992:
SRM
is
part
of
the
zeitgeist
and
conducts
its 1st
computerization.
1993: SRM and for the first time exceeded 50 million dirhams.
SRM is the national leader in industrial supply with the purchase of industrial rubber
SODIPI department. The company crossed for the first time the 50 million turnover
against
30
million
dirhams
in
1991.
1995: The first Liebherr sold in Morocco
1996: SRM took part in the capital of the company SOCOPIM (Society for Commercial
Industry in Morocco) specialized in the distribution of construction materials and
agricultural.
1999: PREMIUM RENTAL Company is created to spin off the rental activity that began to
develop
in
the
areas
of
construction
and
handling.
Effective birth PREMIUM GROUP with the integration of companies SRM SOCOPIM and
PREMIUM
LOCATION.
In 10 years, turnover has tripled and this year PREMIUM consolidates 100 million
turnovers.
2000: A new computer system is set up with an investment equivalent to two years of net
income for the SRM. This integrated ERP manages various Group activities (sale of
machinery, parts, service, rental, business management, accounting, finance ...).
In Agadir, a new regional office was opened to better serve our customers in the region
of
Souss.
2004:
The
restructuring
of
subsidiaries
PREMIUM
GROUP
1. Transfer of any industrial supply SRM activity AFIT ( newly integrated group company).
2. Transfer of the BTP SOCOPIM the SRM and SRM specializated in the distribution of
machines
and
services
in
the
handling
and
construction.
3. SOCOPIM specialized in distributing agricultural machinery and services.
Internal reorganization around the business with integration in the divisions of the service
,
and
establishment
of
a
functional
and
operational
flow
.
2006: Eric Lefort rings the bell marking the introduction of SRM traded
SRM
is
floated
20%
of
its
capital.
A
new
regional
agency
born
in
Tangier.
The turnover of the Group reached 500 million dirhams for the 1st time.
2007:
Takeover
2008:
PREMIUM
Certification
ISO
9001
version
of
Opening
GROUP registers
of
more
the
than one
agency
billion dirhams
2000.
Berenger..
Meknes.
in sales.
2010: Inauguration of the new headquarters of the PREMIUM PACKAGE 25 000 m in

Casablanca.
1.3 internal organization of the company

To respond effectively to the demands of its customers, SRM is organized in two
divisions: Divison Building and Public Works and divison industy: ( annexe1)
1.4 Analysis of the portfolio of products and services of the company

To respond effectively to the demands of its customers, SRM is organized in two
divisions:
DIVISION BUILDING AND PUBLIC WORKS
The Building and Construction division looks after the marketing of products and
solutions in the following areas:
Earthworks: Excavator (crawler excavators and wheel excavators), loaders (skid steer
loaders and wheel loaders), graders, bulldozers, backhoes, dump trucks (trucks and
articulated
trucks).
Road: light equipment for compaction (rammers, vibratory plates) means compactors,
large
compactors,
waste
compactors
and
slip
form
pavers.
Concrete: Concrete batching plants, truck mixers and concrete pumps (stationary,
mobile,
projection).
Building cranes (Tower propelled, crawler, port) and telescopic handlers.
DIVISION INDUSTRY
The industry division specializes in solutions for professional handling, logistics as well as
in energy production. The division is organized according to customer applications:
Handling and storage charges: Forklifts (thermal and electrical), retractable, order
pickers,
pallet
trucks,
stackers
and
tractors.
Elevation of people: aerial work platforms (scissor, articulated and telescopic vertical
platforms).
Energy:
Generating
sets
and
lighting
masts.
Port Handling: Port cranes, gantries, riders, reach stackers and large tonnage trucks.
Compared to the analysis of wallet Products Company SRH, the latter specializes in two
types of categories of products, the buildings and publics works and industry. For
buildings and public works, the SRH offers moving equipment, the most optimal solutions
last longer while saving fuel and maintenance costs. For this, the SHR represents leading
brands, as known to meet these requirements , whatever the severity of the application
and direct access to the machine by offering Liebherr: ( Wheeled Excavators, Crawler
Excavators, Mining Shovels, Electric Shovels, Excavators on pontoons, Shovels
cables, Wheel Loaders, Crawler Loaders, Pipe layers, Bulldozers, Dumpers,
Articulated Dumpers, Rammers, Vibratory plates, Means compactors, Large
compactors, Trash Compactors).
SRM program in the field of concrete covers a wide range of plants Liebherr truck mixers
and concrete pumps or Putzmeister mortar.
The aim is to offer its customers a comprehensive solution through production,
transportation, and implementation of quality concrete in excellent conditions of
profitability.
Around the UK, a large demanding customers benefit from 10 years of experience in this
field of SRM activity or are only now have to develop a real expertise with Machines slip
form, Batching, Truck mixers, stationary concrete pumps, Mobile Concrete Pumps
and Pumps projection.
Present in all areas of equipment for the building with modern and innovative solutions,
SRM are able to meet the specific needs of these clients.
Whether heavy, medium or specific equipment or turnkey solutions, they are available to
their customers to assist them in their thinking and provide the most efficient solutions in
collaboration with partners: Liebherr , Manitou and SDMO .
Tower cranes
propelled cranes
Crawler cranes
Port Cranes
Telescopic Handlers
Generators
The industry division specializes in solutions for professional handling, logistics as well as
in energy production. The division is organized according to customer applications,
HANDLING AND STORAGE CHARGES to optimize space and increase the
effectiveness of their warehouse with tailor-made solutions. Optimize the speed of
preparation without compromising driver safety by Linde and Charlatte for storage and
handling charges like Forklifts thermal, Electric Forklifts, Shrink, Order Pickers,
Hand pallet, Electric Pallet, Stackers and Tractors
18 Manitou models nacelles, one common point: Optimizing human security and
investment. World leader in off-road handling, Manitou has put all its expertise in the
design of its nacelles. With a longer service life, less maintenance and ergonomically
designed to ensure maximum safety of your operator, you are sure to find the most
optimal solution. The Lines platforms available are Telescopic Platforms Articulated
Platforms, Vertical Platforms and Scissor
And for managing the loading and unloading of merchant ships in the ports of trade with
maximum productivity and speed SRH offers: Port Cranes, Gantry storage, Cavaliers,
Reach Stackers and Forklifts large tonnage.
SRM is the official distributor in Morocco groups Generators, 3rd largest player in this
sector. The choice fell on the distribution of a wide range of products for the hospital
environment, empowerment of energy on construction sites, energy solutions for telecom
operators, as well as specific facilities for hire.
As a service implemented in relation to different products SRH provides technical
treatment generators (service and spare parts). The combined expertise of the SRM (
present for 20 years in Morocco ) and technical teams formed in the plants that make it
possible to offer a service more efficient.
1.5 Elaboration and analysis swot matrix

Strength:
Created in 1949, Premium Groups acquired a fame and a remarkable experience
within the Moroccan market. With little competition at that time, premium group was
able to develop quickly and to increase considerably its figure of business. Her
experience allows her to have a better chance to pick up calls for tenders for the big
projects. In 1961, Premium Group buys ALTATEX, which strengthens the import
activity by the industrial supply of the rooms of cycle and spare parts intended for
mines. Premium Groups thus begin to draw its road, becoming afterward a sign of
trust in the market of the lifting and the handling.
It is the birth of the SRM (Company of Mechanical Realizations). SRM launches a new
activity, with the representation of the German brand LINDE specialized in the
manufacturing of forklift trucks. SRM gains ground adding in its believer's and regular
customer's basket several other partners.
SRM becomes the national leader of the industrial supply with the repurchase of the
department industrial rubber of the SODIPI. The company crosses for the 1st time the
helm of the 50 million against 30 million dirhams in 1991.
In 2006, SRM makes an enormous step forward and lists on the Stock Exchange. The
turnover of the Group reaches 500 million dirhams, for the first time ever.
With SRM by its side GROUP PREMIUM registers, in 2008, more than a billion
dirhams of turnover.
Operators' little is understandable by the highly capital-intensive level of this sector.
Indeed, the purchase of a simple 100 ton crane negotiates to not less than 10 million
DH.
Also, the Premium Group implements all the necessary means to develop
continuously the professionalism of a short and medium-term its collaborators: allow
every employee to use all skills and always to anticipate the evolution of the jobs
(businesses) by developing completely their potential.
Via a participative policy of management and giving responsibilities, premium Group
set up a system of gratitude based on the individual and collective results. Socially
responsible, the Premium Group also answers all the rights of the committed
employees by their sides to offer them a serene and exemplary work atmosphere.
Weakness:
The professionals have just grouped together in association: the sector of the lifting
and the handling counts at present about fifteen structured companies, among which
of the foreign companies and a mass of structures operating in the informal. The
Moroccan Association of lifting and handling (AMLM) will be a direct member of the
general Confederacy of the companies of Morocco.
With 64 years of experience, Premium group felt nevertheless never the need to
integrate a Human Resources Management before 2012 and without feeling the need
but by seizing the opportunity which has been offered them by their current HR
Department Manager.
Opportunities:
Unfair competition: besides the representation and the defense of the interests of the
operators with public authorities, the restructuring establishes another priority of the
Moroccan
association
of
lifting
and
handling.
Eventually(Later), The Moroccan Association of lifting and handling wishes to establish
a system of classification of companies according to the rate of supervision and
qualification of the human resources just like the current device in BTP. A measure
which will strengthen the upgrade of the profession and will allow fighting the informal.
The activity of lifting and handling has no concern to be made for the future. Indeed,
dozens of billion dirhams will be invested by the State as well as the big public institutions
such as the OCP. The Producer of phosphate launched recently a development plan of
115
billion
DH
for
the
horizon
2020.
The professionals of the lifting and the handling target the participation to other projects
such as the construction of the new refinery, the development of industrial estates in
particular those reserved for the heavy industry and the automobile.
Threats:
Let us remind that the ban by the traffic rules of the machines of more than importer's 5
years will contribute to reduce the part of the informal in the market. The crisis which
rages at present in Europe, in particular in Portugal and in Spain, shoot of the
companies of lifting and handling to export in Morocco, in duty-free entry for export, their
equipment immobilized to take down markets. What constitutes, in the eyes of the local
operators, an anticompetitive practice.
2012 was a rather special date in the career of our director Hanane EL GUENNOUNI, in
this year; she was able to have a new Master's degree speciality in human resource,
and further to it and to the needs for the company, a new department RH was shouted
within Premium group Morocco.
2 - Organization and roles of the function Human resources:

2.1 Organization of the function of Human resources:
At the beginning this department consisted only of Mrs EL GUENNOUNI as director and
Mrs DRIHEM as assistant in charge of all which is administrative; the pay, the slips, the
certificates of diseases
But recently a new assistant is recruited, she takes care of the administrative tasks, and
Mrs DRIHEM became a training and development manager
Then the flowchart of direction of human resource is as followings:
DHR
administrative Manager
Training and
developmentmanager
chart 1: human resource department
Mrs. EL GUENNOUNIs career:

Mrs. EL Guennouni graduated in Finance the High school of Management
CASABLANCA. In 1995, Ms. ELGUENNOUNI began his professional career as Head of
transit SOCOPIM society. After the integration of the SRM SOCOPIM in 1996, she
became responsible for import by air. In 2000, Ms. ELGUENNOUNI served as
administrative and financial responsibility, nine years later, she was promoted to
Executive Director of PREMIUM GROUP. Since 2012 she appointed HRD Premium
Group.
It is necessary to add that premium group Morocco is consists of eight affiliates and
each one has a delegate of human resources who is in direct contact with the HR
DEPARTMENT.
The group was able to establish Premium Academy, it only concern the training of all the
employees of Premium Group Morocco (this point will be detailed afterward in our report)
We can summarize the HR organization as following:
the 8
affiliates
Premium
academy
direction
of human
resources
Chart 2: the HR organization
2-2 Description of the different missions of the human resource

function:
"Function of the organization concerning mainly the acquisition, the use, the retention
and the development of the Human resources. It includes activities as the planning, the
recruitment, the selection, the training, the remuneration and the evaluation of the Human
resources. "
Jean Marie Peretti, 2000
We preferred to begin with a general definition to get fresh ideas of human resources
functions, it includes the majority of the responsibilities of this direction and to whichmissions-the work of the direction of HR of the Premium group is adequate.
2-2-1 the recruitment:
It is necessary to know that this company does not a recruitment of mass, the action of
recruitment is made if the function of precise direction or a precise network.
The recruitment process is presented in the following stages:

Stage 1: establishment of index card of post which contains the characteristics of
the post in the company, its missions; responsibilities and objectives
Stage 2: expressions of need to the cabinet Manpower (the policy of this office
will be explained later)
Stage 3: reception of CV which correspond most to the needs of the post ( the
phase of the preselecting)
Stage 4: sorting and selection of candidates which is based on CVs sent by the
cabinet Manpower.
Stage 5 : the pre-selected candidates have to interview with the director of HR
and the superior of the concerned post ( the phase of the interview)
Stage 6: the selection of the candidate the most adequate to the post ( the phase
of selection)
Stage 7: the signature of the contract, the type of the contract is generally CDI (
the phase of hiring)
Stage 8: it is the last stage of the process recruitment, that of the integration that
is implemented by Premium academy (the phase of the integration).
As already explained in the previous steps, in case of need in HR, the company uses the
firm Manpower Morocco.
It was shouted in 1997, the opening of its first agency was in Casablanca, knowing that it
is a detachment of the first interim DHL (Manpower has opened its first office in the
United States in 1948), in 1999 Manpower Morocco had its ISO certificate, in 2000 it has
create its website http://www.manpower-maroc.com and officially starts working as a
recruitment cabinet. As for binding of salary, the HR DEPARTMENT makes appeal
generally to the labor market, to be able to specify a salary bracket, and by basing on it
the new employee has the right to negotiate its salary.
After signing the contract, the employee is integrated directly by Premium academy,
which is responsible for the initial training.
During the first three months, the employee is subjected to a trial period, on which he
begins to discover its main tasks, activities and responsibilities.
This period is generally renewable for a second, during this period of time the employee
is assessed on the basis of what he has learned in the first one.
2-2-2 the training:
As for training Premium group established a company especially for the training of her
employees (a part in our report will be dedicated for the analysis of this point but that
does not prevent from having a general idea on the process of the training in this
company).
There are two phases of training (formation) the first one (night) is the one who (which) is
previously already explained, it concerns the training (formation) of the new recruited
during the three first months.
The second phase concerns the training of the employees, above all the workers were
concerned by this training but because of the current crisis in the Moroccan economy, the
maintaining training concerns only the technicians and the commercials. The technicians
because they have to follow the technological development, and the commercial because
they are always in evaluation, and on the basis of the results of their evaluations, the
commercial have to undergo a training.
As Mrs EL GUENNOUNI explained to us, the training has for objective to motivate the
beneficiaries, but it is not the only one imperative of the formation. Sometimes the
superiors of departments notice a certain inadequacy between the employee and the
post. Thats what push them to candidate these employees for training sance.
As she added that the training plays a very important role in the development of the
employees.
2-2-3 the evaluation:
For Mrs EL GUENNOUNI an annual performance reviews are a key component of

employee development. The performance review is intended to be a fair and balanced
assessment of an employees performance.
The Premium Morocco Policy, Performance Review, specifies that the objective of the
annual review is to provide all regular staff and their supervisors an opportunity to:
Discuss job performance
Set goals for professional development

Establish objectives for contributing to the departments mission
Discuss expectations and accomplishments.
Its also designed to serve as a tool that helps supervisors increase productivity,
communicate expectations, establish goals for the coming year, and report the
employee's success in meeting the past year's performance expectations.
The mean tool of this annual review is having an interview with the employees, but there
is a type of employees which the interview is not enough to evaluate their performance.
According to le petit Larousse 2001, to estimate means measuring by means of
determined criteria.
And thats what our director think, the performance of the commercial, should be based
on well defined indicators.
The evaluation of the commercial performance presents a double interest for the
company and for the employees:
On the scientific plan, it is a question of verifying if the objectives were reached.
On the operating plan, the first interest is to supply new information which entailed
the variation of the results or profits. In brief, it allows to the company to direct her
actions and especially to reactivate the process in case of problem.
For the case of our company the evaluation of the commercials is made by appearing the
realized figure of affair and charges connected to have a ratio which is upper or more
equal to 1,2.
The realized figure of affair/ Load connected = 1, 2
But Mrs. EL GUENNOUNI realizes that this policy of evaluation isnt good enough for the
development of the company, it is necessary to take into the consideration the high
potential of the firm.
The definition of a high potential varies from a company to another one, according to her
market; to its strategy and especially to its size.
For a company as Premium Morocco, its high potential must be absolutely defined and
estimate
Thats why the human resources department, tries to establish various criteria which can
identify a potential high employee (it is a project to be established in 2014).
2-2-4 the remuneration:
When an actor comes to me and wants to discuss his character, I say, 'It's in the script.'
If he says, 'But what's my motivation? I say, 'Your salary. '
Alfred Hitchcock
This quotation clarifies how really things work in Morocco, for most of employees the
salary is their main motivation
So how this salary is fixed, and what are the criteria of determination of the bonuses
(premiums).
In the Premium group, it is the post which determines the salary; every post office is
connected to a determined salary. It is clarified on a salary scale which includes all the
existing posts and their salary.
As regards the bonuses the company has a policy to specify the value and the people
who can benefit from the premiums:
All the employees have a fixed wage + a variable salary (the bonus), these
bonuses vary between 10 % and 30 % on the basis of the annual salary.
Except for this variable salary, they exist bonuses bound to the post which
depends on the yield , and it is generally the commercial which receive quarterly
commissions.
For new recruits, their wage is set from the status of the external market, and budget of
the company.
2-3 Description of the strategic role of the human resources

management:
When we asked the question to Mrs. EL GUENNOUNI about the strategic role of human
resources department in the company, her answer was that normally the HRD has to
have a strategic orientation.
But we should take into consideration that till the end of year 2011, there was no RH
department, It was just an administrative department, which manages the pay, as well as
our current manager of human resource was an administrative director.
And With this change and this development Mrs. EL GUENNOUNI has to develop her
Skills in order to be a director of HR.
The work of a HR MANAGER does not concentrate on one task, but it includes several
activities and responsibilities.
According to the model of Ulriche, a HR MANAGER has to play four main roles:
RH
stratgique
changement
de culture
pratique RH
motivations
des
employs
Strategic RH: Mrs. GUENNOUNI has a good knowledge of the strategic

orientation of her company, and always tries to participate in the institution of the
various strategies which can be beneficial for the company, the example of the
project GPEC, and the project of evaluation of the high potential which will be
established in 2014.
Change of culture: already with the creation of the direction of HR, our manager
was able to participate in the change of the culture and the corporate policy, and
she always tries to develop this new culture
.Motivation of the employees: the HR has to be a key player of the link between
motivation and value creation. And our company does not escape to this concept;
the main factor of motivation in the Premium Group is the training program which
most part of the employees benefits, it to allow them to be in development and
evolution. There is also the remuneration policy which (is previously explained),
this system allows to the employee to have note only their initial salary, but also a
variable salary, what is doubtless a factor of motivation. But there is a type of
employees that in order to motivate they need to have certain space of freedom,
Mrs. GUENNOUNI explained to us that there is a type of employees that salary
and the training, are not sufficient to motivate them, but it is necessary to give
them more autonomy and responsibility.
HR practices: for what is administrative, it is managed in a rather relevant way in
this group, seen that our current manager is one ex-administrative director of the
same group. For other missions of HR DEPARTMENT Mrs. GUENNOUNI thinks
that The HR director has to act in an exemplary way for the improvement of the
efficiency of the management processes; she has to contribute to the reduction in
the internal costs of the company. And why she delegates some tries for the
extern (the example of the recruitment process)
The direction of HR has to participate to the creation of the value in the company (the
model of Charles-Henri Besseyre des Horts 2010). It is true that the HR
DEPARTMENT within this company is has just been created in 2012, but it already
contributes to the development of the company. The practices exercised by the direction
of HR has always an impact on the economic value of the whole company, by the
increase of the profit, and it can be realized by the recruitment of the good person for the
good post, and to motivate them and allow them to be evolve. Or by the reduction in the
costs, and it comes by the various decisions which Mrs. GUENNOUNI can take in some
tasks.
2.5 Company competitors on the market

Of highly-rated manufacturer (It) not that 15 companies for the lever, the building and the
handling while Premium Groups has an enormous fame on the market and holds the
biggest construction sites. It thus has only very few concerns to be made of the highlyrated of the competitors.
However, the direction RH exists only since 2012, it has realized no project yet which is
going to allow her to compare with the other companies they have a great deal of
progress to be still made; then it n is that a direction of support at the moment and not
strategic.
But this year, if everything takes place as expected, there will be a radical change in the
management of the RH, because after the realization of the various projects which are
certainly going to develop the level of the direction (management) RH, we can speak so
about the competitiveness.
3. Analyze distinctive values of the human resources department

compared with the main head teachers - Analyze processes of the
Administrative management of the Human resources:
3.1 Description of the various activities of the administrative management of
the Human Resources:
However, Mrs. El Guennouni has for administrative mission to manage first of all 3
people within the direction person in charge development assured by Mrs. Khadija
Drihem who analyzes the activities and the HR process, collected with the directions their
expectations regarding project RH, to follow the projects current RH in particular the
implementation of a politics GPEC the management of the high potential in 2014, it can
pilot also a project confided to an external expert (has the instar of recruitment agencies
extern(day pupil)) by defining the exercise book of load(responsibility), to participate in its
selection, to liven up groups of internal work / external, to analyze the recommendations,
to set up the project in interface with the other frames RH (payroll accountant and HR
DEPARTMENT(MANAGER)), Mrs El Guennouni also oversee the spots of the payroll
accountant who realizes and emits pay slips, follows the files of staff management
(holidays, vacation(notices to leave), diseases), also takes care of the fiscal and legal
shutter of the company. Mrs El Guennouni is in the phase of implementation of a strategy
and a HR policy in particular the GPEC which will be in walking in 2014 and the
management of the high potential (a minority of nobody having an added value at the
level of the yield on the company), she also assures the follow-up and the development
of the human resources through the valuation of this last (what is translated by a low rate
of 5 % rotation, and by an employability, a professional mobility).
With regard to a corporate strategy, the HR Function must know how to align its
organization, as long in terms of missions, politics of services and of costs as well.
She does not simply have to undergo the pressures or the tendencies, but has to put
himself in posture to assure the daily services, to anticipate the risks and to put the
founding acts of her processing, in discernment, in a real logic of operational plan.
Within the framework of a greater suppleness, she has to, also, on one hand,
professionalize the actors connected with the HR function; and, on the other hand, lead
all partners, to guarantee coherence for the group.
While acting on these vectors of suppleness the HR function can maximize its
contribution to the process of value creation of the company and legitimize its action
(share).
In the case of Premium group, the HR function is not still perfectly developed. The HR
department created in 2012, the Department Human resources Manages all in all 350
people, staff grouping the 8 subsidiaries.
In 1949, Franois Millet creates the ALTATEX Company, specialized in the import of
spare parts intended for the industry and for the cycle and in the export of fabrics
produced by his factories. In the time the management was restricted seen the size of the
company. The administrative, financial tasks and the human resources management
were grouped at the level of the same and the unique shutter in other words; the
Administrative and Financial Department.
Over the years, the repurchase of various company, among which the most important,
SRM (company of mechanical realizations), the staff doubled or even tripled within 50
years.
Further to it; the Administrative and Financial Department is divided into two entities,
namely, the administrative Direction and the financial direction. In 1999, the Premium
Group is born. At this level the managements were merged in the only one who will
manage since that moment all of the staff of 8 subsidiaries. The staff increased more
and more with The restructuring of the activities of the subsidiaries of the GROUP
PREMIUM, the initial public offering and the resumption of the company Berenger in
2007. The premium group thus sees its internal structure being reorganized around the
jobs with integration in the divisions of the After-sales service and the implementation of
a functional and operational organization chart.
In 2012, with the obtaining of its Master's degree in Human resources, Mrs. El
Guennouni, previously Financial Person in charge receives the promotion which allows
her to put into practice her Knowledge. This is the way Premium Groups created the HR
Direction Management.
Since the creation of the Human resources department, Several task have been
allocated to the HR direction, in particular, the pay, the training, the management of staff,
the recruitment and the career management.
Under the supervision of the HR Manager, Mrs. Drihem takes care of various training
plans. Premium groups grant a great deal of importance to the aspect of learning and
improvement. Promoted at the post of Person in charge of the training and the
development, Mrs. Drihem is attributed a strategic post within the human resources. At
the same time to develop loyalty their staff and remain Competitive, premium groups
invests in the development of the skills. It is to the training manager that returns this
ambitious construction site.
First of all, it is necessary for her to analyze needs to establish modules of trainings, draft
specifications to select then the beneficiaries and it in a budget which she has to make
accept in the direction.
More and more, the training manager plays a role of internal consultant: to her to
question the functioning of her organization, to develop reference tables of skills. To her
still to work out conversations of objectives and progress with the employees. For what
do we expect from an employee? What are the ways or means of evaluation? The
training manager is so brought to accompany individually the people.
The Payroll accountant, recently recruited, exercises a job where besides the operational
management of the remunerations, she holds the technical and legal day watch on the
Management of the Pay. She takes care mainly of the preparation and the control of the
pay, the management of the absences and the vacation and notices to leave, the update
and the configuration of software of management of the pay (Delerix Mistral), the
management of the particular contracts except that generally premium group grant only
Permanent Contracts, she stays up the evolution of the social legislation and the
optimization of the calculation of the welfare costs.
The recruitment does not make in-house. During a need, the manager of any department
of one of the eight subsidiaries expresses the need to the HR Manager. The HR Manager
calls on to Manpower who submits to her applications of the studied profiles. Then the
manager and the HR Manager have interviews to recruit the good person. Premium
Academy takes care then of their integrations.
2014 will be one year rather important for Premium Group if everything goes well. The
projects of institution of a SIRH as well as a GPEC have to be born except budgetary
constraints.
3.2 Description and analysis of the activities of the management of

labor unions or of it representativeness of the staff:
Premium Groups has for each of eight subsidiaries a staff representative. The staff
representatives are representatives elected by the necessarily present employees given
the size. Let us remind that the presence of a delegate in the companies of more than 11
employees is compulsory. Their mission is to represent the employees with the employer
and to announce any individual or collective complaints concerning the right of the
employees within the company regarding application of the employment regulations
(Labor code, collective agreement, salaries, and duration of the work, the hygiene and
the safety).
The staff representatives has various ways for a credit of hours of delegation, the access
to certain documents The employees permanent but also outer the company or the
temporary employees can seize the staff representatives of their complaints.
The delegates can be consulted, in the absence of works council, on the redundancy, the
duration of the work (extra hours, individualized schedules), the vocational training. They
are also consulted on the fixation of the paid leaves. The staff representatives can also
make suggestions on the general organization of the company.
They are so the interlocutors of factory inspector whom they can seize with any problem
of application of the labor law and accompany, if they wish for it, during their visits in the
company.
If a staff representative notices, in particular through an employee, if there is in the
company an inequitable infringement on the rights of the people, on their physical or
mental health, or on the personal freedoms, he seizes immediately the employer with it.
This achievement can result in particular from facts of sexual or moral harassment or
from any discriminatory measure regarding hiring, regarding remuneration, regarding
training regarding redeployment, regarding affectation, regarding classification, regarding
qualification, regarding professional promotion, regarding transfer, regarding renewal of
contract, penalty or redundancy.
The employer, so seized, proceeds (or made proceed) immediately to a survey with the
delegate and takes the necessary capacities or measures to remedy this situation. In
case of deficiency of the employer or of difference on the reality of this
infringement(achievement), the employee (or the delegate if the concerned employee
warned in writing does not oppose it) seizes the labor relations board which rules
according to the procedure of emergency proceeding. The judge can order under penalty
any measures likely to put an end to this infringement.
3.3 Description of the process of elaboration of the budget of the

Human resources:
The administrative department has for mission to manage the pay and the training before
it is transformed in the direction of the human resources. Since this direction manages
the training on one hand except the budget assigned to the training is fixed by the
OFPPT except that they try to optimize it.
But for what is Human resource budget; theire is no specific one for this department ( for
the moment).But and in order to develop the HRD they will dedicate a budget specially to
the implementation of the GPEC which will allow them a return on investment by meeting
the needs of the direction through the projection of the medium and long-term staff, and
then a not precise budget assigned to the training that they considered necessary to
answer its imperative which are in the form of GPEC, strategy, motivation and
inadequacy post / employee, and maybe other budget will be dedicated for other
strategic project.
3.4 Identification and analysis of the practices relative to the control of

social management:
The social policy of SRM aims at motivating the staff by developing the feeling of
membership in an efficient structure and in full development. It is translated by a low rate
of rotation (lower than 5 % over the period 2004-2006). The staff of the company is
unionized. The relations with the union representatives are constructive and aim at
improving the working conditions of the staff.
The majority of the staff is paid over the GUARANTEED MINIMUM WAGE and benefit
from statutory legal advantages and from several other welfare benefits, such as CIMR,
complementary health insurance, 13th month and end-of-year bonuses
Besides, all the employees of SRM participate in the improvement of the quality of the
services by the implementation of quality circles. This is the way certain members of staff
meet monthly within these circles (1 circle by division) to discuss and exchange their
points of view on precise subjects relative to the improvement of the quality of the
services (performances).
3.5 Proposals and recommendations:

We can say in a general way that the SRM grant more and more a big importance for the
human resources management seen that it is a recently created department (in 2012)
and are aware of the role that this factor regarding competitiveness in the sector of the
real estate and the public works can play. Nevertheless, it does not have to prevent the
SRM, to set off advantage of measures to improve and strengthen their competitiveness,
regarding human resources management as being one of the key factors of success of
any strategy.
Among these measures we can quote:
- In term of remuneration, grant more bonuses and promotions to all the employees and
not only than to commercial and technicians.
- Establishing an effective SIRH which will allow a saving of time and the efficiency in
term of efficiency.
- Increasing the size of the staff operating in the direction of the human resources
through a recruitment policy.
4 - Analysis of the processes of the development of the Human

resources:
4.1 Description of the process of training:
Developing an effective employee training program is vital to the long-term success of
any business. Training programs provide multiple benefits for employees and the
company, but only if they are carefully planned and properly implemented. Clear
understanding of policies, job functions, goals and company philosophy lead to increased
motivation, morale and productivity for employees, and higher profits for your business.
Training is a means to a specific end, so keeping goals in mind during the development
and implementation stages of your training program will assist in creating a clearly
defined and effective program. This is what HRD premium group explained in a diagram
illustrating the steps that detail training:
Define Needs and Goals
Step 1
Define the needs of your company by identifying weak areas where training would prove
beneficial. Examples may include how to use machinery, office equipment or a process
(hard skills), or time management, conflict resolution, harassment or company policies

(soft skills) especially for the trader who feel the need for training.
Step 2
Define short- and long-term goals of the company, and identify possible training to meet
those goals. Examples may include increasing productivity, enhancing customer service
or improving employee relations.
Step 3
Develop individual training modules based on your defined needs and goals. Trainings
may be purchased from training companies, or developed by a member of your staff
educated in employee training.
Identifying Employees And Planning
Step 1
Plan your training by identifying individuals or groups likely to benefit. Some training
modules, such as those covering company policies and time management for instance,
should be given to all employees. Skill-based training, such as how to use a piece of
equipment or perform a specific job duty, may only benefit employees whose jobs are
directly impacted by such knowledge.
Step 2
Create a spreadsheet with each employee's name on the left column, and individual
training modules across the top row. Use color-coded boxes next to the employee names
under the training modules the employee is required to take. As the trainings take place,
the trainer will place a date in the colored boxes indicating that the employee has fulfilled
the training requirement. This sheet is called a \"training matrix,\" and is a useful and
necessary tool for tracking purposes.
Step 3
Plan a regular training schedule that will satisfy training needs within a specified timeframe. Getting all current employees trained will take time, so plan your trainings during
slow periods or after business-hours to avoid undue work disruptions. Business owners
must recognize that training is an investment in the future of the business, so training
costs and down time are to be expected.
Implementation
Step 1
Implement training modules in the order of importance. If customer service or time
management are major issues, roll out those trainings first.
Step 2
Use a professional trainer or experienced employee whenever possible. The trainer's
interaction with the audience and presentation of the material is a major factor in training
effectiveness.
Step 3
Use multi-media tools. Professional training organizations use slide-shows, white boards
and videos in addition to written material. Quizzes, games or role-playing are sometimes
incorporated to keep participants involved.
Step 4
Create an employee feedback form to rate the training and collect comments and
opinions as to the training session's perceived effectiveness. The most effective training
modules and programs are those improved or altered when needed and participant
feedback must be taken seriously to grow the program and gauge its impact.
Step 5
Make training a part of every new employee's orientation going forward. You'll probably
play a lot of catch-up with current employees, but new hires are prime candidates for
training during their first days on the job.
Diagram of the training process
Description of the strategic role of training:

Organizations are increasingly spending more money annually on training with the belief
that it will give them a competitive edge in the local and global market.
Training as an organizational intervention may be defined as a well thought of set of
activities aimed to facilitate learning of knowledge, attitude, and skills among its people in
the organization to improve their current job performance and contribute to the
achievement of organizational goals. On the other hand, development pertains to longterm planned efforts to enhance the total growth of human resource that will lead to the
fulfillment of personal and organizational goals.
Training is indispensable and becomes strategic if it takes into account long-term
organizational goals and objectives. Having goals such as development of new and
better products, expanding to a global market, and developing a workforce with core
competencies are strategic.
Premium group attaches importance to the annual training and daily sales training.
What does it mean to link training to strategic business planning? the answer was
anything but unanimous .in fact our interview showed three distinct strategic roles for the
training function:
First, to provide training that equips important managers to plan strategically, to

think strategically, and to understand key strategic issues.
Second, to become involved in the formulation of strategic plans either directly
through personal participation or indirectly through senior management.
Third, to identify and implement training programs that explicitly support strategic
plans, thereby establishing a competitive advantage rooted in employee
competence.
Development and operationalization of the trainings plan:
The objective of the Training Plan is to define the strategies, tasks, and methods that will
be used to meet the training requirements. Our DRH has asked some question
Set the objectives of the training. Ask yourself these questions to help set the right
objective. Is it to train your employees on a new skill or to refresh them on things which
they already know but dont perform too well on? What do you plan to achieve after the
training is done? How are you going to assess if the training has met its objectives?
Who are you going to train? Are the trainees new employees (which means they will
be learning a whole new skill set) or old employees being refreshed on a certain skill set?
Once you have decided who needs to be trained and why, you then need to get
suitable training material to suit the objectives of the training. If you are going to
train old employees in better customer service skills then you need to get a training
program related to the kind of customer service you expect.
Its important to pick the right kind of training program as the success of your
training depends on it. You can either make your own training program or buy the
material
for
your
company.
Fix the schedule:
This is the next most important part of a training plan as it cost both time and money to
train people. You would have to see if people can be spared from their regular work to be
trained. If they are new employees then you need to check how long it is going to take to
train them before they can start work.
It's better in the long run to make sure that all your employees are properly trained rather
than spending lesser time in training them just to meet a days or weeks target.
If you want to train employees but cannot spare them from their everyday work then you
may need to schedule the training time after or before work hours. Of course this may not
make the employees too happy.
Now that you have you the people, the program and the time its time to set your
plan into action.
PREMIUM ACADEMY
The Premium Group has sought to develop its work with colleagues and clients in
training .Thats why she wanted to create a training organization the Premium
Academy
Having a body corporate training company is to have a real strategic tool at several
levels:
On a collective level:
Create a membership to the company and group synergy

Provide greater collective effectiveness
Enhance the experience on the products and services specific to the company
On the managerial level:
Retain employees
Align human resources and the development of skills
At the individual level:
Put the employee in a process of continuous improvement

Facilitating the internal development
Allow policy changes to employees
For internal training, the goal is to provide additional training to all employees of the
company as part of its function and this is reflected in particular by the creation of a
training guide.
A training manual will be developed to select the desired (at annual evaluations) training
or training included in an annual policy.
The challenge is to provide each employee of the Premium Package means to

understand in its entirety, the environment and the responsibilities of the position and
possess a tool for career management.
Beyond employees, the Premium Group maintains close ties with its network its
subsidiaries, partners, contractors and suppliers, its customers.
It is for this reason that the Group wants to open Premium Premium Academy on its
network, customers.
Educate and inform its network helps to show its expertise and strengths, but also
strengthen collaboration in the use of common methods, which improves the quality of
work with all stakeholders.
This part of the project reflects the commitment of the Premium Group will develop
knowledge of its customers on the different products they use as impact with better
utilization, better optimization of machines.
4.2 Description of the recruitment process

Recruitment refers to the process of attracting, screening, selecting, and on boarding a
qualified person for a job. At the strategic level it may involve the development of an
employer brand which includes an "employee offering".
The stages of the recruitment process include: job analysis and developing some person
specification; the sourcing of candidates by networking, advertising, and other search
methods; matching candidates to job requirements and screening individuals using
testing (skills or personality assessment); assessment of candidates' motivations and
their fit with organizational requirements by interviewing and other assessment
techniques. The recruitment process also includes the making and finalizing of job offers
and the induction and on boarding of new employees.[1]
Depending on the size and culture of the organization, recruitment may be undertaken inhouse by managers, human resource generalists and/or recruitment specialists.
Alternatively, parts of the process may be undertaken by public-sector employment
agencies, commercial recruitment agencies, or specialist search consultancies.
Recruitment within the Premium holding represents a response to the needs that arose
as the operation of different companies operating in the group.
The majority of recruitment contracts undated with a trial period of three months also
renewable once are according to law. this period that renews itself is justified by the first
three months pass in premium academy thus includes only those three months of training
and integration therefore to know the true competence of the new recruitment period and
renewed the allows the company well detailed profile of the new employee on the other
hand it allows the candidate familiarize themselves more with the business world.
the company does not undertake with respect to recruits by contract ANAPEC view that
the company is not in agreement with this latter view it refuses any kind of spontaneous
nominations or another source of employment this is explained by our HR that the

company does not have a massive recruitment policy on the one hand the other hand the
company interprets a person who will be assigned only for the reception of nominations
and resume work and sorting of these last as useless nor cost effective for the structure
that is to say that for a direction that barely contains three people that handle over 300
people provides that it is more interesting to outsource the operation of recruitment will
be that the first stage of the outsourcing.
therefore the recruitment process usually starts by searching and prospecting skills on
the market that can meet the need previously established on job descriptions followed by
interviews for the shortlisted candidates that can happen is a house of company either at
recruitment firms subsequently the results are sent to the company in turn pass
interviews to selected candidates then candidates are hired.
So our company is not beyond the ordinary course of recruitment, its process begins with
the identification of the job description that meets in advance of a need felt by a specific
direction of the entire holding. This job description includes this mandatory recruitment
namely the creation of a new position, improved spots established by a direction, so the
profiles must answer its mandatory and criteria previously developed in the job
description.
Each direction presents its needs in the management of human resources which makes
a study of the associated interest has validated the need for the application by the
validation of the job description which contains precisely the spots missions and
objectives of the new recruitment and that the links will be forged between the latter and
the hierarchical superiors and colleagues this page also presents the different tools that
will have availability for the functioning and progress of his work.
The second step of the recruitment process is the expression of a need a recruitment firm
in the case of our company is in agreement with the recruitment firm "Man power" well
done folder containing all the job descriptions and of delay that the company wants to
have replies sent to the firm may be one or more vacancies.
the company believes that outsourcing this task is much more profitable than if they treat
a house of the company and its own resources, our HR has repeatedly point to the idea
that despite the 'interesting that effective management manages more than 350 people
but the 3 people who are in this direction do the job before they were two director and
assistant, today assistant became responsible human development and training and the
new adherent is responsible for payroll.
after sends the need to recruitment firm and after the completion of the period set by the
company Receive an average of 5 CV that fit the job description, after the receipt of the
nominations the director of human resources as well as the responsible for the direction
which wants to recruit are sorting and choice between these CVs to call only 2 or
maximum 3 candidates, sorting is based mainly on the technical adequacy of the job
description and CV received.
the last step of the recruitment process of our company is sorting and selection in the CV
for past interviews technical, psychological and behavioral order ... which allows a clearer
vision about the candidates and to identify the profile of the candidate deserving of a post
integration thus subsequently through premium academy that newborn of group premium
which essentially has the support of new employees during the period of hiring this says
that the 3-month period of trying each employee spends in the academy is essentially a
feature integration has its familiarity with the world of business is reducing disadvantage
recruitment outside during these three months the employee spends training in relation to
stains and it has a mission to accomplish and the remaining two months is the integration
through the scenarios simulating reality..
To summarize all the steps mentioned above we offer you the following diagram:
1
2
3
4
5
Develop the job description
The expression of need has a recruitment

Receipt of the response of the firm
Sorting and choosing between condidat (cv / job description)
Maintenance to the presence of HRD and the responsible
management have expressed need.)
Description and analysis of the recruitment policy

There are a variety of recruitment approaches and most organizations will utilize a
combination of two or more of these as part of a recruitment exercise or to deliver their
overall recruitment strategy. There are five common models:
In-house or human resources personnel may in some case still conduct all stages
of the recruitment process. In smaller organizations, recruitment may be done by
individual managers or recruiters. More frequently, whilst managing the overall
recruitment exercise and the decision-making at the final stages of the selection
process, external service providers may undertake the more specialized aspects
of the recruitment process.
Social Media Recruitment is the new trend which can implement in the current
recruitment process. Social media helps to drive passive candidates and indirectly
helps to create brand awareness about the company. A few tools commonly used
by social media recruiters are LinkedIn, Facebook, Twitter, Google+ etc.
Outsourcing of recruitment to an external provider may be the solution for some

small businesses and at times for large organizations.
Employment agencies are established as both publicly funded services and as

commercial private sector operations. Services may support permanent,
temporary, or casual worker recruitment. They may be generic agencies that deal
with providing unskilled workers through to highly skilled managerial or technical
staff or so-called niche agencies that specialize in a particular industrial sector or
professional group.
Executive search firms recruit for executive and professional positions. These
firms operate across a range of models such as contingency or retained
approaches, and also hybrid models where advertising is also used to ensure a
flow of candidates alongside relying on networking as their main source of
candidates.
Internet recruitment services include recruitment websites and job search engines
used to gather as many candidates as possible by advertising a position over a
wide geographic area. In addition, social network sourced recruitment has
emerged as a major method of sourcing candidates.
In-house recruitment
Many employers undertake at least some of their own in-house recruitment, using their
human resources department, front-line hiring managers and recruitment personnel who
handle targeted functions and populations. In addition to coordinating with the agencies
mentioned above, in-house recruiters may advertise job vacancies on their own website
and other job boards, coordinate internal employee referrals, target and headhunt
external candidates (much like an external agency or search firm), work with external
associations, trade groups and/or focus on campus graduate recruitment. Some large
employers choose to outsource all or some of their recruitment process (recruitment
process outsourcing), however a more common approach is for employers to introduce
referral schemes where employees are encouraged to source new staff from within their
own network.
Internal recruiters
An internal recruiter (alternatively in-house recruiter or corporate recruiter) is
member of a company or organization and typically works in the human resources
department. Internal recruiters may be multifunctional, serving in an HR generalist role or
in a specific role focusing all their time on recruiting. Activities vary from firm to firm but
may include, screening CVs or rsums, conducting aptitude or psychological testing,
interviewing, undertaking reference and background checks, hiring; administering
contracts, advising candidates on benefits, on boarding new recruits and conducting exit
interviews with employees leaving the organization. They can be permanent employees
or hired as contractors for this purpose. Contract recruiters tend to move around between
multiple companies, working at each one for a short stint as needed for specific hiring
purposes. The responsibility is to filter candidates as per the requirements of each client.
Employee referral
For more details on this topic, see employee referral.
An employee referral program is a system where existing employees recommend
prospective candidates for the job offered, and if the suggested candidate is hired, the
employee receives a cash bonus. Job seekers may also be referred or recommended by
a third-party affiliate within a particular field based on certain criteria resulting in a lead or
interview with a potential future employer.
In some cases the organization provides the employee referral bonus only if the referred
employee stays with the organization for stipulated time duration (most cases 36
months). Referral bonus depends on the grade of the referred employee, higher the
grade then higher the bonus however, this method is not used for senior level hiring.
Outsourcing
An external recruitment provider may suit small organizations without the facilities to
recruit. Typically in large organizations, a formal contract for services is negotiated with a
specialist recruitment consultancy. These are known in the industry as Recruitment
Process Outsourcing. Recruitment process outsourcing may involve strategic consulting
for talent acquisition, sourcing for select departments or skills, or total outsourcing of the
recruiting function.
On-Campus Recruiting
College recruiting may not be living up to its potential:
Companies may not be realizing full value from their recruitment programs.
Fewer than half of corporate recruiters receive training in the proper techniques for
interviewing job applicants.
Recruiters tend to form a positive or negative impression about an applicant's

qualifications in the first few minutes of an interview, which is hardly sufficient time to
collect information on which to base a recruiting decision. Recruiters also tend to spend
more time talking with applicants they consider to be qualified and less time with
applicants they dismiss on the basis of a superficial judgment. Often, recruiters do not
follow the corporate script about:
1. The topics to be covered in an interview
2. Sometimes they fail to discuss important issues with applicants.
All these points reflect a lack of interviewing skills.
Employment agencies
For more details on this topic, see employment agencies.
Employment agencies operate in both the public and private sectors. Publicly funded
services have a long history, often having been introduced to mitigate the impact of
unemployment in economic downturns, such as those which form part of the New Deal
program in the United States, and the Job Center Plus service in the UK.
The commercial recruitment industry is based on the goal of providing a candidate to a
client for a price. At one end of the spectrum, there are agencies that are paid only if they
deliver a candidate that successfully stays with the client beyond the agreed probationary
period. On the other end; there are agencies that are paid a retainer to focus on a client's
needs and achieve milestones in the search for the right candidate, and then again are
paid a percentage of the candidate's salary when a candidate is placed and stays with
the organization beyond the probationary period.
The agency recruitment industry is highly competitive, therefore agencies have sought
out ways to differentiate themselves and add value by focusing on some area of the
recruitment life cycle. Though most agencies provide a broader range of service
offerings, at the two extremes are the traditional providers and the niche operators.
Traditional agency
Also known as employment agencies, recruitment agencies have historically had a
physical location. A candidate visits a local branch for a short interview and an
assessment before being taken onto the agencys books. Recruitment consultants then
work to match their pool of candidates to their clients' open positions. Suitable candidates
are short-listed and put forward for an interview with potential employers on a contract or
direct basis.
Niche recruiters
'Specialized recruiters' exist to seek staff with a very narrow specialty. Because of their
focus, these firms can very often produce superior results due to their ability to channel
all of their resources into networking for a very specific skill set. This specialization in
staffing allows them to offer more jobs for their specific demographic which in turn
attracts more specialized candidates from that specific demographic over time building
large proprietary databases. These niche firms tend to be more focused on building
ongoing relationships with their candidates as is very common the same candidates are
placed many times throughout their careers. Online resources have developed to help
find niche recruiters. Niche firms also develop knowledge on specific employment trends
within their industry of focus (e.g., the energy industry) and are able to identify
demographic shifts such as aging and its impact on the industry.
Financial arrangements operated by agencies take several forms, the most popular are:
A contingency fee paid by the company when an agency introduced candidate

accepts a job with the client company. Typical fees range from 15% to 25% based
on the candidates first-year base salary (fees as low as 12.5% can be found
online). This type of recruitment usually has a rebate guarantee should the
candidate fail to perform or leave within a set period of time (often up to a threemonth period and as much as a 100% rebate).
An advance payment that serves as a retainer, also paid by the company, is nonrefundable and paid in full depending on outcome and success (e.g., 40% up front,
30% in 90 days and the remainder once a search is completed). This form of
compensation is generally reserved for high level executive search/headhunters
Hourly charge for temporary workers and projects. A negotiated hourly fee in
which the agency is paid and then pays the applicant as a consultant for services
as a third party. Many contracts allow a consultant to transition to a full-time status
upon completion of a certain number of hours with or without a conversion fee.
the recruitment policy of the premium group is mainly based on the adequacy of specific
profiles earch exactly need each direction knowing that the group does not make a
massive recruitment but recruitment policy refers to Intern contract or training agreement
otherwise told each time that the company has implemented new projects it seeks future
winner of the big schools that are in their turn research internship course this recruitment
is done by project and by this time we had proposed was a also for the project GPEC
2014 and high potential 2014.
The Premium Group intends to participate in developing the employability of students by
providing them the opportunity to achieve highly operational internships related to their
education,
and
this,
whether
during
or
after
course
graduation.
Indeed, students are empowered and quickly benefit from close supervision to enable
them to derive maximum benefit from their time with us. This same supervisor,
specifically for training graduation, may also participate in the defense of the student
project.
From the outset and following an interview, an internship subject is clearly identified in
accordance with the aspirations of each student to whom we give the goals of
achievement. Whatever the outcome of the course, the Premium Package is a rewarding
experience thanks to the means given and the interest of the proposed missions.
If internships for graduates does not necessarily guarantee a job, but the best can be
integrated into a recruitment process as required. Our goal for junior employees is
actually recruit among the trainees. This method promotes a situational assessment of
the candidate and also allows him to discover our organization in all its aspects.
4.3description of the evaluation process:

The performance evaluation of staff can be a daunting activity. And this for both the
manager and the employees evaluated, but the implementation of certain practices and
focus on rewarding the human side , the yield would be heightened .
According to the director of human resources evaluation of employee performance is
through the evaluaion the effectiveness of training, this assessment is now more than
ever.
An obvious necessity. More organization cannot simply "train to train." Training is
expensive and takes time. More than for physical investment, it is important to know or to
locate the return on investment of training to be sure the profitable.
The evaluation of the effectiveness of training in SRM can be divided into two additional
dimensions, evaluation of training as required and an evaluation of the training of newly
recruited employees. This evaluation is usually done for commercials and engineers as
salespeople are those who reflect the image of the company according to the customers
and will ensure that the operations and sales engineers saw the importance of
technology in the execution of their tasks. The Human Resources Director compares the
turnover achieved by the employee in relation to the expenses borne by the management
for each of them, we talk about training , transportation, security, CNSS , etc. ..... and
thus through this comparison it must find a ratio greater than or equal to 1.2 to conclude
that the employee is profitable for the company and where otherwise training is planned
This assessment follows the need and therefore the Director of Human Resources says
that there is no annual assessment process because the department is newly created
and they do not want to spend money for something that is planned.
THERE are no strategic consequences of evaluation on training and career management
and high potential, since the management of jobs and skills is an approach to
management of human resources is to predict the evolution trades in the company to
anticipate organizational changes, developing employee skills to improve their
employability is an upcoming project as well as talent management. The only
consequences are at the performance in the tasks as well as employee motivation.
5 - Analysis of existing Information system Human resources:

5.1 Description of the components of the existing SIRH:
The mechanical construction company does not have a human resources information
system since the HR department just created it there's 2 years, and since they are in the
midst of crisis. The HR manager said that the adoption of an information system is very
expensive and has greater fiscal power and thus for the moment there is an upcoming
project in 2014.
To meet the needs of the HR department, SRM uses simple payroll software which they
are the only ones who have in MOROCCO.
This software makes payroll tasks, and with regard to the development and research, it is
the HR manager and his assistants who care for.
This payroll software is designed to DLRIX MISTRAL Distributors, landlords Repairers
and construction equipment, POS Handling and Industry.
DLRIX is an ERP system that meets the needs and requirements of distributors,
landlords and Repairers materials in TP-BTP, Industry and handling areas. This is a
dedicated solution whose evolution is based on a solid field experience and great
knowledge of the constraints related to these trades. It is for these reasons that DLRIX is
used by 400 companies in France, DOM-TOM and abroad. MISTRAL continues to

innovate with a total overhaul of PGI glue increasingly requirements.
Conclusion:
This project of the end of class was an Opportunity for all of us to develop, in practice, a
good knowledge of the Human resources function and its place in breast of the Moroccan
company.
The dumping within the department of the Human resources of Premium Groups gave us
more sense and understanding of the practices RH and as well as a better assimilation of
the course.
In necks of this project, we realized the importance of the role of the HR function in the
breast of the company.
We were able to:
- analyze the organization of the function RH within the Moroccan company.
- analyze the application of tools HRM within the company;
- analyze the role played by the HR MANAGER within the company;
- prepare, for those of us who are interested in it, their career in HR jobs.
-Establish a direct contact with a future recruiter.

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Project about the function of human resource in Morocco

(the case of Premium group)

Encadr par : Mr Karim GASSEMI

Chart 1: of HR department (page 12)

On-Campus Recruiting ................................................................................................................... 33

1-Presentation of the company, its sector of activity and its internal

1.2 Historical development of the company

2010: Inauguration of the new headquarters of the PREMIUM PACKAGE 25 000 m in

1.3 internal organization of the company

1.4 Analysis of the portfolio of products and services of the company

1.5 Elaboration and analysis swot matrix

2 - Organization and roles of the function Human resources:

Then the flowchart of direction of human resource is as followings:

chart 1: human resource department

Mrs. EL GUENNOUNIs career:

We can summarize the HR organization as following:

Chart 2: the HR organization

2-2 Description of the different missions of the human resource

The recruitment process is presented in the following stages:

For Mrs EL GUENNOUNI an annual performance reviews are a key component of

Discuss job performance

Set goals for professional development

2-3 Description of the strategic role of the human resources

Strategic RH: Mrs. GUENNOUNI has a good knowledge of the strategic

2.5 Company competitors on the market

3. Analyze distinctive values of the human resources department

3.2 Description and analysis of the activities of the management of

3.3 Description of the process of elaboration of the budget of the

3.4 Identification and analysis of the practices relative to the control of

3.5 Proposals and recommendations:

4 - Analysis of the processes of the development of the Human

(hard skills), or time management, conflict resolution, harassment or company policies

Description of the strategic role of training:

First, to provide training that equips important managers to plan strategically, to

Development and operationalization of the trainings plan:

Create a membership to the company and group synergy

On the managerial level:

At the individual level:

Put the employee in a process of continuous improvement

The challenge is to provide each employee of the Premium Package means to

4.2 Description of the recruitment process

nominations or another source of employment this is explained by our HR that the

Develop the job description

The expression of need has a recruitment

Description and analysis of the recruitment policy

Outsourcing of recruitment to an external provider may be the solution for some

Employment agencies are established as both publicly funded services and as

Recruiters tend to form a positive or negative impression about an applicant's

A contingency fee paid by the company when an agency introduced candidate

4.3description of the evaluation process:

5 - Analysis of existing Information system Human resources:

used by 400 companies in France, DOM-TOM and abroad. MISTRAL continues to

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