Human Resource Management

Final Project

Submitted To:
Maam Shumaila

Submitted By:
Superior Geeks

Human Resource Management

TABLE OF CONTENTS: 1. COMPANY OVERVIEW ................................................................................................5 2. JOB ANALYSIS:...............................................................................................................7 2.1. JOB DESCRIPTION OF SPO:.....................................................................................8 2.2. PROPOSED JOB DESCRIPTION OF SPO:..............................................................9 2.3. JOB DESCRIPTION OF STORE KEEPER:............................................................10 2.4. JOB DESCRIPTION OF ACCOUNTANTS MANAGER:.....................................11 2.5. PROPOSED JOB DESCRIPTION OF ACCOUNTS MANAGER:.......................12 2.6. JOB DESCRIPTION OF DIRECTOR SALES & FINANCE:...............................13 2.7. JOB DESCRIPTION OF CEO....................................................................................14 3. RECRUITMENT AND SELECTION POLICY:.........................................................17 3.1 RECRUITING PHASE:................................................................................................17 3.1.1. EMPLOYEE REFERRALS/RECOMMENDATIONS:.......................................17 3.1.2. EXTERNAL SEARCHES:.......................................................................................17 3.2. SELECTION PHASE:..................................................................................................18 3.2.1. INITIAL SCREENING:............................................................................................18 3.2.2. COMPLETED APPLICATION:.............................................................................18 3.2.3. EMPLOYMENT TEST: ..........................................................................................18 3.2.4. COMPREHENSIVE INTERVIEW:.......................................................................19 3.2.5. UNCONDITIONAL JOB OFFERS:.......................................................................19 4. SOCIALIZATION AND ORIENTATION PLAN:......................................................19 4.1. SOCIALIZATION PROCESS:...................................................................................19 4.2. NEW-EMPLOYEE ORIENTATION PROCESS:....................................................20 4.2.1. THE CEOS ROLE IN ORIENTATION:..............................................................20 4.2.2 HRMS ROLE IN ORIENTATION:........................................................................20 5. TRAINING AND DEVELOPMENT PLAN:...............................................................21 5.1. EMPLOYEE TRAINING:...........................................................................................21 5.1.1. NEW EMPLOYEES:.................................................................................................21 5.1.2. EXISTING EMPLOYEES:......................................................................................21 5.2. DETERMINING TRAINING NEEDS:......................................................................22 5.2.1. SPO:.............................................................................................................................22 SUPERIOR GEEKS Page 2

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5.2.2. OFFICE STAFF:........................................................................................................22 5.2.3. RSM/ZSM:..................................................................................................................22 5.2.4. THE CEO AND DIRECTOR SALES:....................................................................23 5.3. TRAINING METHODS:.............................................................................................23 5.3.1. SPO:.............................................................................................................................23 5.3.2. RSM/ZSM:..................................................................................................................23 5.4. EMPLOYEE DEVELOPMENT:................................................................................23 5.4.1. EMPLOYEE DEVELOPMENT METHODS:......................................................23 5.4.2. DEVELOPING OFFICE STAFF:...........................................................................24 5.4.3. DEVELOPING SPO TO SENIOR SPO:................................................................24 5.4.4. DEVELOPING SENIOR SPO TO RSM:...............................................................24 5.4.5. DEVELOPING RSM TO ZSM:...............................................................................24 5.4.6. DEVELOPING ZSM TO DIRECTOR SALES:....................................................24 6. PERFORMANCE APPRAISALS:................................................................................25 6.1. APPRAISAL METHODS:...........................................................................................25 6.1.1. MANAGEMENT BY OBJECTIVES (MBO):.......................................................25 6.1.1.1. GOAL SPECIFICITY:...........................................................................................25 6.1.1.2. PARTICIPATIVE DECISION MAKING:..........................................................25 6.1.1.3. AN EXPLICIT TIME PERIOD:...........................................................................25 6.1.1.4. PERFORMANCE FEEDBACK:..........................................................................26 6.2. PERFORMANCE EVALUATION STANDARDS AND APPRAISALS:.............26 6.2.1. OFFICE STAFF:........................................................................................................26 6.2.2. SPO:.............................................................................................................................26 6.2.3. RSM/ZSM:..................................................................................................................26 6.2.4. THE CEO AND DIRECTOR SALES:....................................................................27 7. COMPENSATION AND BENEFITS PLAN:..............................................................27 7.1. JOB EVALUATION AND PAY STRUCTURE:......................................................27 7.1.2. COMPENSATION SURVEY:..................................................................................28 7.2. REWARDS:...................................................................................................................28 7.2.1. INTRINSIC REWARDS:..........................................................................................28 7.2.2. EXTRINSIC REWARDS:.......................................................................................29 7.2.2.1. FINANCIAL AND NON-FINANCIAL REWARDS:.........................................29 SUPERIOR GEEKS Page 3

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7.2.2.1.1. FINANCIAL PERFORMANCE BASE REWARDS:.....................................29 7.2.2.1.2. NON-FINANCIAL REWARDS:........................................................................29 7.2.3. REWARDS FOR DIRECTOR & CEO...................................................................29 7.3. BENEFITS:....................................................................................................................29 8. SUCCESSION PLANNING: .........................................................................................30 8.1. JOB REPLACEMENT CARD:...................................................................................30 FOR ACCOUNT MANAGER:..........................................................................................32 9. POLICIES AND PROCEDURES:.................................................................................32 9.1. LEAVE POLICY:.........................................................................................................32 9.2. ATTENDANCE POLICY:...........................................................................................33 9.2.1. FOR OFFICE STAFF:..............................................................................................33 9.2.2. FOR SUPERVISORS AND MANAGERS:............................................................33 9.2.3. LUNCH AND PRAYER BREAK:...........................................................................33 9.2.4. FOR SPO:...................................................................................................................33 9.2.4.1. FIELD WORK TIMINGS ARE:..........................................................................34 9.2.4.2. SPECIAL ADJUSTMENTS:.................................................................................34 9.3. FINANCE POLICY: ....................................................................................................34 10. CONCLUSION:.............................................................................................................34

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High Noon Pharmaceutical Company HR Manuel 1. Company overview

High Noon is a partnership company. High Noon Pharmaceuticals is operating in different locations of Pakistan. Company contains two head offices: one in Lahore and the other one in Rawalpindi with 35 employees working under High Noon. Quality and efficiency are secured at High Noon by ongoing investments and are continually improved. High Noon is dealing with pharmaceutical products include antibiotics, antiallergenic products, preparations for treating diseases of the gastrointestinal tract, drugs for treating metabolic disorders and helminthes infections, psychotropic agents, analgesics, vitamin preparations and many other specialties. Organizational Structure: CEO

Director sales & finance

Zonal sales manager

Manager finance

Sales promotion officers

Office staff and store keeper

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Suggested career path:

Chief Executive

Director sales& Finance Zonal sales manager Field manager Senior sales promotion officer Accounts Manager Sales promotion officer Accountants

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Human Resource Management 2. Job Analysis:

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Human Resource Management 2.1. Job Description of SPO:

CURRENT JOB DESCRIPTIONS AND INSTRUCTIONS
Doc. No: JID 01 Issue No.: 01

Sales promotion officer

PURPOSE; To meet effectively sales targets in order increase the profitability of the organization To capture more market share in term of customers. Education Required BA/BSC Experience Required Experience not required Reports To Zonal sales manager Reported By Nil

Meeting to be attended Weakly Meetings zonal sales manager

Intrinsic Contacts With director sales & finance and zonal sales manager

Extrinsic Doctors and Pharmacys owners

Competency Requirement Good selling techniques, Good spoken English, Good memorization

Job Status Full Time

Career Mobility Zonal sales manger

Duties and Responsibilities Memorize literatures of medicine Getting information from pharmacys sales persons Visiting doctors of assigned area Introducing medicine to doctors New medicine has to be explained thoroughly to doctors Render service to doctors at any time they call

INSTRUCTIONS Always introduce yourself and organization. Explain incentives to doctors

Manager Systems Date

Chief Executive Officer Date

Recipient Date

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2.2. Proposed Job Description of SPO:

JOB DESCRIPTIONS AND INSTRUCTIONS
Doc. No: JID 02 Issue No.: 01

Sales promotion officer

PURPOSE; To meet effectively sales targets in order increase the profitability of the organization To capture more market share in term of customers Education Required Proposed BA/BSC Intrinsic Contacts With director sales & finance and zonal sales manager Experience Required Proposed 1 year experience Extrinsic Contacts Doctors and Pharmacys sales persons Competency Requirement Good selling techniques, Good spoken English, Good memorization Job Status Contractual Full Time Reports To Zonal sales manager Reported By

Meeting to be attended Weakly Meetings zonal sales manager Career Mobility Senior Sales Promotion Officer

Duties and Responsibilities Memorize literatures of medicine Getting information from pharmacys sales persons Visiting doctors of assigned area Introducing medicine to doctors New medicine has to be explained thoroughly to doctors Render service to doctors at any time they call

INSTRUCTIONS Always introduce yourself and organization. Do not forget to give visiting card. Use English as way of Communication. Explain incentives to doctors Jot down the medicine when introduced Hold a weekly meeting with colleagues to harmonies them.

Manager Systems Date

Chief Executive Officer Date

Recipient Date

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2.3. Job Description of Store keeper:

CURRENT JOB DESCRIPTIONS AND INSTRUCTIONS
Doc. No: JID 03 Issue No.: 01

Store keeper
PURPOSE; To maintain stocks to meet the customer demands To keep the complete record of stacks Education Required (Metric) Experience Required (Experience not necessary) Reports To Accounts manager Reported By

Meeting to be attended Meetings with director sale with accounts manager on the arrival of products/ medicines

Intrinsic Contacts With director sales & finance and accounts manager

Extrinsic Contacts Supplier

Competency Requirement Sharpness to maintain inventory data, Honesty

Job Status Contractual Full Time

Career Mobility Purchase manager

Duties and Responsibilities Product inspection Handling stocks in-out Keep the record of stocks

INSTRUCTIONS Review inventory on periodically for restock level Keep the record of invoices in proper files

Manager Systems Date

Chief Executive Officer Date

Recipient Date

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2.4. Job Description of Accountants Manager:

JOB DESCRIPTIONS AND INSTRUCTIONS
Doc. No: JID 04 Issue No.: 01

ACOUNTS MANAGER
PURPOSE; To meet effectively financial targets and maintain the stock in out record Education Required B.COM From reputed institute Intrinsic Contacts With director sales & finance and zonal sales manager And stock keeper Experience Required Current Experience not required Extrinsic Contacts Suppliers Reports To Director finance Reported By Store keeper and office worker Job Status Full Time

Meeting to be attended Weakly Meetings with director sale & finance Career Mobility Account manager

Skill Requirement Good analytical skills Excellent both written & spoken English, Good computer skills

Duties and Responsibilities

Invoicing Recording office, transportation, kitchen & other expenses Generate Salary sheets

INSTRUCTIONS Record daily transaction on computer Maintain backups Hold a weekly meeting with director sales and finance.

Manager Systems Date

Chief Executive Officer Date

Recipient Date

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2.5. Proposed Job Description of Accounts Manager:

JOB DESCRIPTIONS AND INSTRUCTIONS
Doc. No: JID 05 Issue No.: 01

ACOUNTS MANAGER
PURPOSE; To meet effectively financial targets and maintain the stock in out record Education Required B.COM From reputed institute Experience Required Current Experience not required Proposed 1 year experience Extrinsic Contacts Suppliers Reports To Director finance Reported By Store keeper and office worker

Meeting to be attended Weakly Meetings with director sale & finance

Intrinsic Contacts With director sales & finance and zonal sales manager And stock keeper

Skill Requirement Good analytical skills Excellent both written & spoken English, Good computer skills

Job Status Contractual Full Time

Career Mobility Account manager

Duties and Responsibilities Generating balance sheet and cash flows Double entry Book keeping Invoicing Recording office, transportation, kitchen & other expenses Generate Salary sheets

INSTRUCTIONS Record daily transaction on computer Maintain backups Hold a weekly meeting with director sales and finance.

Manager Systems Date

Chief Executive Officer Date

Recipient Date

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2.6. Job Description of Director Sales & Finance:

HIGH NOON pharmaceuticals JOB DESCRIPTIONS AND INSTRUCTIONS

Director sales & finance

PURPOSE; To execute and implement the business plan and administration activities. To keep liaison with customers and suppliers. To keep the relative & respective records in a crystal clear manner. Education Experience Reports To Reported By Required Required As organization 3 year CEO Colleagues, SPO, policy experience ZSM, office staff Recommended: recommended: Business at least 5 years graduate experience Or Having business diplomas and certifications Intrinsic Contacts With CEO, MRPs, ZSMs, Office staff, and accounntant Extrinsic Contacts Vendors, distributors and visitors Competency Requirement good entrepreneurial abilities, good communication skills and good administration and management skills Job Status Contractual Full Time

Doc. No: JID 06 Issue No.: 01

Meeting to be attended Meetings with CEO, ZSM and SPO

Career Mobility CEO

Duties and Responsibilities Managing all the staff working under in the direction to fulfill organizational goals To ensure the implementation of the processes as required

INSTRUCTIONS Prefer English as a way of Communication. Hold a weekly meeting with colleagues to harmonies them and keep in touch with current affairs and progress. Continuously review the plans Make objective and qualitative measures for goals

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Manager Systems Date Chief Executive Officer Date Recipient Date

2.7. Job Description of CEO

HIGH NOON pharmaceuticals JOB DESCRIPTIONS AND INSTRUCTIONS

CEO

Doc. No: JID 07 Issue No.: 01

PURPOSE; Give guidance to execute and implement the business plan and administration activities. To be aware of changing organizational needs. To make strategic and competitive moves. Education Experience Reports To Reported By Meeting to be Required Required attended As organization 5 year ZSM and director Meetings with policy experience Nil sales and finance director, ZSMs and Recommended: SPOs Business graduate Or Having business diplomas and certifications Intrinsic Contacts With director and ZSMs, Extrinsic Contacts Vendors, distributors and visitors Competency Requirement Good entrepreneurial abilities. have the power to understand the changing environment and its affect on HIGH NOON. Can initiate strategic and initiative moves. Job Status Career Mobility

Full Time

Nil

Duties and Responsibilities

To check that whether HIGH NOON is operating in the way of its strategy. To ensure the profitability of HIGH NOON.

INSTRUCTIONS Prefer English as a way of Communication. Hold a monthly meeting with colleagues to harmonies them and keep in touch with current affairs and progress. Continuously review the plans Make objective and qualitative measures for goals

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Manager Systems Date

Chief Executive Officer Date

Recipient Date

2.8. Recommended JD of Director:

HIGH NOON pharmaceuticals JOB DESCRIPTIONS AND INSTRUCTIONS

Director sales & finance

PURPOSE; To execute and implement the business plan and administration activities. To keep liaison with customers and suppliers. To keep the relative & respective records in a crystal clear manner. Education Experience Reports To Reported By Required Required at least 5 years CEO Colleagues, SPO, Having business experience ZSM, office staff diplomas and certifications Intrinsic Contacts With CEO, MRPs, ZSMs, Office staff, and accounntant Extrinsic Contacts Vendors, distributors and visitors Competency Requirement good entrepreneurial abilities, good interpersonal skills and good managerial skills Job Status

Doc. No: JID 08 Issue No.: 01

Meeting to be attended Meetings with CEO, ZSM and SPO

Career Mobility CEO

Full Time

Duties and Responsibilities Managing all the staff working under in the direction to fulfill organizational goals. To ensure the implementation of the processes as required. Continuously review the plans.

INSTRUCTIONS Prefer English as a way of Communication. Hold a weekly meeting with colleagues to harmonies them and keep in touch with current affairs and progress. Make objective and qualitative measures for goals.

Manager Systems

Chief Executive Officer

Recipient

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Date Date Date

2.9. Recommended JD of CEO:

High Noon
pharmaceuticals

JOB DESCRIPTIONS AND INSTRUCTIONS

CEO

Doc. No: JID 09 Issue No.: 01

PURPOSE; Give guidance to execute and implement the business plan and administration activities. To be aware of changing organizational needs. To make strategic and competitive moves. Education Experience Reports To Reported By Meeting to be Required Required attended Business 5 year ZSM and director Meetings with graduate experience Nil sales and finance director and ZSMs Or Having business diplomas and certifications Intrinsic Contacts With director and ZSMs, Extrinsic Contacts Vendors, distributors and visitors Competency Requirement Good entrepreneurial abilities. have the power to understand the changing environment and its affect on HIGH NOON. Can initiate strategic and initiative moves. Job Status Career Mobility

Full Time Nil

Duties and Responsibilities

To check that whether High Noon is operating in the way of its strategy. To ensure the profitability of High Noon.

INSTRUCTIONS Prefer English as a way of Communication. Hold a monthly meeting with colleagues to harmonies them and keep in touch with current affairs and progress. Continuously review the plans Make objective and qualitative measures for goals

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Manager Systems Date

Chief Executive Officer Date

Recipient Date

3. Recruitment and Selection Policy:

3.1 Recruiting phase:
High Noon recruitment is based on demand of labor. Company uses two approaches for recruitment in order to generate pool of candidates. 1. Employee Referrals and recommendations: 2. External searches:

3.1.1. Employee referrals/recommendations: HIGH NOON hire applicants through employee referrals. There are certain reasons behind adapting the employee recommendations intensively. Firstly, current employees know the best about the jobs need to be filled so, they can better recommend person who can better perform the particular jobs. Secondly, current employees will never suggest an applicant unless they make sure that he or she can perform confidently in front of managers. Because sending incapable applicant distort the image of employee who is promoting new applicant.

3.1.2. External searches: Other sources of recruitment are newspaper advertisements. This is the most popular method the company uses when it wants to publicly announce about its vacancies. Besides, HIGH NOON also use notifications pasting on different locations like walls and polls. The notification carries information of Argent need of medical representative. This help company to generate wide pool of applicant for the recruitment purpose

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Recommendations: Our company HIGH NOON uses advertisements for recruitment but company should also use the cyberspace method for recruitment. This method will ultimately help company to reduce its recruitment cost.

Universities and collages notifications: HIGH NOON should use university and collages as sources of recruitment. Company should place information on the universities and collages notice boards and the websites. There company can capture fresh candidates. This method is also a cost effective method and beneficial for the recruitment.

3.2. Selection phase:

Company selection criteria include number of step the candidate has to pass through.

3.2.1. Initial screening:

At this stage of selection, criterion company see that if candidate is fulfilling the minimum qualification, the candidate who meets the minimum qualification standard is then passed and eligible for the next coming stage. Rests of the candidates are rejected. 3.2.2. Completed application: HIGH NOON use a simple application form which contains simple questions like Name, Address, Telephone and Other personal information. It may include candidates experience, education and other experience certificates. Upon verification, if company finds any information faked, the candidate can be rejected. 3.2.3. Employment test:

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Because HIGH NOONs major workforce is SPO (Sales Promotion Officer), merely SPOs are required to qualify in the test. This simple test is based on memory the candidate is required to memorize medicine literature then his pronunciation, speaking fluency is checked. The pass candidates proceed for the next stage. In contrast, HIGH NOON does not take any test for candidates who are striving for other professions like accountant, storekeeper and security guard. 3.2.4. Comprehensive interview: Here directors and zonal sales managers take the comprehensive interview. Applicants confidence and its emotional stability are checked here. Almost all candidates, belong to different knowledge background are required to pass through the comprehensive interview in order to check their confidence level. 3.2.5. Unconditional Job offers: After the comprehensive interview if applicants perform intelligently, HIGH NOON will offer conditional or unconditional job. Recommendations: HIGH NOON should use employment test for accountants, storekeepers and other applicants in order to measure applicants abilities, communication skills and analytical skills. Depending, which applicant fall in which category thats how company can fill vacancy with who is better fit for the particular job. SPOs should also be given test to gauge their selling techniques as they spend most of their time in selling medicine. SPOs personal grooming should be give significant importance during hiring process. For Accountant position, HIGH NOON must take test to make sure their analytical skills

4. Socialization and Orientation Plan:

Loneliness and a feeling of isolation are not unusual for new employees-they need special attention to put them at ease. So, the organization must follow the socialization process to update each new employee about the values and norms of working at HIGH NOON Pharmaceuticals.

4.1. Socialization Process:

Pre-arrival stage:

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The organization will use selection process to inform prospective employees about the organization as a whole. Encounter stage: If the new employees found the differences between their expectations about job and reality then these employees should be socialized to detach them from their previous assumptions and replace these with the organizations pivotal standards. Metamorphosis stage: Higher management will provide help to recently hired employees in case of any problem they faced during working in the organization. Each individual should be informed about the evaluation process. That is, theyve gained an understanding of what criteria will be used to measure and appraise their work. A trusted environment should be developed and maintained by the higher management so that each employee should feel comfortable to work with the organization. Socialization of new employees can also be possible through the new-employee orientation process.

4.2. New-employee Orientation Process:

Activities that introduce new employees to the organization and their work units are the part of orientation.

4.2.1. The CEOs Role in Orientation: The CEO as the head of the companys executive management should participate in the orientation process to encourage new employees to work for this organization and also let the new employees to talk about their concerns. The CEO should visit each regional office at the announced date for at least once in a month to meet collectively with all new employees. 4.2.2 HRMs Role in Orientation: The role of Human Resource Department is very important in the orientation because generally this department is responsible for recruiting SUPERIOR GEEKS Page 20

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and selection process. Currently, as there is no functional HR Department in the HIGH NOON Pharmaceuticals, so it is the duty of Director Sales and Zonal Sales Managers (ZSMs) to play their role by conducting the official gatherings where the new employees will meet with the old employees and their interactions will develop. If the new employee is hire as Regional Sales Manager (RGM) or Zonal Sales Manager (ZSM) then The CEO will be present at the orientation ceremony. If the new employee is hired at other position, except that mentioned above, than the ZSMs are responsible for orientation. ZSM should offer these new employees what else he/she can do for them in the future.

5. Training and Development Plan:

5.1. Employee Training:
There are two types of training available in HIGH NOON Pharmaceuticals: one for the new hiring and the other is for the existing employees. 5.1.1. New employees: Training is only available for new hiring as Sales Promotion Officer (SPO). It is mandatory that new employees for all other positions available should be experienced and they should have the skill set required for the specific job.

5.1.2. Existing employees: Major portion of job positions in HIGH NOON Pharmaceuticals is sales oriented. If the employee at certain level is not fulfilling his/her responsibilities according to the job description then he/she will be offered a training session by his/her immediate officer. In that meeting, problem should be discussed with the targeted employee and try to identify the

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potential solution for that problem. If the officer recommends then the employee should be sent on training. Training can also be offered in such a case if the existing employee is promoted from one position to other position and the management perceives that training is needed to enhance the skill set and abilities of the employee.

5.2. Determining training needs:

5.2.1. SPO: The job of Sales Promotion Officer is very critical for the organization. Newly hired SPO should be offered 1 month training: to enhance his/her subjective knowledge about the products; to increase communication skills; and to develop the interpersonal skills to work as a team. Existing SPOs have to fulfill their targets. If any SPO is unable to fulfill his/her target then RSM/ZSM will discuss the matter with him/her at weekly meeting. RSM/ZSM will try to identify and solve the problem. If the SPO can not improve his/her performance after the counseling session then RSM/ZSM can recommend a training session for the particular employee. 5.2.2. Office staff: Training will be offered to office staff if working pattern has changed in the organization. For example: by implementing new technology equipment, or the addition of new process in the job description of office staff.

5.2.3. RSM/ZSM: These are experienced staff. Their responsibilities are also high because it is their duty to manage a group of subordinates. Managerial level skills are required for that job. If the employee at this position has some problem regarding his/her attitude or leading a team then Director Sales can recommend a training session to enhance their interpersonal skills as well as their leadership skills.

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5.2.4. The CEO and Director Sales: HIGH NOON Pharmaceuticals is a partnership concern and it is owned by two persons: one is CEO and other is Director Sales. So, training is the personal discretion of these two individuals. If they think that through training, they can manage their business more effectively then they can go for a training session.

5.3. Training Methods:

There are several methods which can be used by the management to train their employees according to their needs and the job position. 5.3.1. SPO: For new joining SPOs, it is most appropriate to use classroom lectures to train them because this is the method used to increase their subjective skills. It will also helpful for them to enhance their communication skills. For existing SPOs to increase their productivity, RSM/ZSM should meet them personally and give them personal support. Due to this meeting, the problem will be solved and along with benefit, SPOs morale will be increased. 5.3.2. RSM/ZSM: Classroom lectures as well as On-the-Job Training Methods are used to train RSM/ZSM. Director Sales will recommend the most appropriate method according to the situation and problem.

5.4. Employee Development:

Employee development focuses more on the employees personal growth. Successful employees prepared for positions of greater responsibility have analytical, human, conceptual and specialized skills. 5.4.1. Employee Development Methods: There are several methods which are used to develop managerial and nonmanagerial staff. Appropriate method selection will depends on situation. SUPERIOR GEEKS Page 23

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5.4.2. Developing Office Staff: Job Rotation is the appropriate and recommended method to develop office staff. The concerned authority can choose horizontal or vertical Job Rotation to develop office staff according to the skill set of the staff. 5.4.3. Developing SPO to Senior SPO: Job Rotation is a good method to develop the abilities of SPO so that he/she can become Senior SPO. Vertical Job Rotation can be selected for this situation. 5.4.4. Developing Senior SPO to RSM: RSM is quite big position for senior SPO. So it is recommended that Assistant-to-Position method should be used to develop senior SPO to RSM. Senior SPO will work as an assistant to RSM to get in depth knowledge of the responsibilities of RSM and he/she can develop himself/herself in a better way according to the new responsibilities. 5.4.5. Developing RSM to ZSM: RSM and ZSM both are managerial positions and the position holders are experienced professionals. The only difference is the level of responsibility. ZSM is responsible for the sales of whole zone which is a quite big responsibility. Therefore, it is recommended that Assistant-to-Position Method and Lecture courses and Seminars are used to enhance the decision making skills of RSM and to improve more team management skills.

5.4.6. Developing ZSM to Director Sales: In the current organization settings, ZSM can only become Director if he/she became the partner of HIGH NOON Pharmaceuticals. It is recommended that the position of Director Sales should not be fixed for Partners and ZSM should be developed to this position on the base of his/her performance.

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6. Performance Appraisals:
Performance appraisals must convey to employees how well they have performed on established goals. Its also desirable to have these goals and performance measures mutually set between the employee and the supervisor.

6.1. Appraisal Methods:

There are several methods which are used by management to evaluate employee performance. According to the nature of business of HIGH NOON Pharmaceuticals, we are recommending a method called Using Achieved Outcomes to Evaluate Employees or Management by Objectives (MBO). 6.1.1. Management by Objectives (MBO): Four ingredients are common to MBO program: 6.1.1.1. Goal specificity: The objectives in MBO should be concise statements of expected accomplishments. Tangible objectives should be expressed in the statements. 6.1.1.2. Participative Decision Making: Participative decision making should be used by manager and employees, in setting objectives and agrees on how they will be achieved. As the interests of managers and employees are directly linked with stretched objectives and achievement of these objectives then they will definitely put their maximum effort to achieve those objectives. 6.1.1.3. An explicit time period: Each objective has a concise time, too, in which it is to be completed. In our situation, it is 1 month.

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6.1.1.4. Performance Feedback: Continuous feedback on performance and goals are recommended. Twice a week meeting should be conducted by ZSM to get performance feedback and to discuss the routine matters with the field staff and to countercheck the performance whether the sales are meting the monthly goal plan.

6.2. Performance Evaluation Standards and Appraisals:

There are different performance evaluation standards for different positions: 6.2.1. Office Staff: If the office staff performs their responsibilities according to their Job Description then their salary will be increased by Rs.500 quarterly. If the employee performance is excellent from consecutive 3 months then a special pay raise can be offered by the Director Sales. 6.2.2. SPO: Each SPO has some sales targets given by RSM/ZSM. It is his/her responsibility to fulfill those targets. Performance Appraisal meetings should be conducted at the end of each quarter. Upon the achievement of 80% targets for consecutive 4 months: 30% basic pay rise. Upon the achievement of 80% targets for consecutive 3 months: 20% basic pay rise. 6.2.3. RSM/ZSM: Upon the achievement of 80% targets for consecutive 4 months: 30% basic pay rise. Upon the achievement of 80% targets for consecutive 3 months: 20% basic pay rise.

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6.2.4. The CEO and Director Sales: Both designation holders are the owners of HIGH NOON Pharmaceuticals. So, they will share the net profits among themselves.

7. Compensation and Benefits Plan:

7.1. Job evaluation and pay structure:
It is the process which describes the importance of each job for HIGH NOON pharmaceutical. The process which is used for HIGH NOON pharmaceuticals job evaluation is ordering method. We ranked the job worth from highest to lowest in HIGH NOON base on education, experience, problem solving, decision making and the role as a strategy maker of organization. CEO Grade 1

Director sales & finance Grade 2

Zonal sales manager (3)

Manager finance Grade 3 Office staff and store keeper Grade 5

Sales promotion officers Grade 4

7.1.1. Point method: (recommended for future) Factors 5th degree 4th degree 3rd degree Skills Education Metric FA/graduate Graduate Problem solving Interpersonal Very low Normal Low Fair/good Medium Good

2nd degree graduate/postgraduate High Very good

1st degree Post graduate Very high Very good Page 27

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skills Decision making Very low Low Medium High Very high

7.1.2. Compensation survey: According to the survey current practice in HIGH NOON is: Designations Office workers Store keeper Basic pay Daily Rupees allowance 4000 to 5500 7000 due to 3 years experience + increments 8000 to 100 to 125 12000 Medical allowance Vehicle maintenance Mobile charges

Sales promotion officers Zonal sales 15000 150 to 165 managers A/C manager 7000 less experience Director sales Net profit and finance sharing CEO Net profit sharing

500 2500/month

300 500

to

Post paid

Post paid Post paid

Notes: Inflation rate increment should be added to the basis pay according to the required percentage. Increase in the cost of living and utilities should be adjusted to the basics pay. Lump sum basic pay is the sum of basic pay according to grade/designation which is 65% of total basic pay, house rent allowance 45% of basic pay and utilities 10% of basic pay.

7.2. Rewards:
7.2.1. Intrinsic rewards: Participate in decision making at appropriate level SUPERIOR GEEKS Page 28

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Opportunity for growth by setting and informing the employee about his career path in the organization Diversity of activities

7.2.2. Extrinsic rewards: 7.2.2.1. Financial and non-financial rewards: 7.2.2.1.1. Financial performance base rewards: Performance bonuses: Quarterly performance bonuses are given to employees. Performance increments: There is also a performance increment in the basic pay per year.

7.2.2.1.2. Non-financial rewards: Preferred lunch hours. Lunch and one time tea is offered freely to the office staff. Business cards Impressive titles 7.2.3. Rewards for director & CEO Net profit sharing of the HIGH NOON pharmaceuticals between these two position holders.

7.3. Benefits:
Paid time off: vocations and holiday leaves are paid according to the leave policy. The pay is not deducted for sick leaves. Performance base benefits: there are quarterly base bonuses based on performance of an employee. these bonuses should be in any form according to employee desire but should not be included in basic pay. For office staff lunch and one time tea is free. For field tea is provided in weekly meeting on Tuesday and Friday. Page 29

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Some rewards also come in the category of Benefits. CEO should share the partnership of HIGH NOON pharmaceuticals. HIGH NOON currently is the partnership firm between current CEO and director sales and finance. So the overall profit is divided between these two persons. Employee counseling services: counseling services are available for employees to share their work related and personal problems. Financial counseling and family counseling. How to improve skill set. How to manage their career path.

8. Succession planning:
The bases of potential are: achievement of goals, team management, decision making, experience and interpersonal skills etc. The chart shows the development needs for future.

8.1. Job Replacement Card:

CEO SPO SPO ZSM (Mr. Shahzad) Mr. Rizwan (replacement for CEO)Mr. Kaleem Director sales and SUPERIOR GEEKS (Mr. Naveed) finance year Experience: 4 years Zonal sales manager Experience:Page 30 newly employed Experience:Experience: 1 4.8 years Decision making: very good Experience: 3.8 years Potential: medium Potential: low Decision making: good Potential: high Working: normal Decision making: good Working: hard Potential: high Recommended for: director sales & finance Potential: medium

Human Resource Management

SPO Positions

Sales promotion officer Ms. Aasia Experience: 1.5 years Potential: high Recommended for: ZSM Working: very hard

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Human Resource Management FOR ACCOUNT MANAGER:

Senior Account manager Ms. Samreen Zahra

Account manager Ms. Samreen Zahra Experience: 1.5 years Potential: medium Recommended for: SAM Working: very hard

9. Policies and Procedures:

9.1. Leave policy:
Type Sick leaves Casuals Marriage of blood relation/death Self marriage Government designated holidays Sundays No of days 7 15 3 7 16 52 Paid/non-paid deduction 7 or less than 7 are paid Paid Paid Paid Paid status

Notes:

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For sick leave the employee should provide certified medical leave application. The maximum leave for an employee is 1 month but it should be verified. In case of pregnancy it is allowed 3 months pre natal and 3 month post natal. For that period we will choose one or two employees according to the work load and assign them task. For overtime they will be provided extra pay according to work load. In case of casual leaves if an employee does not earn his/her leaves half of his leaves will be carrying forwarded to next year but after two years those carry forwarded leaves will not be entertained. Employees will be encouraged to earn collective leaves so that they get refresh and again do their work more affectively. In case of SPO and ZSM o The daily allowance will be deducted.

9.2. Attendance policy:

9.2.1. For office staff: Time arrival: 08:30 a.m. 9.2.2. For supervisors and managers: Start time: 09:00 a.m. Off time: 05:00 pm Off time: 05:00 pm

Ten minutes relaxation will be provided for employees in attendance but not in habitual cases. Three consecutive late will be considered as one leave and will be deducted from casual leaves. If casual leaves already have been earned then the percentage of pay will be deducted but it will be on the discretion of the management that whether to deduct pay or not. 9.2.3. Lunch and prayer break: On regular days except Friday: 1 pm to 2 pm. On Friday: break from 1 pm to 3 pm.

9.2.4. For SPO:

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They are to report to HIGH NOON office twice a week Tuesday and Friday at 03:00 pm in order to give progress report and discuss the problems regarding their assigned task. 9.2.4.1. Field work timings are: 10:00 am to 02:00 pm & 06:00 pm to 10:00 pm Zonal Sales Managers have weekly plan of SPO and they can verify SPOs field work timings by surprise visits at field. 9.2.4.2. Special Adjustments: Field work timings can be re-adjusted by higher management but there should be a valid proof and reason for that special change. Every record, related to special time adjustments, should be maintained properly.

9.3. Finance policy:

It is not a pure financial policy but a type of incentive that if an SPO/ZSM has not motor bike but he has been hired due to his abilities. HIGH NOON will provide him motor bike but the owner ship will remain with HIGH NOON. After 1 year, employee can purchase that bike from HIGH NOON at 20 % discount than market value. If an employee needs money which is not more than five times of his/her pay he/she will be provided that finance but interest free. Return terms will be decided with the employee that whether he will return money by deducting from its salary or he will return himself. He can return lump sum amount with in one week or through installments with in next six months from the date of loan issuance.

10. Conclusion:
The implementation of the whole HR system will lead company to grow systematically. This will help company to increase overall productivity of the organization, achieve the sustainable growth, boost the profitability, make employees loyal, and reduce absenteeism and to improve image of the organization.

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