27861830 human resource management project

8/9/2019 27861830 Human Resource Management Project

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Table of ContentsTable 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 Companys HR philosophy.......................................................................................8 Design of HR System Components.............................................................................9 Ident

ification of the managerial position.................................................................9 Job Analysis............................................................................................................. 9 Part One: JobIdentity...........................................................................................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 Package......................................................................32 Conclusion and Recommendations...........................................................................34 References................................................................................................................34 Annex.......................................................................................................................35

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Overview of HR Simulation ProjectIntroductionHuman Resource Management is one of the most important areas where todays managers are focusing to gain advantage in this age of cut-throat competition. Despite unemployment looming large organizations are witnessing significant workforceshortages due to an inadequate supply of workers as the skills needed to performthe 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 ruthlessnature of todays competition has led organizations to focus on their main assets which are their employees. Hence the process of selecting, hiring, training, appraising and compensating employees should be in accordance with the organizational goal. It has become a great necessity that the organizations measure the effectiveness of HR efforts. It has become crucial for organizations to have better people in all positions if not the best. A proper planning of Human Resourcespave path to profitable future. The organizations have long realized that the investment in their Human Resources gives the better pay off. For organizations tosurvive, it is important for their employees adapt to changing times, they candevelop skills that is being added to their jobs. Where does it begin? can bea 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 them the best of available trainings, and motivate them so they can deliver to their caliber. The simulation project identifies a managerial position in a real world organization. After a detail analysis of the subject the project aims to develop a complete package from job analysis, to recruitment and selection to appraisal mechanism. 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 forthe 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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OrganizationIntroductionSurya 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 Nepals businesses include manufacture an

d marketing of cigarettes and readymade garments in Nepal as well as exports ofready-made garments with a total turnover of over US $100 million. Surya Nepalscommitment 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 ourcigarette and garment factories are ISO-9001: 2000 certified.

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Organizational Chart

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Organizational VisionAccording to Surya Nepal, its vision is To be an Internationally Benchmarked MultiBusiness Corporation in Nepal, Delighting Global and Domestic Customers witha proud Made in Nepal Label and Accounting For 2% Of the Countrys GDP. To BeA 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 incomplying with applicable laws and regulations at all levels. It promises to value and respect Nepali culture and ethos. Trusteeship As professional managers, the organization is conscious that Surya Nepal has been given to it in trust byall our stakeholders. It is committed to actualize stakeholder value and interest on a long-term sustainable basis. Highest standard of Corporate Governance Absolute Integrity. Excellence It does what is right, does it well and wins. Itgoes the extra mile and seeks superiority in all that it undertakes. Customer Focus Surya Nepal is always customer-focused and always strives to surpass customer expectations in terms of value, product quality and satisfaction. Respect forPeople Surya Nepal is result-focused, setting high performance standards for its

elf as individuals and teams. It always respects and values people and upholds human dignity. The company acknowledges that every individual brings a differentperspective and capability to the team and that a strong team is driven by the variety of perspectives within it. Innovation It constantly pursues newer and better processes, products, services and management practices.

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Companys HR philosophyPreamble The Surya Nepal philosophy affirms the companys belief that people areits 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 apparentlimitations 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. Quality of Work Life It believes thatSurya 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 contri

bute best under conditions of open opportunities and challenges and differentialrewards 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 climatewill facilitate the self-actualization of itself as individuals and of Surya Nepal as a valued business institution.

Design of HR System ComponentsIdentification of the managerial position

The managerial position we have selected for the design of the HR system components is that of the Brand Manager at Surya Nepal Pvt. Ltd.

Job AnalysisJob 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: Work activities and behaviors Interactions with others Performance standards Financial and budgeting impact Machines and equipment usedWorking conditions Supervision given and received Knowledge, skills and abilities needed

Todays 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. The process of analyzing jobs in organizations requires planning of several factors. Some of the considerations are how it is to be done, who provides data, and who conducts and uses the data so that the job descriptions and job specifications can be prepared and reviewed. Themost fundamental use of job analysis is to provide the information necessary todevelop job descriptions and specifications. Part One: Job Identity 1. PositionTitle 2. Position Identity 3. Work Unit 4. Reports to 9 Page Manager, Brand Career Band: Manager; Level: Four (M4) Marketing Manager, Marketing


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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 relationship, manager 1. Maximize the brand potential through developing and communicatingbrand strategies and plans covering all elements of the marketing mix, within th

e overall decided portfolio strategy. 2. Ensure that the brand remains contemporary and attractive to the consumers and profitable to the organization in the long run.

7. Job purpose

Part Two: Job Contents 8. Performance Areas and Standards Responsibilities and Duties Performance Standards A. Ensure sustainability of Brand 1. Keep the brandattractive, contemporary and modern. 2. Plan and execute overall marketing mix for the brand. 3. Implementation of day to day brand activities e.g. vendor management, logistics etc. B. Portfolio Management 1. Measurement of brand profitability 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 Pa g e There is a profitable value associated with brand and the value has increasing trend and presence.

Time

There is no gap in portfolio and every portfolio is profitable.

Inputs (POS and Signage) have geographical circle wise reach.


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D. Monitor, Guide and identify the area for General Consumer Survey (GCS). 1. Communicate the GCS to RSMS, Brand Officers and input the brands accordingly. E. Brand development 1. Research and development 2. Campaign route finalization 3. Packaging development

Detail report from Market Research Agency and presentation to Top level Management

Develop the brand as per the indication by GCS and Portfolio analysis. New branddevelopment as per the portfolio analysis and research findings. Create new pack for the new brands and implement the research for commercialisation.

F. New Campaign plan, development and execution 1. Research 2. Plan and executeadvertisement strategies 3. New campaign development 4. Manage promotional events.

New campaign development as per the research indication which is agreed with marketing manager during performance appraisal, quarterly review and monthly meeting. 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 brand imagery as per the agreed format and timeline. 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. 10. 11 P a g e Key Result Areas and Performance Indicators


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Key Result Areas Profitability of brand Brand imagery Market Presence

Generic Performance Indicators Contribution Brand value, brand attractiveness, youthfulness Visibility (measured by AC Nelson)

11. Minimum Educational Attainment Masters of Business Administration or Masters in Management, marketing specialization preferred. 12. Minimum professional e

xperience At least two years of experience in sales and two years of experiencein brand management (both requirements within organization) 13. Required Competencies 1. English language proficiency (both in written and spoken) 2. Ability touse computer especially office packages (word, excel, power point) 3. Ability to analyse things, issues (high analytical skills) 4. High logical skills 14. Critical Attributes Leadership, interpersonal skills, team spirit, supportive behaviour, fairness, encouraging, creativity

Job DescriptionA job description indicates the tasks, duties, and responsibilities of a job. Itidentifies what is done, why it is done, where it is done, and briefly, how itis 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 jobdescription.

Job SpecificationsJob specifications list the knowledge, skills, and abilities an individual needsto perform a job satisfactorily. Knowledge, skills, and abilities (KSAs) include education, experience, work skill requirements, personal abilities, and mentaland physical requirements.

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Job DescriptionJOB TITLE: INCUMBENT: WORK UNIT: SUPERVISORS TITLE: JOB CODE: LEVEL: LOCATION:EXEMPT/NONEXEMPT:

General Summary The position holder is responsible for maximizing the brand potential through developing and communicating brand strategies and developing planscovering all elements of the marketing mix, within the overall decided portfoli

o strategy. The position holder is also responsible for ensuring that the brandis young and attractive to the consumers and profitable to the organization in the 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, contemporary and modern. Plan and execute overall marketing mix for the brand. Implement day to day brand activities e.g. vendor management, logistics etc. Portfolio Management Measure brand profitability. Analyse portfolio gap. Extendportfolio plan. Development and implementation of cycle plan Distribute promotion material Plan for media reach General Consumer Survey(GCS) Communicate the GCS to RSMS, Brand Officers and place the brands accordingly. New campaign planning, development and execution Conduct research Plan and execute advertisement strategies. Develop new campaign. Manage promotional events. Vendor Development Ability Ability Ability Ability Ability to to to to to formulate plansand policies for brand management. lead team. speak and write in English. planand prioritize work. use spreadsheets, presentation graphics, word processing, a

nd

Required Knowledge, Skills and Abilities

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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. Skillsin innovation and creativity.Education and Experience The position requires the equivalent of Masters of Business Administration or Masters 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, 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 hear well enough to communicate with coworkers. Standing/Walking Climbing/Stooping/Kneeling Lifting/Pulling/Pushing Fingering/Grasping/Feeling: Must be able to write, type and use computers, phone systems etc. Working Conditions: Normal working conditions with the absence of disagreeable elements.

The specification has been prepared after the in-depth analysis of the job. We have used following tools for the purpose: 1. Interview with the incumbent The team also conducted an interview with the incumbent concerning his job, responsibi

lities, authority etc. The questions asked to him were his opinions on the majorcompetency requirements for his position, his major activities and responsibilities, accountability and authority etc. 2. Observation of the incumbent As one of the team members, Mr. Govinda Gyawali is an employee at Surya Nepal and has towork in close relation with the incumbent; he had the opportunity to observed the incumbent in his work-place. It helped us identify his major responsibilities, complexity, competency requirements among others that helped us develop a jobspecification and job description for the post on our own.

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3.

Study of the job specification for the position. Surya Nepal Pvt. Ltd. is very much of a todays organization with a proper care on the Human Resource Management aspects of todays 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 ProcedureRecruitment 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, executionof plan and formulate strategies for the brand. This requires a lot of criticalthinking, 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 BrandManager is given to internal staffs (Nepal and India) while in others outsidersare 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 positionit does not need a huge pool of candidates. At the same time it does not want tobe 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. Source Brief analy

sis Newspapers The newspapers (Kantipur, Kathmandu Post, generate a large The Himalayan Times) number of pools and most of which might not be eligible in the first place. Magazine Job advertisement will (Boss, Business Age) be given in professional and business magazine like boss and businessage. Recruitment Agencies There are very few (e.g. People to People) competent and professional recruitmentagencies in the country. Despite this they can generate some highly competent applicant. Websites The prospective candidates are frequently visiting websites in search of 16 P a g e Decision Frequency: (Wednesday on Himalayan Times) OnceThe

Frequency: Once (Primary focus)

A single agency will sought. (Primary focus)

be

A web advertisement will be published at www.thehimalayantimes.co m.


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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. Online databank May websites are www.jobsnepal.com providing online databank on the jobs, professionals and prospective candidates.

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 t

here will be two mechanisms, HRIS of the company will be used for the evaluationof 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 fromthe 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. Evaluation of the recruitment efforts The major criteria for the evaluation of recruitment efforts was the lead generated by the advertisement, thetotal expenditure made, the number of disqualified candidates, time spent for the recruitment activities.

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Job Advertisement

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Weighted Application Blank NameFamily name First name Middle name

Date of Birth

YYYY-MMDD

Citizenship

Maiden name

Address (Permanent) Telephone Email Marital Status Academic QualificationUniversity equivalent Mobile

Address (Present)

Marrie d

Single

or

Degree Earned

Number years

of

Specialization if any

Professional Courses/ trainings/seminarsCourses/trainings/seminars Institution with complete address Year Duration

Highlights of courses/trainings/seminars

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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 ExperiencesOrganization 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 employees 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 employees supervised by you

References (List three persons, not related to you, but who are familiar with your character and qualification)Name Contact Organization Position Personal/Professional

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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 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 Criteria Age Citizenship Marital statusAcademic Qualification Trainings Experiences References Age Range 25 to 30 31-35 36-40 41-45 Citizenship Citizenship Nepalese Indian, Bangladeshi Others Marital Status Status Married Single (Others) Academic Degree MBA (Marketing, Brand Management) MBA (Others) Masters (Marketing Specialization) Masters (Others) Weight (Percentage) 98 90 80 60 Weight (Percentage) 95 80 Weight (Percentage) 95 80 50 Weight (Percentage) 60 95 80 60 Weight (Percentage) 5 2.5 2.5 30 15 35 10

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Trainings Status Brand Management Strategic Management Marketing research OthersWeight (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 Professionals Weight (Percentage) 90 80 85 60 65 Weight (Percentage) 95% 80% 80%

70%

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Selection ProcedureThe 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 screenout 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 giventwo cases one will involve development of marketing and branding plan of a newproduct. 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 be

fore the Marketing Manager, Sales Manager along with other executives. Second phase 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

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Leadership Command over Language Experience Leadership Interpersonal Skills Personality Factors Emotional Intelligence

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Appraisal PackagePerformance appraisal is the formal, structured system of measuring and evaluating an employees job related behaviors and outcomes to discover how and why theemployee is presently performing on the job and how the employee can perform more effectively in the future so that the employee as well as the organization canmutually benefit. The main purpose of the appraisal process is to provide the picture of an employees jobs relevant strengths and weaknesses. With the perfor

mance appraisal tool, the training and development requirement of the employee is assessed. On the other hand the appraisal also presents the areas and behaviors of employee that needs to be reinforced. The appraisal process shall generateadequate 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 tothe system of rewards (salary adjustments, transfers, promotions). The appraisal format has been designed to improve communication by providing a format for dialogue between the superior and the subordinate, and improves understanding of personal goals and concerns. The performance appraisal form is in the Graphic Rating Scale format which defines the goals and work. The form has been designed todevelop the managers capabilities and evaluate and reward the managers 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 rater shall be given training and information on how and why to do the appraisal andthe points he/she should consider during the appraisal process. S/he shall be encouraged to be fair, highly communicative and consistent. Planning Before the appraisal process Identify and communicate the KRA (Key Result Area) Set performance goals Get the facts Schedule each appraisal interview in advance During the appraisal process Encourage two-way communication Discuss and agreeon performance goals for future Record notes of the interview 27 P a g e


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After the appraisal process Prepare the formal record of the interview Monitor Performance

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Performance appraisal formAppraisee Title Date Of Appointment Time In Present Job Present Age Rating Period: 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 - Performance is below job requirements and improvement is needed. M - Performancemeets job requirements and is meeting standards. E Performance exceeds job requirements a majority of the time and is exceeding standards. Performance Review Achievement against agreed objectives Key Result Area (Task and personal objectives) 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

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Management Skills People Leadership Resource Management Business Development Communication Influencing Creative Thinking Rational Decision Making Career Commitment

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 appraisers 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. These performance appraisal systems will be used for various HR objectives including pay and remuneration, training and development and promotion and career planning. Apart from many performance appraisal methods, we will use the Graphical Rating Scale and will use MBO andNarrative 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 various activities, in this case the marketing manager reviews daily activities of the brand manager, hence critical incident methods also can be recommended. SuryaNepal 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 ofshort comings.

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Compensation Package Training and Development PackageTraining and development is the process with which an organization tries to improve current or future employee performance by increasing an employees ability perform through learning, usually by changing the employees attitude or increasing his or her skills and knowledge. Surya Nepal focuses on the results and the focus of a brand manager should be in line with the focus of the company. A brandmanager should be very analytical, good communicators and possess entrepreneuri

al tendencies. Brand manager of a company as large as Surya Nepal should have astrong 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. The role of training is to improve the organizations effectiveness by: Providing employees with necessary KSAs (Knowledge, skills, attitudes, abilities) Providing personal enrichment Increase competitive advantage Respond to specific organizational needs Increase organizational strategic capability Improve qualityThreshold/Orientation training During the threshold training the brand manager will be provided trainings on

Informal/ Socialization training

Working practices, procedures and precautions. Rules and regulations Services, benefits, leave policies and employee issues.

Induction program

This will be a socializing process where in the newly hired brand manager will be introduced to his colleagues (boss, peers and sub-ordinates). It will ease himat his work place and have effective communication. The manager will also be introduced to different departments: Corporate, Finance, Factory, local suppliers,printers and agency. The agency will explain about the brands, their history, rational 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 have detail32 P a g e


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knowledge of manufacturing system of cigarettes. The induction includes, Tobaccoleaf, leaf farming, harvesting, properties, curing techniquesPrimary 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 manager. These trainings can be given in following subjects

Cross training

Customer relationship management Best marketing practices and branding strategies Agency management and handling Leadership and communication Trainings on various software systems

The brand manager has to work with other line managers from various departmentslike 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 othersjob 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

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Conclusion and Recommendations References

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Annex

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27861830 human resource management project

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