Professional Documents
Culture Documents
Table of Contents....................................................................................................... 1
Overview of HR Simulation Project.............................................................................3
Introduction............................................................................................................. 3
Methodology............................................................................................................ 4
Organization...............................................................................................................5
Introduction............................................................................................................. 5
Organizational Chart............................................................................................... 6
................................................................................................................................ 6
Organizational Vision...............................................................................................7
Organizational Values..............................................................................................7
Company’s HR philosophy.......................................................................................8
Design of HR System Components.............................................................................9
Identification of the managerial position.................................................................9
Job Analysis............................................................................................................. 9
Part One: Job Identity...........................................................................................9
Part Two: Job Contents.......................................................................................10
Job Description......................................................................................................12
Job Specifications..................................................................................................12
Recruitment Procedure..........................................................................................16
Recruitment plan................................................................................................16
Job Advertisement..............................................................................................19
Weighted Application Blank................................................................................20
Selection Procedure...............................................................................................25
Appraisal Package.................................................................................................27
Compensation Package.........................................................................................32
Training and Development Package......................................................................32
Conclusion and Recommendations...........................................................................34
References................................................................................................................34
Annex.......................................................................................................................35
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Overview of HR Simulation Project
Introduction
Human Resource Management is one of the most important areas where today’s
managers are focusing to gain advantage in this age of cut-throat competition.
Despite unemployment looming large organizations are witnessing significant
workforce shortages due to an inadequate supply of workers as the skills needed to
perform the jobs are being added.
The project basically deals with the implementation of the theoretical principles in a
real world situation with endeavors to make the process better than the existing
one. The simulation project is done as a requirement for the partial fulfillment of
Managing People and Performance course of EMBA at Kathmandu University School
of Management.
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Methodology
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Organization
Introduction
Surya Nepal Private Limited (SNPL) is an Indo-Nepal-UK joint venture, which started
operations in Nepal in 1986. Surya Nepal is now the largest private sector
enterprise in Nepal and a subsidiary of ITC Limited, India, the balance shares are
held by 20 Nepalese individual & corporate shareholders and British American
Tobacco (Investment) Limited, UK.
Surya Nepal’s commitment to its corporate vision “enduring value for all
stakeholders” has been uncompromising through the years and is reflected in every
product, process and service provided by the company.
The company was awarded the prestigious FNCCI National Excellence Award during
2007 for being the best-managed corporation in Nepal. The company is also the
recipient of various national safety and environmental awards and with our constant
focus on systemic work processes, both our cigarette and garment factories are
ISO-9001: 2000 certified.
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Organizational Chart
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Organizational Vision
According to Surya Nepal, its vision is “To be an Internationally Benchmarked Multi-
Business Corporation in Nepal, Delighting Global and Domestic Customers with a
proud ‘Made in Nepal’ Label and Accounting For 2% Of the Country’s GDP. To Be A
Partner In Nation-Building And Create Enduring Value For All Stakeholders”.
Organizational Values
Nation Orientation
Surya Nepal is aware of its responsibility to generate economic value for the nation.
In pursuit of its goals, it will make no compromise in complying with applicable laws
and regulations at all levels.
Trusteeship
As professional managers, the organization is conscious that Surya Nepal has been
given to it in “trust” by all our stakeholders. It is committed to actualize stakeholder
value and interest on a long-term sustainable basis.
Excellence
It does what is right, does it well and wins. It goes the extra mile and seeks
superiority in all that it undertakes.
Customer Focus
Innovation
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Company’s HR philosophy
Preamble
The Surya Nepal philosophy affirms the company’s belief that people are its major
asset, and that together they will sustain Surya Nepal as an institution with vitality
and perpetuity.
Self-managing Resource
It believes that each human being is a fundamentally different and unique resource,
in that he/she is simultaneously a source, a resource, and the end of all economic
and social activity. He/she is the means as well as the purpose. He/she is capable,
willing and, in the normal course of evolution, developing.
Potential
Surya Nepal believes in the inherent potential of people. There are different kinds
and degrees of potential, which can be developed and utilized in the context of task
challenges, responsibility and commitment.
Limitations
Surya Nepal believes that any apparent limitations in people are the result of a
variety of circumstances and factors, and can be overcome with support, awareness
and correction, following which, the potential has a chance to flower again.
It believes that Surya Nepal as a business institution can provide a high quality of
work life for all its members through opportunities for a meaningful career, job
satisfaction and professional development. Through this, Surya Nepal members will
contribute to quality of life in their interface with society.
Meritocracy
Surya Nepal believes that people accept meritocracy as a just and equitable
system, and contribute best under conditions of open opportunities and challenges
and differential rewards commensurate with performance.
Membership
Surya Nepal believes that people can blend harmoniously the components in their
membership of Surya Nepal, namely leadership, fellowship and peer ship.
Actualization
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Surya Nepal believes that the design, implementation and update of human
resource management systems, enhancement of skills, and creation of an enabling
climate will facilitate the self-actualization of itself as individuals and of Surya Nepal
as a valued business institution.
Job Analysis
Job analysis is a systematic way to gather and analyze information about the
content and the human requirements of jobs, and the context in which jobs are
performed. Information that can be helpful in making the distinction includes the
following:
Today’s organizations are changing and jobs must fit so many different situations,
managers and employees alike are finding that designing and analyzing jobs
requires greater attention than in the past.
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5. Supervises Brand officer -1
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D. Monitor, Guide and identify Detail report from Market Research
the area for General Agency and presentation to Top
Consumer Survey (GCS). level Management
1. Communicate the GCS to
RSMS, Brand Officers and
input the brands accordingly.
E. Brand development Develop the brand as per the
1. Research and development indication by GCS and Portfolio
2. Campaign route analysis. New brand development
finalization
as per the portfolio analysis and
3. Packaging development
research findings.
G. Vendor Development
9. Authority
1. Sanction for purchase, materials and other operational activities up to Rs.
50000 at a time from the approved budget.
2. Approve pay leaves of subordinate for a maximum period of a week.
3. Approve travelling schedule and travelling cost of the subordinate.
4. Approve the advertisement materials received from the vendors.
5. Approve trainings of the subordinate.
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Key Result Areas Generic Performance Indicators
Profitability of brand Contribution
Brand imagery Brand value, brand attractiveness, youthfulness
Market Presence Visibility (measured by AC Nelson)
Job Description
A job description indicates the tasks, duties, and responsibilities of a job. It identifies
what is done, why it is done, where it is done, and briefly, how it is done.
Performance standards should be clear from a job description, telling what the job
accomplishes and how performance is measured in key areas of the job description.
Job Specifications
Job specifications list the knowledge, skills, and abilities an individual needs to
perform a job satisfactorily. Knowledge, skills, and abilities (KSAs) include
education, experience, work skill requirements, personal abilities, and mental and
physical requirements.
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Job Description
General Summary
The position holder is responsible for maximizing the brand potential through developing
and communicating brand strategies and developing plans covering all elements of the
marketing mix, within the overall decided portfolio strategy. The position holder is also
responsible for ensuring that the brand is young and attractive to the consumers and
profitable to the organization in the long run.
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database computer software.
6. Skills in making presentations to groups and in explaining brand strategies,
policies to sub-ordinates and supervisors.
7. Skills in innovation and creativity.
Education and Experience
The position requires the equivalent of Master’s of Business Administration or Master’s in
Management with specialization in marketing. The position also requires at least two years
of experience in sales and two years of experience in brand management.
Critical Attributes
Leadership, interpersonal skills, team spirit, supportive behavior, fairness, encouraging,
creativity.
The specification has been prepared after the in-depth analysis of the job. We have
used following tools for the purpose:
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3. Study of the job specification for the position.
Surya Nepal Pvt. Ltd. is very much of a today’s organization with a proper
care on the Human Resource Management aspects of today’s competitive
world. It has job specifications for all its position which are properly
documented. Beside these documents there are employees’ guidelines,
policies related document which was also studied.
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Recruitment Procedure
Recruitment plan
The post that the case is based on is that of a Brand Manager, who has the overall
responsibilities of plan the development of brand, execution of plan and formulate
strategies for the brand. This requires a lot of critical thinking, domain knowledge
and idea of best practices of Brand Management. Surya Nepal has policy to promote
its internal staffs to this position or they can hire it from outside. Surya Nepal is a
Multinational Company and it invites a lot of application when it announces
vacancies.
In some cases the position of Brand Manager is given to internal staffs (Nepal and
India) while in others outsiders are encouraged.
The main objective of the recruitment is to create a pool of highly competent and
experienced individuals so the company is able to place the best person in the job.
There are various sources to generate this pool. The company requires highly
experienced person but as there is a single vacant position it does not need a huge
pool of candidates. At the same time it does not want to be unable to grab the
attention of the best people available.
There are following options available from which it can generate its pool. The list is
given below. The frequency of advertisement is in line with the requirement to
complete the selection process within the month. Application blank will be received
only for fifteen days after the vacancy announcement is made public.
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information among The advertisement will
which few are common appear on the home-page
and popular. of the site for a week.
The yield ratio is relatively larger; this has been due to HR policy of not missing any
best available options in the market.
For the internal pool generation there will be two mechanisms, HRIS of the company
will be used for the evaluation of the eligible candidate or the references of the
senior executives will be taken into consideration. The company will itself select the
candidate based on their performance reports. These candidates will join the
external candidates from the MBTI test phase and they will have to compete for the
position like any other external applicant.
The other interested internal staffs will also be allowed (given they meet the
criteria) to submit the Application blank. For this purpose the vacancy information
will be published in the intranet system and in the notice-boards.
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Job Advertisement
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Weighted Application Blank
Name
Family name First name Middle name Maiden name
Date of Birth Citizenship
YYYY-MM-
DD
Address Address
(Permanent) (Present)
Telephone Mobile
Professional Courses/
trainings/seminars
Courses/trainings/seminars Institution with complete Year Duration
address
Highlights of courses/trainings/seminars
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Course Institution with complete Year Duration
address
Highlights of courses/trainings/seminars
(If you need more space, attach additional pages in the same format)
Job Experiences
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Information relationship with
applicant
I certify that the statements made by me are true, complete and correct to the best
of my knowledge and belief. I understand that any false statements or any required
information that is withheld from this may provide grounds for the withdrawal of
any offer of appointment or dismissal if an appointment has been accepted.
Date: Signature:
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Weightage Criteria for Application Blank
Age
Citizenship
Marital Status
Academic
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Trainings
References
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Selection Procedure
The company will follow a hybrid selection procedure to fill the position instead of
multiple hurdle and compensatory techniques. The yield ratio pyramid (discussed
in the recruitment plan) shows that there are five steps that will screen the
applicants before selecting the person for the position. The selection process shall
complete in a span of a month. Except for the MBTI and Work Sample
Test/Management Assessment Center other tests will screen out the candidates at
every level.
The schedule of the individual processes is given in the following table.
Recruitment process 1st day
WAB Evaluation 15th day after the first
advertisement
First Phase Interview 20th day
MBTI 23rd day
WST/MAC 25th day
Final Interview 27th day
Job offer 29th day
Total Time 29 days
The WAB Evaluation will screen out fifty percent of the applicant who will be
subjected to the first phase interview. The structured interview will be taken by the
panel.
First phase interview panel
1. Marketing Manager
2. Sales Manager
MBTI
Work sample test/Management Assessment Center
This will involve case based test. The candidates will be given two cases one will
involve development of marketing and branding plan of a new product. The other
will involve development of plans of a product that is not performing well. The
market related information and other information will be provided. The candidates
will be required to make the presentation of their plans before the Marketing
Manager, Sales Manager along with other executives.
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Leadership
Command over
Language
Experience
Leadership
Interpersonal
Skills
Personality
Factors
Emotional
Intelligence
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Appraisal Package
The appraisal process shall generate adequate feedback and guidance from the
immediate superior to an employee working under him. It will be used to decide
upon a pay raise and to provide inputs to the system of rewards (salary
adjustments, transfers, promotions).
While developing the form we have tried to minimize the halo effect, make the
rating standards clear and avoid the central tendency. For this purpose the rater
shall be given training and information on how and why to do the appraisal and the
points he/she should consider during the appraisal process. S/he shall be
encouraged to be fair, highly communicative and consistent.
Planning
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After the appraisal process
• Prepare the formal record of the interview
• Monitor Performance
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Performance appraisal form
Appraisee Function
Title Appraiser
Date Of Job Title
Appointment
Time In Present Job
Present Age
Rating Period: From: To:
Reason for Regular interval ___ Introductory ___
appraisal (check Counseling only ___ Discharge___
one)
Performance Review
Achievement against agreed objectives
Key Result Area (Task and personal Performance Achievement
objectives)
Sales Actual Sales
Brand Target Score
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Management Skills Technical Skills
People Leadership Product Knowledge
Resource Management Brand Knowledge
Business Development Computer Skills
Communication Planning
Influencing
Creative Thinking
Rational Decision Making
Career Commitment
Signed ………………………………….
Date…………………………………
Appraisee comments following the review
Signed ………………………………….
Date…………………………………
Comments by appraiser’s manager
Signed ………………………………….
Date…………………………………
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The incumbent Brand manager will be appraised on a quarterly basis following a
final appraisal at the end of each fiscal year.
Apart from many performance appraisal methods, we will use the Graphical Rating
Scale and will use MBO and Narrative forms.
Surya Nepal has a brand manager for a particular business unit. Hence other
appraisal methods such as alternative rating methods and forced distribution
methods will not be appropriate.
Surya Nepal uses a log for its various activities, in this case the marketing manager
reviews daily activities of the brand manager, hence critical incident methods also
can be recommended. Surya Nepal could also use BARS as a performance appraisal
system.
However we feel that Surya Nepal practice a MBO approach as the position (Brand
Manager) has a strategic role as well. Goals for a brand manager can be set with
this method so that evaluation of results will be more objective.
The BARS suggested can have critical incidents and targets for specific KRAs. The
narrative report from the supervisor will further strengthen the appraisal making it
more robust and devoid of short comings.
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Compensation Package
Surya Nepal focuses on the results and the focus of a brand manager should be in
line with the focus of the company. A brand manager should be very analytical,
good communicators and possess entrepreneurial tendencies. Brand manager of a
company as large as Surya Nepal should have a strong foundation on the core
aspects of marketing. He should have in-depth knowledge on advertising, research,
consumer behavior and strategy while the knowledge of finance and accounting is
an added benefit.
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Conclusion and Recommendations
References
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Annex
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