Table of Contents

Table of Contents...............................................................
........................................ 1 Overview of HR Simulation Project....
.........................................................................3 Intro
duction.........................................................................
.................................... 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 Ident
ification 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 Weig
hted Application Blank..........................................................
......................20 Selection Procedure....................................
...........................................................25 Appraisal Package.
................................................................................
................27 Compensation Package.........................................
................................................32 Training and Development Pack
age......................................................................32 Conc
lusion and Recommendations......................................................
.....................34 References..............................................
..................................................................34 Annex......
................................................................................
.................................35
1 |Page
2 |Page
Overview of HR Simulation Project
Introduction
Human Resource Management is one of the most important areas where today’s manag
ers are focusing to gain advantage in this age of cut-throat competition. Despit
e 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. Today the role of HR Management is so important that
it is taking the position of a strategic partner in organizations. The ruthless
nature of today’s competition has led organizations to focus on their main asset
s which are their employees. Hence the process of selecting, hiring, training, a
ppraising and compensating employees should be in accordance with the organizati
onal goal. It has become a great necessity that the organizations measure the ef
fectiveness of HR efforts. It has become crucial for organizations to have bette
r people in all positions if not the best. A proper planning of Human Resources
pave path to profitable future. The organizations have long realized that the in
vestment in their Human Resources gives the better pay off. For organizations to
survive, it is important for their employees adapt to changing times, they can
develop skills that is being added to their jobs. “Where does it begin?” can be
a crucial question but the answer is easy, “from the planning phase itself”. It
is the question of survival for organizations to select the best people, give th
em the best of available trainings, and motivate them so they can deliver to the
ir caliber. The simulation project identifies a managerial position in a real wo
rld organization. After a detail analysis of the subject the project aims to dev
elop a complete package from job analysis, to recruitment and selection to appra
isal mechanism. The project basically deals with the implementation of the theor
etical principles in a real world situation with endeavors to make the process b
etter 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 Ka
thmandu University School of Management.
3 |Page
Methodology
4 |Page
Organization
Introduction
Surya Nepal Private Limited (SNPL) is an Indo-Nepal-UK joint venture, which star
ted operations in Nepal in 1986. Surya Nepal is now the largest private sector e
nterprise in Nepal and a subsidiary of ITC Limited, India, the balance shares ar
e held by 20 Nepalese individual & corporate shareholders and British American T
obacco (Investment) Limited, UK. Surya Nepal’s businesses include manufacture an
d marketing of cigarettes and readymade garments in Nepal as well as exports of
ready-made garments with a total turnover of over US $100 million. Surya Nepal’s
commitment to its corporate vision “enduring value for all stakeholders” has be
en uncompromising through the years and is reflected in every product, process a
nd service provided by the company. The company was awarded the prestigious FNCC
I National Excellence Award during 2007 for being the best-managed corporation i
n Nepal. The company is also the recipient of various national safety and enviro
nmental awards and with our constant focus on systemic work processes, both our
cigarette and garment factories are ISO-9001: 2000 certified.
5 |Page
Organizational Chart
6 |Page
Organizational Vision
According to Surya Nepal, its vision is “To be an Internationally Benchmarked Mu
ltiBusiness 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 econom
ic value for the nation. In pursuit of its goals, it will make no compromise in
complying with applicable laws and regulations at all levels. It promises to val
ue and respect Nepali culture and ethos. Trusteeship As professional managers, t
he 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 intere
st on a long-term sustainable basis. Highest standard of Corporate Governance –
Absolute Integrity. 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 Fo
cus Surya Nepal is always customer-focused and always strives to surpass custome
r expectations in terms of value, product quality and satisfaction. Respect for
People Surya Nepal is result-focused, setting high performance standards for its
elf as individuals and teams. It always respects and values people and upholds h
uman dignity. The company acknowledges that every individual brings a different
perspective and capability to the team and that a strong team is driven by the v
ariety of perspectives within it. Innovation It constantly pursues newer and bet
ter processes, products, services and management practices.
7 |Page
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 institut
ion with vitality and perpetuity. Self-managing Resource It believes that each h
uman being is a fundamentally different and unique resource, in that he/she is s
imultaneously a source, a resource, and the end of all economic and social activ
ity. 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 i
n the inherent potential of people. There are different kinds and degrees of pot
ential, which can be developed and utilized in the context of task challenges, r
esponsibility 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, th
e potential has a chance to flower again. Quality of Work Life It believes that
Surya Nepal as a business institution can provide a high quality of work life fo
r all its members through opportunities for a meaningful career, job satisfactio
n and professional development. Through this, Surya Nepal members will contribut
e to quality of life in their interface with society. Meritocracy Surya Nepal be
lieves that people accept meritocracy as a just and equitable system, and contri
bute best under conditions of open opportunities and challenges and differential
rewards commensurate with performance. Membership Surya Nepal believes that peo
ple can blend harmoniously the components in their membership of Surya Nepal, na
mely leadership, fellowship and peer ship. Actualization
8 |Page
Surya Nepal believes that the design, implementation and update of human resourc
e management systems, enhancement of skills, and creation of an enabling climate
will facilitate the self-actualization of itself as individuals and of Surya Ne
pal as a valued business institution.
Design of HR System Components
Identification of the managerial position
The managerial position we have selected for the design of the HR system compone
nts is that of the Brand Manager at Surya Nepal Pvt. Ltd.
Job Analysis
Job analysis is a systematic way to gather and analyze information about the con
tent and the human requirements of jobs, and the context in which jobs are perfo
rmed. Information that can be helpful in making the distinction includes the fol
lowing: • • • • • • • • Work activities and behaviors Interactions with others P
erformance standards Financial and budgeting impact Machines and equipment used
Working conditions Supervision given and received Knowledge, skills and abilitie
s needed
Today’s organizations are changing and jobs must fit so many different situation
s, managers and employees alike are finding that designing and analyzing jobs re
quires greater attention than in the past. The process of analyzing jobs in orga
nizations requires planning of several factors. Some of the considerations are h
ow it is to be done, who provides data, and who conducts and uses the data so th
at the job descriptions and job specifications can be prepared and reviewed. The
most fundamental use of job analysis is to provide the information necessary to
develop job descriptions and specifications. Part One: Job Identity 1. Position
Title 2. Position Identity 3. Work Unit 4. Reports to 9 |Page Manager, Brand Ca
reer Band: Manager; Level: Four (M4) Marketing Manager, Marketing
5. Supervises 6. Work relationships
Brand officer -1 1. a. b. c. Functional line managers Managers, brand Managers,
material Manager, Trade marketing and development d. Regional sales, managers e.
Accountant, management f. Commercial, managers g. Corporate affairs relationshi
p, manager 1. Maximize the brand potential through developing and communicating
brand strategies and plans covering all elements of the marketing mix, within th
e overall decided portfolio strategy. 2. Ensure that the brand remains contempor
ary and attractive to the consumers and profitable to the organization in the lo
ng run.
7. Job purpose
Part Two: Job Contents 8. Performance Areas and Standards Responsibilities and D
uties Performance Standards A. Ensure sustainability of Brand 1. Keep the brand
attractive, contemporary and modern. 2. Plan and execute overall marketing mix f
or the brand. 3. Implementation of day to day brand activities e.g. vendor manag
ement, logistics etc. B. Portfolio Management 1. Measurement of brand profitabil
ity 2. Portfolio gap analysis 3. Portfolio extension plan C. Develop and impleme
nt cycle plan 1. Distribute promotion material 2. Planning of media reach 10 | P
a g e There is a profitable value associated with brand and the value has incre
asing trend and presence.
Time
There is no gap in portfolio and every portfolio is profitable.
Inputs (POS and Signage) have geographical circle wise reach.
D. Monitor, Guide and identify the area for General Consumer Survey (GCS). 1. Co
mmunicate the GCS to RSMS, Brand Officers and input the brands accordingly. E. B
rand development 1. Research and development 2. Campaign route finalization 3. P
ackaging development
Detail report from Market Research Agency and presentation to Top level Manageme
nt
Develop the brand as per the indication by GCS and Portfolio analysis. New brand
development as per the portfolio analysis and research findings. Create new pac
k for the new brands and implement the research for commercialisation.
F. New Campaign plan, development and execution 1. Research 2. Plan and execute
advertisement strategies 3. New campaign development 4. Manage promotional event
s.
New campaign development as per the research indication which is agreed with mar
keting manager during performance appraisal, quarterly review and monthly meetin
g. Completion of the same is recorded as performance indicator during at year en
d evaluation – Time frame indicated.
Manage and conduct agreed promotional events which are useful to enhance the bra
nd imagery as per the agreed format and timeline. G. Vendor Development
9. Authority 1. Sanction for purchase, materials and other operational activitie
s up to Rs. 50000 at a time from the approved budget. 2. Approve pay leaves of s
ubordinate for a maximum period of a week. 3. Approve travelling schedule and tr
avelling cost of the subordinate. 4. Approve the advertisement materials receive
d from the vendors. 5. Approve trainings of the subordinate. 10. 11 | P a g e Ke
y Result Areas and Performance Indicators
Key Result Areas Profitability of brand Brand imagery Market Presence
Generic Performance Indicators Contribution Brand value, brand attractiveness, y
outhfulness Visibility (measured by AC Nelson)
11. Minimum Educational Attainment Master’s of Business Administration or Master
’s in Management, marketing specialization preferred. 12. Minimum professional e
xperience At least two years of experience in sales and two years of experience
in brand management (both requirements within organization) 13. Required Compete
ncies 1. English language proficiency (both in written and spoken) 2. Ability to
use computer especially office packages (word, excel, power point) 3. Ability t
o analyse things, issues (high analytical skills) 4. High logical skills 14. Cri
tical Attributes Leadership, interpersonal skills, team spirit, supportive behav
iour, fairness, encouraging, creativity
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 w
hat 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) includ
e education, experience, work skill requirements, personal abilities, and mental
and physical requirements.
12 | P a g e
Job Description
JOB TITLE: INCUMBENT: WORK UNIT: SUPERVISOR’S TITLE: JOB CODE: LEVEL: LOCATION:
EXEMPT/NONEXEMPT:
General Summary The position holder is responsible for maximizing the brand pote
ntial through developing and communicating brand strategies and developing plans
covering all elements of the marketing mix, within the overall decided portfoli
o 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 t
he long run. Essential Duties and Responsibilities
1. Brand • • • 2. Brand • • • 3.
4.
5. 6.
7. 1. 2. 3. 4. 5.
Development Conduct research and development projects. Finalize campaign routes.
Develop new packages for products. Sustainability Keep the brand attractive, co
ntemporary and modern. Plan and execute overall marketing mix for the brand. Imp
lement day to day brand activities e.g. vendor management, logistics etc. Portfo
lio Management • Measure brand profitability. • Analyse portfolio gap. • Extend
portfolio plan. Development and implementation of cycle plan • Distribute promot
ion material • Plan for media reach General Consumer Survey(GCS) • Communicate t
he GCS to RSMS, Brand Officers and place the brands accordingly. New campaign pl
anning, development and execution • Conduct research • Plan and execute advertis
ement strategies. • Develop new campaign. • Manage promotional events. Vendor De
velopment Ability Ability Ability Ability Ability to to to to to formulate plans
and policies for brand management. lead team. speak and write in English. plan
and prioritize work. use spreadsheets, presentation graphics, word processing, a
nd
Required Knowledge, Skills and Abilities
13 | P a g e
database computer software. 6. Skills in making presentations to groups and in e
xplaining 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 Bus
iness Administration or Master’s in Management with specialization in marketing.
The position also requires at least two years of experience in sales and two ye
ars of experience in brand management. Critical Attributes Leadership, interpers
onal skills, team spirit, supportive behavior, fairness, encouraging, creativity
. Physical Requirements Rarely Occasion ally Frequentl y Regularly
Seeing: Must be able to √ reports and use computer. Hearing: Must be able to √ h
ear well enough to communicate with coworkers. Standing/Walking √ Climbing/Stoop
ing/Kneeling √ Lifting/Pulling/Pushing √ Fingering/Grasping/Feeling: √ Must be a
ble to write, type and use computers, phone systems etc. Working Conditions: Nor
mal working conditions with the absence of disagreeable elements.
The specification has been prepared after the in-depth analysis of the job. We h
ave used following tools for the purpose: 1. Interview with the incumbent The te
am also conducted an interview with the incumbent concerning his job, responsibi
lities, authority etc. The questions asked to him were his opinions on the major
competency requirements for his position, his major activities and responsibili
ties, accountability and authority etc. 2. Observation of the incumbent As one o
f the team members, Mr. Govinda Gyawali is an employee at Surya Nepal and has to
work in close relation with the incumbent; he had the opportunity to observed t
he incumbent in his work-place. It helped us identify his major responsibilities
, complexity, competency requirements among others that helped us develop a job
specification and job description for the post on our own.
14 | P a g e
3.
Study of the job specification for the position. Surya Nepal Pvt. Ltd. is very m
uch of a today’s organization with a proper care on the Human Resource Managemen
t aspects of today’s competitive world. It has job specifications for all its po
sition which are properly documented. Beside these documents there are employees
’ guidelines, policies related document which was also studied.
15 | P a g e
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. Sury
a Nepal has policy to promote its internal staffs to this position or they can h
ire 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 hi
ghly competent and experienced individuals so the company is able to place the b
est person in the job. There are various sources to generate this pool. The comp
any 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 followi
ng options available from which it can generate its pool. The list is given belo
w. The frequency of advertisement is in line with the requirement to complete th
e selection process within the month. Application blank will be received only fo
r fifteen days after the vacancy announcement is made public. Source Brief analy
sis Newspapers The newspapers (Kantipur, Kathmandu Post, generate a large The Hi
malayan Times) number of pools and most of which might not be eligible in the fi
rst place. Magazine Job advertisement will (Boss, Business Age) be given in prof
essional and business magazine like boss and businessage. Recruitment Agencies T
here are very few (e.g. People to People) competent and professional recruitment
agencies in the country. Despite this they can generate some highly competent a
pplicant. Websites The prospective candidates are frequently visiting websites i
n search of 16 | P a g e Decision Frequency: (Wednesday on Himalayan Times) Once
The
Frequency: Once (Primary focus)
A single agency will sought. (Primary focus)
be
A web advertisement will be published at www.thehimalayantimes.co m.
information among The advertisement will which few are common appear on the home
-page and popular. of the site for a week. Online databank May websites are www.
jobsnepal.com providing online databank on the jobs, professionals and prospecti
ve candidates.
The yield ratio is relatively larger; this has been due to HR policy of not miss
ing any best available options in the market. For the internal pool generation t
here 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 ta
ken into consideration. The company will itself select the candidate based on th
eir 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 oth
er external applicant. The other interested internal staffs will also be allowed
(given they meet the criteria) to submit the Application blank. For this purpos
e the vacancy information will be published in the intranet system and in the no
tice-boards. Evaluation of the recruitment efforts The major criteria for the ev
aluation of recruitment efforts was the lead generated by the advertisement, the
total expenditure made, the number of disqualified candidates, time spent for t
he recruitment activities.
17 | P a g e
18 | P a g e
Job Advertisement
19 | P a g e
Weighted Application Blank Name
Family name First name Middle name
Date of Birth
YYYY-MMDD
Citizenship
Maiden name
Address (Permanent) Telephone Email Marital Status Academic Qualification
University equivalent Mobile
Address (Present)
Marrie d
Single
or
Degree Earned
Number years
of
Specialization if any
Professional Courses/ trainings/seminars
Courses/trainings/seminars Institution with complete address Year Duration
Highlights of courses/trainings/seminars
20 | P a g e
Course
Institution with complete address
Year
Duration
Highlights of courses/trainings/seminars
(If you need more space, attach additional pages in the same format) Job Experie
nces
Organization Position held Date of Join Date of Leaving No of promotions
Duties and Responsibilities
Type of Business Name of Supervisor No. of employees supervised by you No. of em
ployees supervised by you
Organization
Position held
Date Join
of
Date of Leaving
No of promotions
Duties and Responsibilities
Type of Business Name of Supervisor No. of employees supervised by you No. of em
ployees supervised by you
References (List three persons, not related to you, but who are familiar with yo
ur character and qualification)
Name Contact Organization Position Personal/Professional
21 | P a g e
Information
relationship applicant
with
I certify that the statements made by me are true, complete and correct to the b
est of my knowledge and belief. I understand that any false statements or any re
quired information that is withheld from this may provide grounds for the withdr
awal of any offer of appointment or dismissal if an appointment has been accepte
d.
Date:
Signature:
22 | P a g e
Weightage Criteria for Application Blank Criteria Age Citizenship Marital status
Academic Qualification Trainings Experiences References Age Range 25 to 30 31-3
5 36-40 41-45 Citizenship Citizenship Nepalese Indian, Bangladeshi Others Marita
l Status Status Married Single (Others) Academic Degree MBA (Marketing, Brand Ma
nagement) MBA (Others) Masters (Marketing Specialization) Masters (Others) Weigh
t (Percentage) 98 90 80 60 Weight (Percentage) 95 80 Weight (Percentage) 95 80 5
0 Weight (Percentage) 60 95 80 60 Weight (Percentage) 5 2.5 2.5 30 15 35 10
23 | P a g e
Trainings Status Brand Management Strategic Management Marketing research Others
Weight (Percentage) 40 25 25 10
Experiences (Experience is weighted only for tenure in FMCG Company) Status FMCG
(MNC, more than 5 years) FMCG(MNC,3 years to 5 years) FMCG (more than 5 years)
FMCG(MNC) References Position CEO, VP, HOD Supervisor Sub-ordinates Co-workers P
rofessionals Weight (Percentage) 90 80 85 60 65 Weight (Percentage) 95% 80% 80%
70%
24 | P a g e
Selection Procedure
The company will follow a hybrid selection procedure to fill the position instea
d of multiple hurdle and compensatory techniques. The yield ratio pyramid (discu
ssed in the recruitment plan) shows that there are five steps that will screen t
he applicants before selecting the person for the position. The selection proces
s 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 advertisem
ent First Phase Interview 20th day MBTI 23rd day WST/MAC 25th day Final Intervie
w 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 inte
rview. The structured interview will be taken by the panel. First phase intervie
w panel 1. Marketing Manager 2. Sales Manager MBTI Work sample test/Management A
ssessment 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 pe
rforming well. The market related information and other information will be prov
ided. The candidates will be required to make the presentation of their plans be
fore the Marketing Manager, Sales Manager along with other executives. Second ph
ase interview panel 1. Managing Director, Surya Nepal 2. Human Resource Manager
(Nepal) 3. ITC Representative
Predict ors Requirements Brand/Marketing Knowledge Budgeting skills
Paper and Pencil
WAB
Work Sample Test
MBTI
Interview
25 | P a g e
Leadership Command over Language Experience Leadership Interpersonal Skills Pers
onality Factors Emotional Intelligence
26 | P a g e
Appraisal Package
Performance appraisal is the formal, structured system of measuring and evaluati
ng an employee’s job related behaviors and outcomes to discover how and why the
employee is presently performing on the job and how the employee can perform mor
e effectively in the future so that the employee as well as the organization can
mutually benefit. The main purpose of the appraisal process is to provide the p
icture of an employee’s job’s relevant strengths and weaknesses. With the perfor
mance appraisal tool, the training and development requirement of the employee i
s assessed. On the other hand the appraisal also presents the areas and behavior
s of employee that needs to be reinforced. The appraisal process shall generate
adequate feedback and guidance from the immediate superior to an employee workin
g 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). The appraisa
l format has been designed to improve communication by providing a format for di
alogue between the superior and the subordinate, and improves understanding of p
ersonal goals and concerns. The performance appraisal form is in the Graphic Rat
ing Scale format which defines the goals and work. The form has been designed to
develop the manager’s capabilities and evaluate and reward the manager’s effort
. 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 rate
r 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 e
ncouraged to be fair, highly communicative and consistent. Planning Before the a
ppraisal process • Identify and communicate the KRA (Key Result Area) • Set perf
ormance goals • Get the facts • Schedule each appraisal interview in advance Dur
ing the appraisal process • Encourage two-way communication • Discuss and agree
on performance goals for future • Record notes of the interview 27 | P a g e
After the appraisal process • Prepare the formal record of the interview • Monit
or Performance
28 | P a g e
Performance appraisal form
Appraisee Title Date Of Appointment Time In Present Job Present Age Rating Perio
d: Reason for appraisal (check one) Function Appraiser Job Title
From: Regular interval ___ Counseling only ___
To: Introductory ___ Discharge___
Utilizing the following definition, rate the performance on as I, M, or E. I - P
erformance is below job requirements and improvement is needed. M - Performance
meets job requirements and is meeting standards. E Performance exceeds job requi
rements a majority of the time and is exceeding standards. Performance Review Ac
hievement against agreed objectives Key Result Area (Task and personal objective
s) Sales
Performance Achievement Actual Sales Brand Target Score
Portfolio Management
Portfolios Areas
Target
Score
Implementation of brand cycle plan
Areas Number of target market
Target
Score
Market presence
Areas Number of POS Number of Signage
Target
Score
29 | P a g e
Management Skills People Leadership Resource Management Business Development Com
munication Influencing Creative Thinking Rational Decision Making Career Commitm
ent
Technical Skills Product Knowledge Brand Knowledge Computer Skills Planning
Overall Summary (to be completed by appraiser)
Signed Date………………………………… Appraisee comments following the review
………………………………….
Signed Date………………………………… Comments by appraiser’s manager
………………………………….
Signed Date…………………………………
………………………………….
30 | P a g e
The incumbent Brand manager will be appraised on a quarterly basis following a f
inal appraisal at the end of each fiscal year. These performance appraisal syste
ms will be used for various HR objectives including pay and remuneration, traini
ng and development and promotion and career planning. Apart from many performanc
e 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 di
stribution methods will not be appropriate. Surya Nepal uses a log for its vario
us activities, in this case the marketing manager reviews daily activities of th
e brand manager, hence critical incident methods also can be recommended. Surya
Nepal could also use BARS as a performance appraisal system. However we feel tha
t Surya Nepal practice a MBO approach as the position (Brand Manager) has a stra
tegic role as well. Goals for a brand manager can be set with this method so tha
t evaluation of results will be more objective. The BARS suggested can have crit
ical incidents and targets for specific KRAs. The narrative report from the supe
rvisor will further strengthen the appraisal making it more robust and devoid of
short comings.
31 | P a g e
Compensation Package Training and Development Package
Training and development is the process with which an organization tries to impr
ove current or future employee performance by increasing an employee’s ability p
erform through learning, usually by changing the employee’s attitude or increasi
ng his or her skills and knowledge. Surya Nepal focuses on the results and the f
ocus 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 entrepreneuri
al 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 know
ledge on advertising, research, consumer behavior and strategy while the knowled
ge of finance and accounting is an added benefit. The role of training is to imp
rove the organization’s effectiveness by: • Providing employees with necessary K
SAs (Knowledge, skills, attitudes, abilities) • Providing personal enrichment •
Increase competitive advantage • Respond to specific organizational needs • Incr
ease organizational strategic capability • Improve quality
Threshold/Orientation training During the threshold training the brand manager w
ill be provided trainings on
• • •
Informal/ Socialization training
Working practices, procedures and precautions. Rules and regulations Services, b
enefits, leave policies and employee issues.
Induction program
This will be a socializing process where in the newly hired brand manager will b
e introduced to his colleagues (boss, peers and sub-ordinates). It will ease him
at his work place and have effective communication. The manager will also be in
troduced to different departments: Corporate, Finance, Factory, local suppliers,
printers and agency. The agency will explain about the brands, their history, r
ational behind the brand, Brand Identity prism, Brand world and periodic develop
ment in brand. Factory induction
The Brand manager will have 5 days induction program at factory where he will ha
ve detail
32 | P a g e
knowledge of manufacturing system of cigarettes. The induction includes, Tobacco
leaf, leaf farming, harvesting, properties, curing techniques
Primary Manufacturing division
The Brand Manager will be introduced to blending of the tobacco, casing, cutting
, flavoring, moisture content, blending , blend briefs etc.
Secondary Manufacturing division Continuing training The main purpose of the con
tinuing training is to develop the new competency and skills for the brand manag
er. These trainings can be given in following subjects
• • • • •
Cross training
Customer relationship management Best marketing practices and branding strategie
s Agency management and handling Leadership and communication Trainings on vario
us software systems
The brand manager has to work with other line managers from various departments
like Human Resource, Finance, Marketing etc. so it is very important for him to
understand the work that his peers carry out. It will help him understand others
job and use the skills acquired in his own job. Cross training will be given in
-house and following types of training will be given
• • • •
Role playing Lecture Conference Case studies
33 | P a g e
Conclusion and Recommendations References
34 | P a g e
Annex
35 | P a g e