mostafa final project
TRANSCRIPT
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Human Resource Management
Professional Diploma
(Intake #21)
Submitted by : Mostafa Abdel Raheem Mostafa
Submitted to : Dr. Sherif Lotfy
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Acknowledgment
First of all I would like to thank RITI and Brilliance staff for their effort ,and special thanks to
Mr. Mohamed El-Nagar. I would like to thank my classmate Mr. Hamed whom without
his help in this study it wouldn’t be in this level. I would also like to extend thanks to my
colleague at KPMG; Mr. Kassem Bolbol who helped me in proofreading. Further thanks to
my friend and teacher Ms. Vanessa, who suggested that I add my point of view when doing
the report. Finally, I would like to thank my colleague Mr. Hamdi Hassan who coordinated
and formatted the study.
Mostafa Abdel Raheem
20 -8- 2013
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Table of contents Page
Introduction……………………………………………………………………………………………………… 6
A)Strategic Management…………………………………………………………………………..…. 7
What Does Strategic Management Mean? ……………..………………………………..…. 8
Why the Organization Needs Strategic Management ? ……………………….………..…. 9
How Strategic Management Starts? …………………………………………….…………………10
What is the Strategic Management model ? ……………………………………………………11
How can we conduct external and internal scanning?……………………………..………12
Describe how (Macro-environment) can be done ?……………………………………..…..12
How to assess the internal environment of the organization ?……………………….….26
Strategy Formulation……………………………………………………………………………………31
Strategy implementation………………………………………………………………………………39
Strategy evaluation and control………………………………………………………………….…40
Case Study ( Strategic Management )……………………………………………..………….…41
B) Job Analysis and Competency Framework …………………………………………...…. 53
What is Job Analysis? ……………..………………………………………………………….…..…. 54
Why We Need Job Analysis ?………………………………………………..………….………..…. 55
How can we conduct job analysis? …………………………………………….…………...………58
What are the collection techniques?…………………..……………………………………………60
What is job description?………………………………………………………………….……..………64
What should a job description contain?…………………………………………………..…..…..64
What are methods for job design?……………………………………………………….……….….68
What does De-jobbing mean? ……………………………………………………………………..…………71
Why do we need De-jobbing………………………………………………………………………..…………71
Competency-Based Job Analysis…………….…………………………………………………..……….…72
What are competencies types ?………………………………………………………………………….…75
Competency Framework…………….…………………………………………………………..…….…..…. 77
What are the benefits of Competency framework …..………………………………..………...…. 78
How can we establish competencies framework ?………….……..…………………….…….…..….79
Case Study :Job Analysis & Job Description……………………………………………….………………82
C) Recruitment, Personnel Planning & Selection………………………………………....…. 109
Why we need to plan for recruiting?………….……………………………………………………..………110
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Recruiting process ………………………………………………………………….………………………..…..110
Personnel/Workforce Planning………………………………………………………………………………….111
Internal Sources of Candidates ………………………………………………..………………………………113
External Sources of Candidates ……………………………………………………………………..…………118
Factors affecting recruiting …………………………………………………………………….…………….…121
Step-by-step approach to effective human resource planning…………………………………..124
Employee testing and selection? …………………………………………………………………….……..…124
Tests types …………………………………………………………………….………………………….……….…126
Background Investigations and Reference Checks…………………………………………………….130
What is the interview and interviews types, and interview benefits ?.........................131
How to conduct effective interviews?.................................................................135
Competency Based Interview………………………………………………………………………………….139
How can we create competency ? ………………………………………………………………………….141
Questions Technique…………………………………………………………………………………………….. 143
STAR & Funnel Technique…………………………………………………………………………………….. 144
Case study: Apple Recruitment and Selection……………………………………………………….. 148
D)Performance Management System ( PMS ) …………………………………………………….159
What is Performance Management? ……………………………………………………….……………..160
Why we need the Performance Management? ……………………………………….………………..161
Roles on Performance Management Process………………………………………………………………162
Performance Management Steps…………………………………………………………………….………... 163
Objective in Performance Management ……………………………………………………….…………… 165
Who apprise the performance…………………………………………………………….……………………..166
Performance Management Criteria……………………………………………………………….……………..167
Common Rating Errors………………………………………………………………………………….……………168
What Is an Appraisal Interview?................................................................................... 170
E)Labor law and Policies…………………………………………………………………..………………… 174
ى انعميمديت ع لا ………………………………………………………….…………………………...……………175
176..……………..…..………………………………………………………………… تعريفاث هايت نفهى لاى انعم
176 ……….…………………………………………………………………………انفرق بي عاللت انعم وعمد انعم
177.……………………..……………………………………………………………………… انتشغيم في لاى انعم
178 …………..……….……………………………………………………………………………………عمد انعم وأىاعه
مأحكاو عايت المضاء عمد انع ………………………………………………………………………..……………….180
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181..………….……..…………………………………………………………………األجازاث وانعطالث فى لاى انعم
182...…………………………………………………………………………………………… ساعاث انتشغيم انيىييت
183...…………………………………………………………………………………………………واجباث صاحب انعم
183.……………………………………………..…………………………………………………………… واجباث انعايم
184.…………………………………………………………………………………………انتحميك يع انعال ويسائهتهى
185.………………………………………………………………………………………………………………حاالث انفصم
انشأة /انؤسست إغالق ……………………………………………………………………………………………..185
F)Assignments…………………………………………………………………………………………………….…… 178
Strategic Management Assignment……………………………………………………………………..………….188
Job analysis Assignment…………………………………………………………………………………………….....196
Training & Development Assignment………………………………………………………………………….....200
Performance Management Assignment…………………………………………………………………….….....214
Recruiting and selection Assignment……………………………….…………………………………..……….…218
Reference………………………….…………………………………..……………………………….…………………255
Attachment (Mostafa Abdel Raheem CV)
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Introduction
Working at one of the big four at KPMG is an opportunity to change my career path, and I
would like to enhance my self-development by taking this Human Resource Diploma to build on
the academic background and experience that I gained from working five years in the HR field.
Thinking of Human Resource and my field of interest I chose two topics (Job analysis and
Recruiting).
I consider Job analysis to be the basic and most important function of HR, it helps in recruiting,
training, performance management and job evaluation.
Recruiting is a very critical decision to employ someone, and should depend on a wise process.
Bad recruiting can cost a lot of losses and other undesirable results.
I believe that if any organization has good job descriptions, a smart job analysis system and
an effective recruiting process, it will be very easy for the HR department to do other functions
thus leading the organization to achieve its goals and vision.
In addition is one of the most important elements achieving the organization strategic plan and
improvement organization performance.
And Labor law is related to my education and every organization have to follow it to avoid any
problem could happen.
What is this box ?!
This box will appear several times in the study. It contains extra suggestions/
information or my point of view regarding a particular point.
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Strategic Management
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What Does Strategic Management Mean?
First let’s break down the term of Strategic and Management then we can identify Strategic
Management meaning:
Strategic :
Which comes from the word strategy; is a high level plan to achieve one or more
goals under conditions of uncertainty.
Management :
is the act of coordinating the efforts of people to accomplish desired goals
and objectives using available resources efficiently and effectively.
So we can defined Strategic Management as :
Strategic Planning is the process used by an organization to establish where it is
going, how it is going to get there and how it will know if it got there or not.
Another definitions are :
strategic planning involves gaining insights about where the organization is now,
gathering the information that identifies where the organization should be in the
future and generating the decisions that will bridge the gap.
Is a set of managerial decisions and actions that determines the long-run
performance of a corporation.
Is an ongoing process that evaluates and controls the business and
the industries in which the company is involved; assesses its competitors and sets
goals and strategies to meet all existing and potential competitors; and then
reassesses each strategy annually or quarterly [i.e. regularly] to determine how it
has been implemented and whether it has succeeded or needs replacement by a
new strategy to meet changed circumstances, new technology, new competitors, a
new economic environment., or a new social, financial, or political environment.
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Why the Organization Needs Strategic Management ?
My Definition
I created my own definition of strategic management.
Strategic Management is implementing and performing long term plans to achieve
a specific goal .
There are many benefits of strategic management and they are as follows:
1. Strategic management keeps the organization on track to achieve its vision and goals.
2. Guarantees harmony in the organization.
3. Clarifies the organization’s competitive advantage.
4. Provides clear guidelines for day-to-day decision making.
5. Reduces conflict; empowering the organization.
6. Focuses everyone in the organization in the same overall framework.
7. Speeds up the implementation of the core strategies .
8. Improves understanding of competitors’ strategies.
9. Enhances awareness of threats.
10. Reduces resistance to change.
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How Strategic Management Starts?
The regular way of planning (Tactical Planning) is to think of steps to reach the vision, but if
you didn’t know your goal, you most probably will not reach your desired vision. So the
recommended way (Strategic Planning) is to start strategic management to determine your
vision by answering these question (How will the organization look like in the future?) (What
are the organization goals?), then plan backwards from vision to the current situation and
analyze the strengths, weaknesses, opportunities and threats which is known as the SWOT
analysis. Environmental Scanning is required too. Furthermore, it is important to mention who is
responsible for strategic management among the Top management, Shareholders and Board of
Directors.
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What is the Strategic Management model ?
In details
Environmental
Scanning
Strategy
Formulation
Strategy
Implementation
Evaluation &
Control
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How can we conduct external and internal scanning?
Describe how scanning the external environment (Macro-environment) can be done ?
External factors can be concluded from two sides:
Country: Political, Economical, Socio-Cultural, Technological, Environmental & Legal Forces
(PESTEL)
Industry: New Entrants, Competitors, Substitute, Buyers & Suppliers (Porter 5 Forces)
Internal factors can concluded from:
Company: Value-Chain Analysis
First: Country Scan (PESTEL)
Macro-environment consists of political, economical, socio-cultural, technological,
environmental and legal forces that affects the organization while achieving it vision and goals.
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Political factors :
Government stability and likely changes
Bureaucracy
Corruption level
Tax policy (rates and incentives)
Freedom of press
Regulation/de-regulation
Trade control
Import restrictions (quality and quantity)
Tariffs
Competition regulation
Government involvement in trade unions and agreements
Environmental Law
Education Law
Anti-trust law
Discrimination law
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Copyright, patents / Intellectual property law
Consumer protection and e-commerce
Employment law
Health and safety law
Data protection law
Laws regulating environment pollution
Economic factors :
Growth rates
Inflation rate
Interest rates
Exchange rates
Unemployment trends
Labor costs
Stage of business cycle
Credit availability
Trade flows and patterns
Level of consumers’ disposable income
Monetary policies
Fiscal policies
Price fluctuations
Stock market trends
Weather
Climate change
Socio-cultural factors :
Health consciousness
Education level
Attitudes toward imported goods and services
Attitudes toward work, leisure, career and retirement
Attitudes toward product quality and customer service
Attitudes toward saving and investing
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Emphasis on safety
Lifestyles
Buying habits
Religion and beliefs
Attitudes toward “green” or ecological products
Attitudes toward and support for renewable energy
Population growth rate
Immigration and emigration rates
Age distribution and life expectancy rates
Sex distribution
Average disposable income level
Social classes
Family size and structure
Minorities
Technological factors :
Basic infrastructure level
Rate of technological change
Spending on research & development
Technology incentives
Legislation regarding technology
Technology level in your industry
Communication infrastructure
Access to newest technology
Internet infrastructure and penetration
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Environmental factors :
Weather
Climate change
Laws regulating environment pollution
Air and water pollution
Recycling
Waste management
Attitudes toward “green” or ecological products
Endangered species
Attitudes toward and support for renewable
Legal factors :
Anti-trust law
Discrimination law
Copyright, patents / Intellectual property law
Consumer protection and e-commerce
Employment law
Health and safety law
Data Protection
Criminalization of bribery
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Update
When I researched about PESTEL analysis, I found a new update. Two
factors have been added ; Ethical and Demographic factors and the term
was converted from PESTEL analysis to STEEPLED analysis.
Ethical factors:
Ethical advertising and sales practices
Accepted accounting, management and marketing standards
Attitude towards counterfeiting and breaking patents
Ethical recruiting practices and employment standards (not using children to
produce goods)
Demographic Factors:
Population growth rate
Immigration and emigration rates
Age distribution and life expectancy rates
Sex distribution
Average disposable income level
Social classes
Family size and structure
Minorities
Second: Industry analysis (Porter’s 5 Forces)
Consists of bargaining power of customers (buyers), bargaining power of suppliers, the intensity
of competitive rivalry, potential entrants, substitutes and other stakeholders.
Porter’s five forces analysis is a framework for industry analysis and business strategy
development. It draws upon industrial organization (IO) economics to derive five forces that
determine the competitive intensity and therefore attractiveness of a market. Attractiveness in
this context refers to the overall industry profitability. An "unattractive" industry is one in which
the combination of these five forces acts to drive down overall profitability. A very unattractive
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industry would be one approaching "pure competition", in which available profits for all firms
are driven to normal profit. Three of Porter's five forces refer to competition from external
sources. The remainder are internal threats.
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To explain Porter’s Five Forces, let’s imagine a milk bottling factory as an example.
The Five Forces :
The Bargaining Power of Suppliers
Suppliers of raw materials, components, labor, and services to the organization can be a threat
to the organization, when there are few substitutes. Suppliers may refuse to work with the
organization.
In another words, if the organization is not a big client for the suppliers and does not demand a
lot of raw materials or services, the suppliers may decide not to deal with the organization.
Here the organization assesses how easy it is for suppliers to drive up prices. This is driven by
the number of suppliers of each key input, the uniqueness of their product or service, their
strength and control over the organization, the cost of switching from one to another, and so
on. The fewer the supplier choices the organization has, and the more the organization needs
the suppliers' help, the more powerful your suppliers are.
Factor Note
Uniqueness of the input
supplied
If the resource is essential to the buying firm and no close
substitutes are available, suppliers are in a powerful position
Number and size of firms
supplying the resources
A few large suppliers can exert more power over market prices
that many smaller suppliers each with a small market share
Competition for the input
from other industries
If there is great competition, the supplier will be in a stronger
position
Cost of switching to
alternative sources
A business may be “locked in” to using inputs from particular
suppliers – e.g. if certain components or raw materials are
designed into their production processes. To change the
supplier may mean changing a significant part of production
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Example
Suppliers of a milk bottling factory are cow farms, and if there is one cow farm controlling the
market, it will be hard to bargain with it.
How deal with the bargaining power of suppliers??
The best way to face the bargaining power of suppliers is (Backward integration), which means
having your own source of raw materials. In the milk bottling factory example, the factory need
to have its own cow farm.
The bargaining power of buyers (customers)
Customers have the power when there is no one else to buy from you, or the buyers bye huge
amounts of your product. So they can bargain with you.
We can know if the buyers have the power when we ask the organization how easy it is for
buyers to drive prices down. Again, this is driven by the number of buyers, the importance of
each individual buyer to the business, the cost to them – customers- of switching from the
organizations’ products or services to those of someone else.
Factor Note
Number of customers The smaller the number of customers, the greater their power
Their size of their orders The larger the volume, the greater the bargaining power of customers
Number of firms supplying the
product
The smaller the number of alternative suppliers, the less opportunity
customers have for shopping around
The threat of integrating
backwards
If customers pose a threat of integrating backwards they will enjoy
increased power
The cost of switching Customers that are tied into using a supplier’s products (e.g. key
components) are less likely to switch because there would be costs
involved
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Example
Buyers of milk bottling factory are big super markets like Metro or Carrefour, buy huge
quantities of milk bottles.
How to face the bargaining power of buyers ??
To face the challenge of bargaining power of buyers, Forward integration will be the solution.
Why do you need buyers to reach your final customers?
The organization takes one step forward to buy to the customers. In the milk bottling factory
example, the factory needs to have its own outlets.
The intensity of competitive rivalry
What is important here is the number and capability of organization’s competitors. If the
organization has many competitors, and they offer equally attractive products and services,
then the organization will have little power in the situation, because suppliers and buyers will go
elsewhere if they don't get a good deal from the organization. On the other hand, if no-one else
can do what the organization does, then the organization can often have tremendous strength.
Factor Note
Number of competitors in the
market
Competitive rivalry will be higher in an industry with many current
and potential competitors
Market size and growth prospects Competition is always most intense in stagnating markets
Product differentiation and brand
loyalty
The greater the customer loyalty the less intense the competition
The lower the degree of product differentiation the greater the
intensity of price competition
The power of buyers and the
availability of substitutes
If buyers are strong and/or if close substitutes are available, there
will be more intense competitive rivalry
Capacity utilization The existence of spare capacity will increase the intensity of
competition
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The cost structure of the industry Where fixed costs are a high percentage of costs then profits will be
very dependent on volume
As a result there will be intense competition over market shares
Exit barriers If it is difficult or expensive to exit an industry, firms will remain
thus adding to the intensity of competition
Example
If the milk bottling factory is the only factory in the area, it will have a monopoly over the
market and the chances that other rival bottling factories appearing in the area will decrease
with the increase in the power of the company.
How to face the intensity of competitive rivalry??
To face the intensity of competitive rivalry, we should consider more than one factor, but the
most important factor is to have competitive advantages that none of the other organizations
have .
The threat of substitute products or services
This is affected by the ability of the organization customers to find a different source for getting
what the organization does . For example if you supply a unique software product that
automates an important process, people may substitute it by doing the process manually or by
outsourcing it. If substitution is easy and is viable, then this weakens the organization’s power.
Example
Customers can buy powder milk instead of normal milk, or drink juice.
How to face the threat of substitute products or services ??
Vertical integration will help any organization face substitute problems, by providing alternative
products, it guarantees to limit the threat of substitutes.
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The threat of the entry of new competitors
It is affected by the ability of new competitors entering the market. If it costs little time or
money to enter the market and compete effectively, if there are few economies of scale in
place, or if the organization has little protection over key technologies, then new competitors
can quickly enter the market and weaken the organization’s position. If the organization has
strong and durable barriers to entry, then it can preserve a favorable position and take fair
advantage of it.
Barrier Notes
Investment cost High cost will deter entry
High capital requirements might mean that only large businesses can
compete
Economies of scale available to
existing firms
Lower unit costs make it difficult for smaller newcomers to break into
the market and compete effectively
Regulatory and legal restrictions Each restriction can act as a barrier to entry
E.g. patents provide the patent holder with protection, at least in the
short run
Product differentiation
(including branding)
Existing products with strong USPs and/or brand increase customer
loyalty and make it difficult for newcomers to gain market share
Access to suppliers and
distribution channels
A lack of access will make it difficult for newcomers to enter the market
Retaliation by established
products
E.g. the threat of price war will act to discourage new entrants
But note that competition law outlaws actions like predatory pricing
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Easy to Enter Difficult to Enter
Common technology
Access to distribution channels
Low capital requirements
No need to have high capacity and output
Absence of strong brands and customer
loyalty
Patented or proprietary know-how
Well-established brands
Restricted distribution channels
High capital requirements
Need to achieve economies of scale for
acceptable unit costs
Example
It is easy to enter the milk bottling business, as it doesn’t need special requirements to start in
this business.
How to face the threat of the entry of new competitors ??
Putting more entry barriers and protecting technology help to make any new competitors think
twice before entering and competing in the organization’s market.
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Summary:
Porter's Five Forces Analysis is an important tool for assessing the potential for profitability in an
industry. With a little adaptation, it is also useful as a way of assessing the balance of power in
more general situations.
It works by looking at the strength of five important forces that affect competition:
Supplier Power: The power of suppliers to drive up the prices of the organization
inputs.
Buyer Power: The power of the organizations’ customers to drive down your prices.
Competitive Rivalry: The strength of competition in the industry.
The Threat of Substitution: The extent to which different products and services can
be used in place of the organization products and services.
The Threat of New Entry: The ease with which new competitors can enter the market
if they see that the organization is making good profits (and then drive the prices down).
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By thinking about how each force affects the organization , and by identifying the strength and
direction of each force, the organization can quickly assess the strength of its position and
ability to make a sustained profit in the industry.
the organization can then look at how it can influence each of the forces to move the balance of
power more in its favor.
How to assess the internal environment of the organization.
In order to have a successful strategy; it should be based on a realistic assessment of the
organization’s internal resources and capabilities. An internal analysis provides the means to
identify the strengths to build on and the weaknesses to overcome when formulating strategies.
The internal analysis process considers the organization’s resources, the business the
organization is in, its objectives, policies, and plans, and how well they were achieved.
All organizations irrespective of their size, nature, and scope of business perform the functions
of finance, production, marketing, and human resource development. For efficient strategic
management, careful planning, execution, and coordination of various functions marketing,
production and operations, finance and accounting, research and development, and human
resource management are highly essential.
Value chain describes the activities within and around an organization which together create a
product or service.
Internal environment is divided into these points Structure, Culture and Resources as follows:
Structure
Chain of Command
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There are five types of organization structures
1. Simple structure
2. Functional structure
3. Divisional structure
4. Strategic business units (SBU’s)
5. Conglomerate structure
And it is related to HR department with corporate strategy
Growth
In this case the HR department should start the hiring and recruiting process, and organize the
training needs.
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Stability
In some time maintain the employee in the organization.
Retraction
In this case the organization tries to minimize the workforce, and HR helps in choosing which
employees should be kept and who should leave.
Culture
Beliefs, Expectations, Values
Values are different from one organization to another and it is the main element in an
organization and defines the behavior of employees, and these values are set by top
management in partnership with the HR department.
Culture is the collection of beliefs, expectations, and values learned and shared by a
corporation’s members and transmitted from one generation of employees to another.
Resources
Assets, skills, competencies, knowledge
Resources
Financial resources such as cash flow, debt capacity, the availability of new equity,
and cash and other liquid resources on hand.
Physical resources such as plants and equipment, buildings, land, inventories,
vehicles, and other facilities.
Human resources such as management, supervisors, production employees, staff
specialists, sales people, engineers, etc.
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Technology such as patents, licenses, designs, production methods, proprietary
information, technological skills, and the like.
Organizational resources such as systems, procedures, management techniques,
decision-making models, company reputation, good will, etc.
And also,
Capabilities
Competency
Core competency
Distinctive competency
All that was mentioned above creates the value chain, which describes the activities
within and around an organization that together create a product or service.
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SWOT analysis can help in analyzing the external factors (opportunities and threats) and
internal factors (straights and weakness), positive point (straights and opportunities ), and
negative points (weakness and threats).
External factors are outside the organization and out of top management’s control, while
internal factors are inside the organization and within top management’s control.
SWOT analysis helps in taking the decision to start the business or not, whereas TOWS analysis
helps in choosing the best tactic to survive in the market, make profit and achieve the vision.
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Strategy Formulation.
Strategy formulation is the development of long range plans for the effective management of
environmental opportunities and threats in light of corporate strengths and weaknesses.
It includes defining the corporate vision and mission, specifying achievable objectives,
developing strategies and setting policy guidelines. It begins with situational analysis. The
simplest way is to analyze through is SWOT analysis. This is the method to analyze the
strengths and weakness in order to utilize the threat and to overcome the threat. SWOT is the
acronym for Strength, Weakness, Opportunities and Threats. The TOWS matrix illustrates how
the external opportunities and threats facing a particular corporation can be matched with that
organization’s internal strengths and weaknesses to result in four sets of possible strategic
alternatives.
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Vision
Vision is what the organization expects itself to be in the future, and we can know the vision
from the answer of this question: “how the organization will look like after 5 years?”
The Vision helps to inspire employees to work for one goal in harmony, which helps in uniting
the workforce in the organization to compete and create a culture inspired from the vision.
Another benefit of having a vision is increasing productivity while leveraging all resources to
successfully implement a strategic plan.
Vision reminds organization employees of what they are trying to achieve.
Properties of an effective vision?
1. Vision has to be Inspiring/motivating people
2. Vision must capture an understanding of what the organization can be great at.
3. Vision must make clear how the organization will deliver value to its customers in ways
that are innovative and different from the competition.
4. Vision must be measurable – people need to know whether the organization is on phase
to achieve the vision.
5. Vision must translate into a clear and compelling message.
Mission
The Mission is describing what the organization can do now to reach its vision in the future and
it must relate to other stakeholder i.e. employees, community, government, customers …etc.
There are two types of mission statements [1]:
Customer-oriented missions. Customer-oriented missions defines the organization’s
purpose in terms of meeting customer needs or providing solutions for them. They provide
more flexibility than product-oriented missions and can be easily adapted to changing
environment. For example, Nokia’s mission “connecting people” is customer-oriented. It
does not focus on mobile phones or smart phones only. It provides a solution to customer
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needs and could easily have worked 50 years ago, and will continue to work in the future. It
also gives more strategic flexibility for the company. In Nokia’s case, it may start providing
VoIP software to allow calls to be made over the internet and its mission would still be valid.
Product-oriented missions. Product-oriented missions focus on what products or
services to serve rather than what solutions to provide for customers. These statements
provide less flexibility for the company because most products have short life cycle and
offer limited market expansion. The company that defines its business as “providing best
health insurance products” may struggle to grow to other insurance product categories.
For a mission to be effective it must include the following 9 components [2]:
Customers. Who are your customers? How do you benefit them?
Products or services. What are the main products or service that you offer? Their
uniqueness?
Markets. In which geographical markets do you operate?
Technology. What is the firm’s basic technology?
Concern for survival. Is the firm committed to growth and financial soundness?
Philosophy. What are the basic beliefs, values and philosophies that guide an
organization?
Self-concept. What are the firm’s strengths, competencies or competitive advantages?
Concern for public image. Is the firm socially responsible and environmentally friendly?
Concern for employees. How does a company treat its employees?
Properties of an effective mission?
1. Focus on a limited number of goals.
2. Stress on major policies and values the organization wants to honor.
3. Define the major competitive scopes within which the organization will operate.
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What are steps to write mission statement ?
Step 1. Gather a team of managers, employees and shareholders. Mission is the
statement that must be understood by employees of all levels. Involving more people will let
you find out how each of them see an organization and its core purpose. In addition, employees
will support organization’s mission more if they will be involved in the process of creating it.
Step 2. Answer all 9 questions for effective mission. Many practitioners and academics
agree that a comprehensive statement must include all 9 components. Only then creating a
mission can benefit a company. At this stage, try to honestly answer all the questions and
identify your customers, markets, values etc. It may take a lot of time but it’s worth it.
Step 3. Find the best combination. Collect the answers from everyone and try to combine
one mission statement out of them. During this step, you can make sure that everyone
understands company’s reason for being and there are no conflicting views left.
Why Mission statement is important?
Informs organization’s stakeholders about its plans and goals;
Unifies employees’ efforts in pursuing company goals;
Serves as an effective public relations tool;
Provides basis for allocating resources;
Guides strategic or daily decision making;
Shows that a company is proactive.
Mission statement example
Intel’s Mission:
Delight our customers , employees , and shareholders by relentlessly delivering the platform
and technology advancements that become essential to the way we work and live.
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Objectives
Objectives are short term goals which the organization needs to accomplish to get closer to
achieving the vision. There should be objectives for every department and job post as well as
companywide objectives.
Effective objectives should be S.M.A.R.T
Which is an acronym for the following:
Specific
A specific objective rather than a more general one. This means the Objective is clear and
unambiguous, without vagueness. To be specific, objectives must tell exactly what is expected,
why is it important, who is involved, where is it going to happen and which attributes are
important.
Measurable
An objective without a measurable outcome is like a sports competition without a scoreboard or
scorekeeper. Numbers are an essential part of business. Putting concrete numbers in the
objective is essential to know what remains to done.
Attainable
Objective should be realistic and attainable. Objective are neither out of reach nor below
standard performance, as these may be considered meaningless.
Relevant
Will this objective have an effect on the desired goal or strategy? relevancy relates to the
relationship between the objective and the overall goals of the program or purpose of the
intervention. Evidence of relevancy can come from a literature review, best practices, or your
theory of change.
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Time frame
When will this objective be accomplished?
A specified and reasonable time frame should be incorporated into the objective statement. This
should take into consideration the environment in which the change must be achieved, the
scope of the change expected, and how it fits into the overall work plan.
Strategies
A strategy of a corporation forms a comprehensive master plan stating how the organization
will achieve its mission and objectives. It maximizes competitive advantage and minimizes
competitive disadvantage.
Describes a company’s overall direction in terms of its general attitude toward growth and
management of its various business and product lines.
Growth
Stability
Retrenchment
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Growth Strategies:
Expanding market.
Opportunity to increase profits.
Growing to survive.
Mergers, acquisition, strategic alliance.
Stability Strategies:
Predictable market
Small business having a niche.
Useful on short term.
Dangerous on long term.
Retrenchment Strategies:
Weak competitive position.
Poor performance.
Reforms are beyond reach.
Three types of strategy
Corporate strategy:
It describes an organization’s overall direction in terms of its general attitude towards growth
and management of its various business and product lines.
Corporate strategy deals with three key issues facing the corporation as a whole.
Directional strategy
the organization’s overall orientation towards growth, stability and
retrenchment. The two basic growth strategies are concentration and
diversification. The growth of a company could be achieved through merger,
acquisition, takeover, joint ventures and strategic alliances. Turnaround,
divestment and liquidation are the various types of retrenchment strategy.
Portfolio analysis
The industries or markets in which the firm competes through its
products and business units. In portfolio analysis, top management views its
product lines and business units as a series of portfolio investment and
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constantly keeps analyzing for a profitable return. Two of the most popular
strategies are the BCG Growth Share matrix and
GE business screen.
Parenting strategy
the manner in which the management coordinates activities and transfers
resources and cultivate capabilities among product lines and business units.
Business strategy:
It usually occurs at the business unit or product level and it emphasizes improvement of the
competitive position of a corporation's products or services in the specific industry or marketing
segment served by that business unit. It may fit within two overall categories of
competitive or corporate strategies. Competitive strategy is the strategy battle against all
competitors for advantage. Michael Porter developed three competitive strategies called
Generic strategies. They are cost leadership, differentiation and focus. Cooperative strategy
is to work with one or more competitors to gain advantage against other competitors.
Functional strategy:
It is the approach taken by a functional area to achieve corporate and business unit
objectives and strategies by maximizing resource productivity. It is concerned with
developing nurturing a distinctive competence to provide a company or business unit with a
competitive advantage.
A hierarchy of strategy is the grouping of strategy types by levels in the organization. This
hierarchy of strategy is a nesting of one strategy within another so that they complement
and support one another. Functional strategies support business strategies that in turn
support the corporate strategy.
Policy:
Policy is a broad guideline for decision making that links the formulation of strategy with
its implementation. Companies use policies to make sure that employees throughout the
firm make decisions and take actions that support the corporation’s mission, objectives and
strategies.
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Strategy implementation
Strategy implementation is the translation of chosen strategy into organizational action so as
to achieve strategic goals and objectives. Strategy implementation is also defined as the
manner in which an organization should develop, utilize, and amalgamate organizational
structure, control systems, and culture to follow strategies that lead to competitive
advantage and a better performance. Organizational structure allocates special value
developing tasks and roles to the employees and states how these tasks and roles can be
correlated so as maximize efficiency, quality, and customer satisfaction-the pillars of
competitive advantage. But, organizational structure is not sufficient in itself to motivate the
employees.
An organizational control system is also required. This control system equips managers with
motivational incentives for employees as well as feedback on employees and organizational
performance. Organizational culture refers to the specialized collection of values, attitudes,
norms and beliefs shared by organizational members and groups.
Following are the main steps in implementing a strategy:
Developing an organization having potential of carrying out strategy successfully.
Disbursement of abundant resources to strategy-essential activities.
Creating strategy-encouraging policies.
Employing best policies and programs for constant improvement.
Linking reward structure to accomplishment of results.
Making use of strategic leadership.
Excellently formulated strategies will fail if they are not properly implemented. Also, it is
essential to note that strategy implementation is not possible unless there is stability between
strategy and each organizational dimension such as organizational structure, reward structure,
resource-allocation process, etc.
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Strategy evaluation and control
Strategy implementation poses a threat to many managers and employees in an organization.
New power relationships are predicted and achieved. New groups (formal as well as informal)
are formed whose values, attitudes, beliefs and concerns may not be known. With the change
in power and status roles, the managers and employees may employ confrontation behavior.
Strategy Evaluation is as significant as strategy formulation because it throws light on the
efficiency and effectiveness of the comprehensive plans in achieving the desired results. The
managers can also assess the appropriateness of the current strategy in today’s dynamic world
with socio-economic, political and technological innovations. Strategic Evaluation is the final
phase of strategic management.
The significance of strategy evaluation lies in its capacity to co-ordinate the task performed by
managers, groups, departments etc, through control of performance. Strategic Evaluation is
significant because of various factors such as - developing inputs for new strategic planning, the
urge for feedback, appraisal and reward, development of the strategic management process,
judging the validity of strategic choice etc.
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Case Study:
Strategic Management
APPLE
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Apple Inc. is an American multinational corporation, which designs, manufactures and sells
personal computers, consumer electronics and software, and provides related services. The
business has experienced a tremendous growth from 2001 when it has introduced its iPod mp3
player. Apple Inc. is considered to be the most successful electronics company in the world. ,
and the maker after Samsung and Nokia. Fortune magazine named Apple the most admired
company in the United States in 2008, and in the world from 2008 to 2012.
Name Apple Inc.
Industries served Computer hardware, Computer software, Consumer electronics,
Digital distribution
Geographic areas served Worldwide
Headquarters U.S.
Current CEO Tim Cook
Revenue $ 156.508 billion (2012)
Profit $ 41.733 billion (2012)
Employees 72,800 (2012)
Main Competitors
Samsung Electronics Co., Ltd., Amazon.com, Inc., International
Business Machines Corporation, Cisco Systems, Inc., Google Inc.,
Microsoft Corporation, Dell Inc., LG Electronics, Lenovo Group
Limited, Hewlett-Packard Company, Sony Corporation and many
others.
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Strengths
Weaknesses
1. iTunes Music Store is a good source of
revenue, especially with the iPod and the
availability on Windows platform.
2. Developing own software and hardware.
3. Apple’s niche audience provides the
company with some insulation from the
direct price competition.
4. Revamping desktop and notebook lines.
5. Web technology can be used to improve
product awareness and sales.
6. Low debt—more maneuverable.
7. Customer loyalty combined with
expanding closed ecosystem
8. Apple is a leading innovator in mobile
device technology
9. Strong financial performance
($10,000,000,000 cash, gross profit
margin 43.9% and no debt)
10. Brand reputation
11. Retail stores
12. Strong marketing and advertising teams
1. Weak relationship with Intel and
Microsoft.
2. Weak presence in business arena.
3. Dependency on new product launches.
4. Weak presence in markets other than
education and publishing.
5. Slow turnaround on high demand
products.
6. Death of Steve jobs.
7. High price. Apple’s products are typically
higher in price than its competitors. Price
sensitive consumers tend to not consider
Apple in buying decisions.
8. Incompatibility with different OS
9. Decreasing market share
10. Patent infringements
11. Further changes in management
12. Defects of new products
13. Long-term gross margin decline
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Opportunities
Threats
1. Increase in worms and viruses on PCs.
2. Large population (Gen X & Y) which are
extremely individualistic and name brand
conscious.
3. TV Expansion Possibilities for Apple TV
4. Government crackdown on pirating
music off the Internet.
5. Much of the world is still without
computers.
6. People enjoy small electronic gadgets
7. Cross product sales will continue to
increase as more and more people
choose Apple.
8. High demand of iPad mini and iPhone 5
9. iTV launch
10. Emergence of the new provider of
application processors
11. Growth of tablet and Smartphone
markets
12. Obtaining patents through acquisitions
13. Damages from patent infringements
14. Strong growth of mobile advertising
market
15. Increasing demand for cloud based
services
1. Companies not seeing Apple as
compatible with their software.
2. Dell, Samsung and HP are major
competitors.
3. Increasing competition with music
downloads.
4. Competition produces similar products at
often half the price.
5. The population at large unwilling to use
Macintosh.
6. Skype is danger competitor to FaceTime
7. Mobile Phones based on Google’s
Android Operating System.
8. Technology moves quickly, new threats
from new startups are likely.
9. Rapid technological change
10. 2013 tax increases in U.S.
11. Breached IP rights
12. Price pressure from Samsung over key
components
13. Strong dollar
14. Android OS growth
15. Competitors moves in online music
market
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This picture can show best 7 strength points in Apple.
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Elucidation
Strengths
1. Customer loyalty combined with expanding closed ecosystem. While at first Apple’s closed
ecosystem was a weakness for the business, this has now changed. First, Apple now has a full
range of apps, software and products that are interlinked and support each other. Second, new
products and supplements will be released soon (iTV), hence expanding the ecosystem. Third,
Apple has a strong customer loyalty, which increases due to Apple’s closed ecosystem, which, in
turn, is supported by customer loyalty. So the combination of Apple’s expanding closed
ecosystem and customers’ loyalty increases firm’s competitive advantage.
2. Apple is a leading innovator in mobile device technology. Apple has been chosen as the
most innovative business in the world for the 3rd time in 2012. Company’s core competency of
producing innovative products is the strength the company builds upon and is able to bring the
most innovative products to the market.
3. Strong financial performance ($10,000,000,000 cash, gross profit margin 43.9% and no
debt).Apple’s financial performance is one of the best among many companies. Company
currently (end of 2012) holds about $10,000,000,000 in cash, which can be used for acquisitions,
buying back company shares and other matters. It also has higher gross profit margin than its
main competitors, which is equal to 43.9%. Company has no debt and is not directly affected by
interest rates or credit markets.
4. Brand reputation. Apple has a reputation of highly innovative, well designed, and well-
functioning products and sound business performance. Apple brand is valued at $76.5 billion and
was the second most valuable brand in the world in 2012.
5. Retail stores. Apple’s retail stores ensure high quality customer experience; provide direct
contact with knowledgeable staff and increases brand awareness. Besides, Apple’s stores are
one of the most profitable in terms of sales/ft2.
6. Strong marketing and advertising teams. Marketing is one of the strongest functional areas
Apple has. It can sell pricier products, build superior stores (they are more or less built to achieve
marketing goals) and advertise their products in a compelling manner.
Weaknesses
1. High price. Apple’s products cost much more than its competitors devices. Some critics
argue that the price is not justified. When there’s such a fierce competition, Apple products price
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becomes a weakness because consumers can easily opt for similar quality but lower price
products.
2. Incompatibility with different OS. The iOS and OS X are quite different from other OS and uses
software that is unlike the software used in Microsoft OS. Due to such differences, both in
software and hardware, users often choose to stay with their accustomed software and hardware
(Microsoft OS and Intel hardware).
3. Decreasing market share. The less market share Apple has, the less it can influence its
potential customers and persuade them to jump into using Apple’s closed ecosystem products.
4. Patent infringements. The firm is often accused of infringing other companies’ patents and has
even lost some trials. This damages Apple brand and its financial situation.
5. Further changes in management. Apple has lost Steve Jobs in 2012 and Tim Cook became the
new CEO. Scott Forstall and John Browett (chief of retail) left the company too and this will have
an impact on company’s management, which, as many think, will be negative.
6. Defects of new products. This is not current Apple weakness but one that jumps out time to
time. Some of Apple’s iPod and iPhone releases had clear faults and thus disturbed sales of the
products and firm’s reputation of superior product performance.
7. Long-term gross margin decline. Current Apple’s gross margin is one of the highest in the tech
industry but analysts fear that due to increasing component prices and competition current
margins will not be sustained. Hence, glooming firm’s future financial performance.
Opportunities
1. High demand of iPad mini and iPhone 5. iPad mini sales will increase Apple’s market share in
the tablet market and, will strengthen firm’s competitive advantage.
2. iTV launch. iTV launch will support Apple TV sales and the products’ ecosystem.
3. Emergence of the new provider of application processors. Samsung, the main Apple’s
competitor, is also the only provider of application processors for Apple’s products. Apple has to
find a new source for the component but could not find a suitable one yet. Nonetheless, new
manufacturers with superior engineering capabilities are arising and it’s just a matter of time,
when Apple will seize upon the opportunity of being less dependent on its direct competitors.
4. Growth of tablet and smartphone markets. Growth of tablet and smartphone markets is a good
opportunity to expand firm’s share in these markets.
5. Obtaining patents through acquisitions. Apple lacks of some patents to sustain its growth and
the best way to acquire those patents is to acquire the firms holding them. In addition, Apple
could develop new skills and competencies.
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6. Damages from patent infringements. Apple patents are often infringed by its competitors.
Thus, collecting the damages from the companies that do so is a viable opportunity to not only
increase the cash reserves but to damage the competitor’s reputation and sales as well.
7. Strong growth of mobile advertising market. Apple has developed iAd advertising platform,
which allows advertising on Apple iPhone, iPad and iPod touch. The growth of mobile advertising
market is an opportunity which could be further seized upon.
8. Increasing demand for cloud based services. Apple could expand its range of iCloud services
and software as the demand for cloud-based services is expanding.
Threats
1. Rapid technological change. One of the most severe threats Apple and the other tech
companies are facing is rapid technological change. Companies are under the pressure to
release new products faster and faster. The one that cannot keep up with the competition soon
fails. This is especially hard when a business wants to introduce something new, innovative and
successful. Apple was able to bring very innovative products to the market so far but for the
moment, even Apple hasn’t unveiled any plans for the new products (except iTV) and may lack
new introductions to keep up with competition.
2. 2013 tax increases. Tax increases in USA in 2013 will negatively affect Apple.
3. Rising pay levels for Foxconn workers. Pay levels for Foxconn’s workers already rose 3 times
from 2010 to 2012. Foxconn is the main manufacturer of Apple products and the rising pay level
for Foxconn’s workers will likely raise the prices for Apple products.
4. Breached IP rights. The companies that breach Apple patents might not be discovered soon
and may benefit from it, while weakening Apple at the same time.
5. Price pressure from Samsung over key components. Samsung has already asked Apple to
pay higher price for its application processors. Due to intense competition and no viable
substitutes, Apple may be asked to pay even more.
6. Strong dollar. Apple earned more than half of its revenues from outside US. Dollar appreciation
against other currencies reduces potential profits from those countries.
7. Android OS growth. Android OS is the main competitor for iOS in mobile device market. The
domination of Android decreases iOS power over influencing consumers to join Apple.
8. Competitors’ moves in online music market. Apple faces threat from online music stores, such
as Amazon, Wal-Mart and online music subscription companies, such as Spotify.
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Vision
To make a contribution to the world by making tools for the mind that advances humankind.
The vision reflect the real trend for Apple, to invent new tools i.e. ipad, and to change how
humans live.
Mission
Apple designs Macs, the best personal computers in the world, along with OS X, iLife, iWork and
professional software. Apple leads the digital music revolution with its iPods and iTunes online
store. Apple has reinvented the mobile phone with its revolutionary iPhone and App Store, and
is defining the future of mobile media and computing devices with iPad.
The mission is reflect product and services develop humans live style with high quality.
Objectives:
1. To maximize profit
2. To be the dominant high-tech brand in the whole world
3. To invent products that will be useful, handy and sleek that will appeal to consumers all over
the world, with a special focus on developed countries like Canada and the US, Europe, and the
populous Asian countries like China, Japan, India and South Korea.
4. To become the world's number one company.
Corporate Strategy: Portfolio industry
Apple compete with a variety of products and services , icloud service competes with Google
drive, and iphone defeats Nokia, ipad in war with Samsung, and we can’t forget Apple’s old
rivalry Microsoft.
Apple has expanded throughout the world and has released many popular products and it is
achieving success with high profits and loyalty for Apple trademark.
As of May 2013, Apple maintains 406 retail stores in fourteen countries as well as the
online Apple Store and iTunes Store, the latter of which is the world's largest music retailer.
Apple is the second-largest publicly traded corporation in the world by market capitalization,
with an estimated value of US$414 billion as of January 2013. As of September 29, 2012, the
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company had 72,800 permanent full-time employees and 3,300 temporary full-time employees
worldwide.[4] Its worldwide annual revenue in 2012 totaled $156 billion. In May 2013, Apple
entered the top ten of the Fortune 500 list of companies for the first time, rising 11 places
above its 2012 ranking to take the sixth position.
Apple works on its vision to help humankind by developing creative tools.
Product Differentiation Strategy
Apple is known for its innovation in creating new devices and software. Apple was the first
company to provide tablets to humankind and iphone. It is market leader of tablets and smart
phones. Also it focuses on quality, apple software and product as we can see here:
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High Medium Low
Tablets: the ipad has first
mover advantage and a
dominate share in a fast
growing market, however
competitors are getting
strength. Release of the
ipad 2 in spring 2001
reinforced apple’s position.
Smart phones: the iphone
trails Nokia and Samsung
market share, but this is high
growth market. A new
version of the iphone 5
achieve terrific profit
itunes: despite the appeal
of peer-to-peer sharing,
Apple has the dominant
position in paid online
music purchases.
ipod: sales have flattened
out, but Apple has the
dominate market share
Laptops: apple has strong
revenue growth ( Apple
laptop sales have exceeded
desktop sales since 2006)
Desktops: Apple has 8%
market share, sales declined
from 2008 to 2009.
Software: Apple sales have
been relatively flat, strength
comes from custom product
to support other Apple
devices
Business Unit Strength
Business Strength / Competitive Position
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Recommended Strategies
We can note that the Vision, Mission and Strategy all work in harmony to present Apple as one
of the best companies in history. I think Apple can decrease prices to help to gain market share
more and expand among average income customers .
Backward integration is highly recommended, Apple can rely on Samsung to help in
manufacturing the ipad, but Samsung compete with its own tablet, so backward integration is
good strategy to save Apple copyrights. Samsung caused massive losses to Apple.
Horizontal integration is a strategy where a company acquires, merges or takes over
another company in the same industry value chain. In Apple’s case the company is called
Authentic for software and security programs.
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Job Analysis and Competency
Framework
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What is Job Analysis?
Job analysis is a process to determine the duties and skills required from the job and the
person who should be hired for it.
Job analysis is a systematic investigation of the tasks, duties and responsibilities of a job and
the necessary knowledge, knowledge skills and abilities a person needs to perform the job
adequately.
Job Analysis is a systematic exploration of the activities within a job. It is a technical
procedure used to define the duties, responsibilities, and accountabilities of a job. This
analysis "involves the identification and description of what is happening on the job,
accurately and precisely identifying the required task, the knowledge, and skills necessary
for performing them, and the conditions under which they must be performed."
Job Analysis is the procedure for determining the duties and skill requirements of a job and
the kind of person who should be hired for it.
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.
Job Analysis is to identify the tasks, duties, and responsibilities that make up a job and the
knowledge, skills and abilities needed to perform the job.
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Why We Need Job Analysis ?
We do job analysis to get a job description and job specification .
Job description is a written statement of what the worker actually does , how he\she does it
and what work conditions are. Job specification is a list of a job’s human requirement , that is
requisite ,knowledge skills, personality ,level of education and any other competency required.
Job analysis aims to answer questions such as:
How does the worker do the job?
exist?
temperature, noise)?
Job analysis information can be useful in
Recruitment : Job analysis information helps to recruit the right candidate for the right
position. This information helps in planning for human resource needs in the future.
Performance appraisal: Job analysis information makes performance appraisal more easier
and accurate by comparing between what the employee should do and what the employee
actually did.
Training: Identifies what job requirement is and analysis the gap between what is should be
and what is actually. The job analysis helps to choose the suitable training plan.
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Organizational structure and design: Job analysis helps the organization to make suitable
changes in the organizational structure, so that it matches the needs and requirements of
the organization. Duties are either added or deleted from the job.
Compensation and benefits: Job analysis is good tool to determine suitable compensation
based on tasks the employee does and how much this task is complicated or important to the
organization.
Discovering unassigned duties: It becomes very clear which position is responsible for what
task, making it easier to discover any unassigned duties that could help the organization to be
more productive.
Discovering over workload : With a fast comparison, we can know if there is unfair
distribution of tasks, i.e. two employees in the same department and same level, one of them
may have 14 tasks and the other one only 3 tasks.
Job evaluation: Job evaluation refers to studying in detail the job performance by all
individuals. The difficulty levels, skills required and on that basis the salary is fixed.
Information regarding qualities required, skilled levels, difficulty levels is obtained from job
analysis.
Relation between different positions: Reading job analysis can give an idea about relation
between the position under study and other positions dealt with in the organization or out of
the organization.
Acceptance of job offer: When a person is given an offer letter the duties to be performed
by him are clearly mentioned in it, this information is collected from job analysis, which is why
job analysis becomes important.
Safety Plan: Job analysis helps to identify risky jobs in the organization, and a suitable safety
plan for each position.
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How can we conduct job analysis?
How can we conduct job analysis?
There are six steps to conduct the job analysis :
Step 1: Decide how we will use the information.
Before starting a job analysis, we need to understand the purpose of conducting the
investigation. Recognizing that job analysis serves as recruiting, training, setting performance
standards, evaluating performance, or compensation.
Step 2: Review relevant background information.
You can collect information from competitor company in the same filed, or supervisor or experts
in the job. Another source of information could be websites that provide job analysis ,and any
job analyses existing in the organization, could help to gather information of the job
understudy.
Step 3: Select representative positions.
To make sure the job analysis is accurate , it recommended to select a sample of employees. If
there are 400 employees do the same job, select 10 employees, but you have to make sure
that some of them have high performance and some of them low, some of them newly hired
and some of them have been working for long. When you choose a good sample of employees,
this will help you analyze the job of normal employees and you will not focus on just best
performance only that makes it hard for majority to perform or for the new entry to perform
like the seniors in same positions.
Step 4: Actually analyze the job.
After you know which information we need and select who will represent the positions. We will
choose the best techniques to analyze the job. There is a lot of techniques to analyze the job
and these will be mentioned in the next point.
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Step 5: Verify the job analysis information.
Before starting to write job description and job specifications we have to ensure that the
information is accurate. The reason is that some employee can give tasks more than he\she
actually does to get more weight in the organization. On the other hand, some employee like to
write tasks less than what he\she actually does to avoid the responsibility. Therefore, the
supervisor of the position under study should approve the job description. Reviewing comments
by the supervisor can assist in determining a final job description document. When the
description is an accurate reflection, the supervisor should sign off, or approve the document.
Step 6: Develop a job description and job specification.
There is no specific format that all job descriptions follow, most include certain elements. These
include the job title, summary sentence of the job's main activities, the level of authority and
accountability of the position, performance requirements and working conditions. At the end of
job description typically includes the job specifications, or those personal characteristics the job
incumbent should possess to be successful on the job.
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What are the collection techniques?
There are different techniques used by organization to collect information and conduct the job
analysis. These methods are as follows:
i. Interviews
An interview of the employee is conducted by a group of experts
They ask questions about the job, skill levels, difficulty levels and crosscheck questions
with collected information
Based on this information, a job analysis is prepared.
Tips for interviews techniques
You should establish rapport with the interviewee to inform them of benefit of job analysis
and how will it help him\her to get the right training or promotion and other benefits that
can ensure accurate answers.
Follow a structured guide or checklist to standardize the questions to gather accurate
answers that help make a job description and job specification.
Through the interview avoid asking Yes\No questions, asking open ended-questions help
you to get more information from interviewee.
Focus in your questions on the importance of duties and frequency of occurrences of the
duties.
Don’t forget to review the data with the supervisor of the employee to verify the
information.
Advantages of interviews techniques
Two way communication that help to get the information correct.
Interview allows you to get any clarification if there is any information that need to be clarified.
Fast way to get the information from the caliber or the supervisor.
Example for jobs that can use interviews techniques is Administrative jobs
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Disadvantages of interviews techniques
It takes a long time to conduct interviews in large numbers of jobs.
Enlarging job for job evaluation.
Distorted information in his\her answers.
Example for jobs that can’t use interviews techniques: worker and blue collar
Interview formats
Structured (checklist)
Unstructured
Information source
Individual employees.
Group of employees.
Supervisor with knowledge of the job.
ii. Questionnaires
A questionnaire is provided to the employee and they are asked to answer the questions in it.
The questions may be multiple choice questions or open ended questions. The questions decide
how exactly the job analysis will be done. This technique is effective because people would
think twice before putting anything in writing.
Advantages of questionnaire techniques
Quick and efficient way to gather information from large number of employees.
Flexible and therefore the employee can do it any time that suites him\her.
Easy to retrieve .
Examples of jobs that can use questionnaire techniques: large organizations having a lot of
locations and employees like banking sector.
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Disadvantages of questionnaire techniques
Questionnaires can save time in gathering information , but it takes a long time to analyze
the information from answered questionnaires.
It take a long time to collect and receive the answered questionnaires, and results in low
rate of responses.
Language can be problem if employees don’t understand the terms in the questionnaire, and
maybe it will not be clear if a word has more than one meaning.
Irrelevant info or inappropriate information such as complaints could be written in the
questionnaires.
Handwriting can be a barrier in getting clear information – in case questionnaires are not
electronic-.
Example for jobs that can’t use questionnaires techniques: worker and blue coaler.
iii Observation
this techniques the observer actually observes the concerned worker. He makes a list of all the
duties performed by the worker and the qualities required to perform those duties based on the
information collected, job analysis is prepared.
Advantages of observation techniques
Provide first-hand and accurate information.
Reduce distortion of information or any enlarging duties.
No way for hiding any information.
Example for jobs that can use observation techniques: worker and blue collars.
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Disadvantages of observation techniques
Time consuming to observe every activity in the job.
Needs a huge number of observers in case a lot of jobs are under study.
Difficulty in capturing entire job cycle because some activities do not happen on a daily
basis.
Of little use if jobs involves a high level of mental activity, as it will be impossible to
analyze the activity.
Example for jobs that can’t use observation techniques: (IT) information technology
engineers and Graphic designer .
iV Diaries or logs
A log record is a book in which employees record all the activities performed by them on the
job. Companies can ask employees to maintain log records and job analysis can be done on
the basis of information collected from the log record. The records are extensive as well as
exhaustive in nature and provide a fair idea about the duties and responsibilities in any job.
Advantages of Diaries or log techniques
Provide first-hand and accurate information.
Reduce distortion of information or any enlargement of duties.
Example for jobs that can use diaries or logs: call center agents .
Disadvantages of Dairies or logs techniques
Time consuming to review the diaries of every activity in the job.
Difficulty in capturing entire job.
Of little use if jobs involves a high level of mental activity, as it will be impossible to
analyze the activity.
Some technical activities will be hard to record.
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What is job description?
What should a job description contain?
Example for jobs that can’t use diaries or logs: (IT) information technology engineers and
Graphic designer .
TIP Use at least two methods of collecting job analysis information to verify the collected
data.
A job description is a written statement of what the worker actually does, how he or she does
it, and what the job’s working conditions are.
There are 8 section that should be included in a job description as follows:
1- Job identification ( Code ).
2- Job summary.
3- Relationships.
4- Responsibilities and duties.
5- Authority of incumbent.
6- Standards of performance.
7- Working conditions.
8- Job specification and qualifications.
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Describe every section in brief
1- Job identification ( Code )
In this section, the name of the job (job title), job code, name of who wrote the
description and when it was written should be included.
2- Job summary
This section can answer a simple question ( why this job exists ?) not “How” the
work is accomplished. This is done by mentioning the general nature of the job and
listing the major functions or activities. One or two sentences should do.
3- Relationships ( chain of command )
This section describes all possible relations for the job holder including the
supervisor or to whom he report, whether the job holder directly supervises
someone, and others with whom the job holder will be expected to work and come
into contact with internally or externally.
4- Responsibilities and duties
Listing the major job responsibilities and duties ( essential functions ), and steps of
doing activities needs to detailed as well as the percentage of priority allocated for
each responsibility area.
5- Authority of incumbent
Defines limits of job holder’s decision-making authority, direct supervision, and
budgetary limitations. Authority to speak to media or representation in labor unions
and other labor bureau, as well as the power of the job holder’s signature i.e. ability
to sign checks and banking transactions.
6- Standards of performance
This section tells the employee what a good job looks like, and the performance
standards provide the employee with specific performance expectations for each
major duty. They are the observable behaviors and actions which explain how the
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job is to be done, plus the results that are expected for satisfactory job
performance. Standard of performance should be Based on the position, not the
individual and expressed in terms of Quantity, Quality, Timeliness, Cost, Safety, or
Outcomes.
7- Working conditions
Describe the work conditions and tools or machines required for each position,
whether it is indoors or outdoors, the average hours, weekends and if there is travel
needed. Identifying work conditions helps in recruitment planning, selection and for
safety planning or training.
8- Job specification and qualifications
Job specification and qualifications are listing education and/or equivalent
combination of education and experience as well as any skills necessary to perform
the job competently. Competencies need to be written in this section. It can
divided in to the following categories:
1- Specifications for trained personnel, i.e. previous job performance
2- Specifications for untrained personnel, i.e. personality
3- Specifications Based on Judgment, i.e. Standard Occupational Classification.
4-Specifications Based on Statistical Analysis.
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My recommendations
In the job description, when job duties are written they should be categorized
based on competency requirements.
i.e. in sales job description – The task of making a phone call , should show which
competencies are needed for this duty.
For example:
a. Communication skills
b. Customer focus
c. Quality oriented
And show the priority percentage of each duty.
i.e. in secretary job description
1- Arrange manager meeting with client by phone. (Priority Percentage: 30%)
2- Write any documents using Microsoft word. (Priority Percentage: 5%)
3- Follow up the emails sends to clients or suppliers. (Priority Percentage: 20%)
Etc...
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What are methods for job design?
There are three methods for job design
Job enlargement :
Assigning workers additional same level activities, thus increasing the number of
activities they perform.
Job enlargement :
increasing the scope of one’s duties and responsibilities. The increase in scope is
quantitative in nature and not qualitative and at the same level.
Advantages of job enlargement
1-Variety of skills, Job enlargement helps the organization to improve and increase the skills of
the employee due to organization as well as the individual benefit.
2-Improves earning capacity: Due to job enlargement the person learns many new activities.
When such people apply for jobs to other companies they can bargain for more salary.
3- Wide range of activities: Job enlargement provides wide range of activities for employees.
Since a single employee handles multiple activities the company can try and reduce the
number of employee’s. This reduces the salary bill for the company.
Disadvantages of job enlargement
1-Increases work burden: Job enlargement increases the work of the employee and not every
company provides incentives and extra salary for extra work. Therefore the efforts of the
individual may remain unrecognized.
2- Increasing frustration of the employee: In many cases employees end up being frustrated
because increased activities do not result in increased salaries.
3-Problem with union members: Many union members may misunderstand job enlargement as
exploitation of worker and may take objection to it.
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Job enrichment:
Redesigning jobs in a way that increases the opportunities for the worker to
experience feelings of responsibility, achievement, growth, and recognition.
Job enrichment:
is an attempt to motivate employees by giving them the opportunity to use the
range of their abilities.
Advantages of job enrichment
1- Interesting and challenging job: When a certain amount of power is given to employees it
makes the job more challenging for them, we can say that job enrichment is a method of
employee empowerment.
2- Improves decision making: Through job enrichment we can improve the decision making
ability of the employee by asking him to decide on factory layout, method and style of
working.
3- Identifies future managerial caliber: When we provide decision making opportunities to
employees, we can identify which employee is better that other indecision making and mark
employees for future promotion.
4- Identifies higher order needs of employees: This method identifies higher order needs of the
employee. Abraham Maslow’s theory of motivation speaks of these higher order needs e.g.
ego and esteemed needs, self actualization etc. These needs can be achieved through job
enrichment.
5- Reduces work load of superiors: Job enrichment reduces the work load of senior staff. When
decisions are taken by juniors the seniors work load is reduced.
Disadvantages of job enrichment
1-Job enrichment is based on the assumptions that workers have complete knowledge to take
decisions and they have the right attitude. In reality this might not be the case due to which
there can be problems in working.
2- Job enrichment has negative implications i.e. Along with usual work decision making work is
also given to the employees and not many may be comfortable with this.
3-Superiors may feel that power is being taken away from them and given to the junior’s. This
might lead to ego problems.
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4- This method will only work in certain situations. Some jobs already give a lot of freedom and
responsibility; this method will not work for such jobs.
5- Some people are internally dissatisfied with the organization. For such people no amount of
job enrichment can solve the problem
Job rotation :
Moving a trainee from department to department to broaden his or her
experience and identify strong and weak points to prepare the person for an
enhanced role with the company
Systematically moving workers from one job to another to enhance work team
performance.
Job rotation :
Job rotation in the workplace is a system where employees work at several jobs in
a business, performing each job for a relatively short period of time.
Advantages of job rotation
1-Avoids monopoly: Job rotation helps to avoid monopoly of job and enable the employee to
learn new things and therefore enjoy his job.
2-Provides an opportunity to broaden one’s knowledge: Due to job rotation the person is able to
learn different job in the organization this broadens his knowledge.
3- Avoiding fraudulent practice: In an organization like bank jobs rotation is undertaken to
prevent employees from doing any kind of fraud i.e. if a person is handling a particular job
for a very long time he will be able to find loopholes in the system and use them for his
benefit and indulge (participate) in fraudulent practices job rotation avoids this
Disadvantages of Job Rotation
1- Frequent interruption: Job rotation results in frequent interruption of work. A person who is
doing a particular job and gets it comfortable suddenly finds himself shifted to another job or
department .this interrupts the work in both the departments.
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What does De-jobbing mean?
Why do we need De-jobbing
2. Reduces uniformity in quality: Quality of work done by a trained worker is different from that
of a new worker .when a new worker I shifted or rotated in the department, he takes time to
learn the new job, makes mistakes in the process and affects the quality of the job.
3- Misunderstanding with the union member: Sometimes job rotation may lead to
misunderstanding with members of the union. The union might think that employees are
being harassed and more work is being taken from them. In reality this is not the case.
De-jobbing is when an organization or industry shifts away from formal jobs with formal job
descriptions to some other arrangement to get their work done.
In another meaning de-jobbing is solution to face people say, ”That isn't my job” and the
work doesn't get done because they aren't doing their work. They're doing ONLY their jobs.
De-jobbing is useful for organization to broadening the responsibilities of the company’s jobs
and encouraging employee initiative. De-jobbing is the result of several changes taking place in
business today. Firms need to
keep pace with a number of revolutionary forces- accelerating product and technological
changes, global competition, deregulation, political instability, demographic changes, and a
shift to a service oriented economy and the arrival of the information age. Forces like these
have changed the playing field on which firms compete. This rapid change has increased the
need for firms to be responsive, flexible, and generally more competitive and capable of
competing in a global market place.
Flattening organizations, creating empowered teams, re-engineering and the like are the
techniques which make firms highly responsive, flexible and competitive. Firms are slowly
moving towards new configurations, ones built around jobs that are broad and that may
change every day. People in such situations no longer can take their cues from job
descriptions or a supervisor’s instructions. Signals come from changing demands of work.
Workers learn to focus on their individual effort and collective resources in such work that
need doing. Mangers use de-jobbing based on internal factors like
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Competency-Based Job Analysis
1- Flatter organizations Instead of traditional, pyramid-shaped organizations with seven or
more management layers, flat organizations with just three or four levels are more prevalent.
Most large firms
have already cut their management layers from a dozen to six or fewer. Because the
remaining managers have more people reporting to them, they can supervise them less, so
the jobs of subordinates end up bigger in terms of both breadth and depth of
responsibilities.
2-Work teams system Managers increasingly organize tasks around teams and processes
rather than around
specialized functions. External factors such as Rapid product and technological change,
Deregulation, Political instability, Demographic changes, Global competition Rise of a service
economy.
Competency Definition
Competency is behavior or action that can be seen when a job is being done well.
Competency is the ability of an individual to do a job properly.
Competency is a measurable skill. In the job analysis process, a competency is a specific
and measurable quality that an individual who performs a role must possess. Generally,
identifying the competencies tied to each job is the first step in the job analysis process.
Competency is demonstrable characteristics of a person that enable performance of a job.
Competency is mix of knowledge, skills , attitude and ability to perform a job / activity
properly.
It can be helpful to think of competencies in terms of an iceberg. Technical competencies
are at the tip - the portion above the waterline that is clearly visible (and therefore easier
to assess).
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Knowledge : information that has to be learned and is recalled to carry out a job.
i.e. know how to use software theoretical without able to do it.
Skill : the application of knowledge in practical way to achieve a result.
i.e. produce a document using software.
Attitude : mental position or emotional feelings about ideas or issues. Attitudes are shaped
by demographics , social values, and personality
i.e. way of judgment or solving problems.
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Competency-Based Job Analysis is describing a job in terms of the measurable, observable,
behavioral competencies (knowledge, skills, and/or behaviors) an employee must exhibit to
do a job well.
Competencies are behaviorally defend personal characteristic that are required by employee
for effective performance. These personal characteristic may include, but are not limited to:
knowledge, skill, and abilities.
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What are competencies types ?
There are three main competencies
Core competencies Functional competencies Managerial
competencies
Core competencies :
Competencies required by all employees at all levels in the organization to
ensure a harmonious atmosphere to generate more productivity and achieve
the organization’s strategy and vision.
It is a Competency that relate to organization’s values, mission and
strategy; these are
competencies that reflect organizational core capabilities.
Examples: Customer satisfaction or quality orientation.
Functional competencies :
Skills required in functional areas in certain positions or departments to
undertake the job at required level of efficiency to achieve job purpose or
department objectives that participate in organization strategy and vision.
Functional competencies pertain to specific bodies of knowledge and skills
required. It includes the abilities to use the procedures, techniques and
knowledge of a specialized field.
Examples: communication skills or innovation.
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Managerial competencies :
Competencies that relate to skills needed to perform managerial work and
processes. It deals with the interaction process either with an individual or
group of people.
In typical organizations, managerial competencies will play greater emphasis
as the position progresses within the organization.
And it is only required by individuals holding management positions across
all functions.
Examples: Strategic thinking and Result oriented.
Another competency recommended !!
In my humble opinion, I think there is another type of competency that can be added and
it is the Industry competency. Maybe one or two competencies in each industry it exist
because nature of the industry. This competency should be in each company that wants
to compete in the industry. Industry competency differs from core competency, in that
core competency can change from one company to another in the same industry, while
industry competency is more general and axiomatic for any company work in this
industry.
Examples:
Advertising agencies must have ( Creative competency)
IT companies must have (Updating competency)
Banking sector must have (Accurate and confidential competency)
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Competency Framework
Competency framework is a set of values and competencies extracted from organization’s
vision and strategy, so we can use this framework as standard measure .
Also we can define competency framework as the reflection of behaviors required from all
organization employees across all positions and functions at all different levels in the
organization.
We need Competency framework to answer those questions
How do you define the skills, behaviors and attitudes that workers need to
perform their roles effectively?
How do you know they're qualified for the job?
How do you know what to measure?
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What are the benefits of Competency framework ?
A common understanding of critical success factors and desired behaviors within the
organization.
Competency framework is very useful in selection, and Competency Based
Interview to recruit the right employees having the competencies that match with the
organization and position competencies.
Integration of organizational process to competencies helps the interpretation of the big picture
concerning day to day working, i.e. Situation of a new product launch and the competency
Customer Focus valued by the organization.
Provide training and development to improve skills, knowledge and abilities that help achieve
the goals and vision of organization.
Better management and effective decisions regarding cost intensive processes like succession
planning.
Use competencies as a basis for individual performance management.
In reward management to choose people who have common competencies with the
organization.
In brief, Creating a competency framework is an effective method to assess, maintain, and
monitor the knowledge, skills, and attitudes of people in your organization. The framework
allows you to measure current competency levels to make sure your staff members have the
expertise needed to add value to the business. It also helps managers make informed
decisions about talent recruitment, retention, and succession strategies. And, by identifying
the specific behaviors and skills needed for each role, it enables you to budget and plan for
the training and development your company really needs.
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The process of creating a competency framework is long and complex. To ensure a
successful outcome, involve people actually doing carrying out the roles to evaluate real
jobs, and describe real behaviors. The increased level of understanding and linkage between
individual roles and organizational performance makes the effort well worth it.
How can we establish competencies framework ?
You need to prepare the competencies framework .There are several ways to prepare the
competencies framework; you can use a pre-set list of common standard competencies and
then customize it to the specific needs of your organization, or go to outside consultants to
develop the framework for the organization. Finally you can create a general organizational
framework, and use it as the basis for other frameworks as needed.
It should involve employees from all departments in the organization.
Collecting information can help you create an effective competency framework. Any method
can be used like interviewing employees, creating questionnaires or observing and
analyzing the jobs and work process.
After that you need to meet with the selected team to identify the competency related to the
organization’s vision and mission, then the top management approve competencies in each
types .
Competency framework should include main four items: competency name, competency
definition, behavior and evaluation scale.
Competency name
Around 4-6 core competencies should be selected and 3-5 technical competencies and a
maximum of 3 managerial competencies. It is recommended to not choose a lot of
competencies because analysis becomes more difficult .
I.e. Negotiation skills
Competency definition
In this item content, a brief definition of what the competency name means needs to be
mentioned. This is to make sure the competency will be clear and all the organization knows
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exactly what this competency means. Using general terms maybe lead to misunderstanding
that in the end of the day might lead to not achieving the organization’s strategy and vision.
I.e. Negotiation skills: ability to reach win-win situation to achieve goals.
Behavior indicators
Numbers of statements to explain what is the best or desired performance and behaviors look
like and what ineffective behaviors look like.
I.e. Preparation before the negotiation, collecting information, setting goals,
choosing negotiations tactics, bargaining and closing.
An example of ineffective behaviors is starting negotiation without enough information or set
goals, or trying to finish the negotiation in win-lose situation.
Evaluation scale
This tool helps ensure a standard measure of behavior in the organization .
Unsatisfactory Good Very Good Exceptional
Haven’t negotiation
plan
Didn’t collect
information or set
goals before
negotiation
Set objective and
goals
Collect information
Have plan or know
at least one
negotiations tactics
Have different
solutions
Achieve goals and
objective
Know and use more
than one
negotiation tactics
Reach to win-win
situation
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Why most competency framework initiatives don’t work?
In most cases, the problem is with a complicated competency framework, or a copied and
pasted competency framework that doesn’t fit with the organization and could be used
wrongly.
These are some tips to avoid ineffective competency frameworks as follows:
Involve the people doing the work – These frameworks should not be developed solely by
HR people, who don't always know what each job actually involves. Nor should they be left
to managers, who don't always understand exactly what each member of their staff does
every day. To understand a role fully, you have to go to the source – the person doing the
job – as well as getting a variety of other inputs into what makes someone successful in that
job.
Communicate – People tend to get nervous about performance issues. Let them know why
you're developing the framework, how it will be created, and how you'll use it. The more
you communicate in advance, the easier your implementation will be.
Use relevant competencies – Ensure that the competencies you include apply to all roles
covered by the framework. If you include irrelevant competencies, people will probably have
a hard time relating to the framework in general. For example, if you created a framework
to cover the whole organization, then financial management would not be included unless
every worker had to demonstrate that skill. However, a framework covering management
roles would almost certainly involve the financial management competency.
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Case Study:
Job Analysis & Job
Description
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Job analysis information questionnaire
Date…/………/……. Job analyst’s name…………
Basic information
Job Title ……………… Job code………….. Department………….
Supervisor title………………
What is the purpose of this job?
……………………………………………………………………………………………………………….
.………………………………………………………..……………………………………………………
…..………………………………………………………..……………………………
What departments so you need to communicate with to accomplish the job purpose?
……………………………………………………………………………………………………………….
.………………………………………………………..……………………………………………………
…..………………………………………………………..……………………………
Requirement
What is the minimum education level required for this job?
( ) None ( ) High school ( ) 2 years collage ( ) 4 years collage ( ) Post- graduate;
Master or PhD
Are there any certifications, licenses or registrations required?
……………………………………..
Minimum experience required for this job
( ) None ( ) 1-6 months ( ) 6-12 months ( ) 1-3 years ( ) 3-5 years ( ) more than
5 years
What additional training is required to do your job?
……………………………………..
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Skills
Select the level of each item, where 1 represents Weak and 5 represents Excellent
Language needed Reading Writing Speaking and listening
Arabic 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
English 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
Others …………….. 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
Computer skills
( ) None ( ) average ( ) Good ( ) Excellent
List any special skills required to do the job
1………………………
2 ………………………
3 ………………………
Duties
Describe, in order of importance, specific duties and responsibilities and estimate
the average percentage of time spent on each
A. Duty:…………………………………………………………………..
% of time spent performing the duty…………………………………………
Tasks:……………………………………………………………………………….
………………………………………………………………………………
………………………………………………………………………………
………………………………………………………………………………
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B. Duty:…………………………………………………………………..
% of time spent performing the duty…………………………………………
Tasks:……………………………………………………………………………….
………………………………………………………………………………
………………………………………………………………………………
Have concrete work standards been established ( errors allowed, time taken, etc.)?
if so, what are they?
……………………………………………………………………………………………………………….
.………………………………………………………..……………………………………………………
…..………………………………………………………..……………………………
Describe the successful completion and/or end results of the job?
……………………………………………………………………………………………………………….
.………………………………………………………..……………………………………………………
…..………………………………………………………..……………………………
Working conditions
Normal Working Hours: From……….to……....
Where will the job done?
( ) Indoor ( ) Outdoor ( )both ( ) others ………………………………………
List the equipment required to do the job perfectly
1- ………………………………
2- ………………………………
3- ………………………………
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Authority of incumbent
Decision Making:
Financial Authorities:
Administrative Authorities:
Write job title in the bold box and your supervisors or any employees that you manage
How many employees are under your supervision indirectly ………..
Job title
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Job analysis information questionnaire
Date…/………/……. Job analyst’s name……………….
Basic information
Job Title: Call center agent Job code: CCA 0028 Department: Customer service
Supervisor title: Call center team leader
What is purpose of this job?
Receiving calls from customers to answer their queries and help them solve any
problems they may face with their purchased product or service.
What departments do you need to communicate with to accomplish the job purpose?
IT department, Sales, Branches and Finance
Requirement
What is the minimum education level required for this job?
( ) None ( ) High school ( ) 2 years collage (√ ) 4 years collage ( ) After graduate;
Master or PhD
Are there any certifications, licenses or registrations required?
No
Minimum experience required for this job
( ) None (√) 1-6 months ( ) 6-12 months ( ) 1-3 years ( ) 3-more than 5 years ( )
more than 5 years
What additional training is required to do your job?
Customer service skills, communication and negotiation skills and problem solving
skills.
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Skills
Select level of each item, where 1 represents Weak and 5 represents Excellent
Language needed Reading Writing Speaking and listening
Arabic 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
English 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
Others …………….. 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
Computer skills
( ) None ( ) average (√) Good ( ) Excellent
List any special skills required to do the job
1………………………
2 ………………………
3 ………………………
Duties
Describe, in order of importance, specific duties and responsibilities and estimate
the average percentage of time spent on each
A. Duty: Offering appropriate and quick solution.
% of time spent performing the duty 50%
Tasks:
Greeting the customer according to company standard.
Identifying customers’ problem and understanding it.
Gathering information about customer and the problem.
Considering possible solutions.
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Suggest the best solution to the customer.
Take further action to implement the solution if required.
Following up with the customer to ensure that problem has been solved and the
customer is satisfied.
Ending the call with standard farewell according to company.
Summarizing the conclusion of the call on company system and storing it for
reference.
B. Duty: Handling Customer Complaints
% of time spent performing the duty 20%
Tasks: Greeting the customer according to company standard.
Taking details about the customer complaint.
Taking steps to resolve the complaint if possible.
Forward the complaint to the responsible party if required.
Following up with the customer to ensure that problem has been solved and the
customer is satisfied.
Ending the call with standard according to company.
Summarizing the conclusion of the call on company system and storing it for
reference.
C. Duty: providing information
% of time spent performing the duty 10%
Tasks: Greeting the customer according to company standard.
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Answering customer general questions regarding the use of their product or service
as well as questions related to other available product or services.
Taking further steps if that is required.
Ending the call with standard farewell according to company standard.
Summarizing the conclusion of the call on company system and storing it for
reference.
D. Duty: Notifying customer of new products or services
% of time spent performing the duty 20%
Tasks:
Greeting the customer according to company standard.
reviewing purchase history of customer from customer recorded to identify
customer taste.
Selecting type of product or service that the agent will inform the customer of.
Contacting the customer and promoting the new service or product by focusing on
benefits.
Taking further steps if the customer is interested in the offer.
Ending the call with standard farewell according to company standard.
Summarizing the conclusion of the call on company system and storing it for
reference.
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Have concrete work standards been established ( errors allowed, time taken, etc.)?
if so, what are they?
Answer the customer call within two phone rings, and making sure the call take
between 2 to 6 minutes as maximum .
Answer and end call with standard phrases .
Describe the successful completion and/or end results of the job?
When the problem is resolved and the complained is handled properly and the
customer is satisfied .
Working conditions
Normal Working Hours: From……….to…….... (8 hours based on shift system)
Where will the job done?
( √) Indoor ( ) Outdoor ( )both ( ) others ………………………………………
List the equipment required to do the job perfectly
1- Computer with internet connection
2- telephone
3- ………………………………
Authority of incumbent
Decision Making: N\A
Financial Authorities: N\A
Administrative Authorities: N\A
Write job title on the bold box and your supervisors or any employees you manage them
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How many of employees you are supervision indirectly ………..
Job Description
Call center agent
Job code: CCA 0028
Department : Customer Service
Report to : Call center team leader Supervises:
None
Job Objective
Building strong customer relations by providing excellent after sales service to customers in timely
manner through answering customer queries, offering technical support and handling any complaints
related to their purchased product or service.
Call center team
leader
Call center agent
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Main duties
1- Follows up with current clients and makes sure that our product and services
are satisfactory.
2- Solves any problem or complaint facing the client and informs the Call center
team leader.
3- Reviews customer complaints and search for possible solution.
4- Gives step by step instruction to customers to solve their problems.
5- Ensures that it does not take more than three working days from receiving the
complain until solving it .
6- Gives information to the customers regarding their concerns
7- Calls clients from database to introduce our company and offers them our product
and services.
8- Tries to persuade the customer to buy a certain products.
9- Obtains client information by answering telephone calls.
10- Summarizes the conclusion of the call on company system and storing it for reference.
11- Being aware of information related to the product or services of the
organization.
Job Requirements
University degree.
Good Interpersonal communication skills.
Very good command of English.
Proficient in using Computer applications .
Have 3 – 6 months experience in costumer care.
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Call center agent
Competency Definition
C
O
R
E
Innovation
Generating innovative solutions in work situations; trying
different and novel ways to deal with work problems and
opportunities.
Quality
Orientation
Accomplishing tasks by considering all areas involved, no
matter how small; showing concern for all aspects of the
job; accurately checking processes and tasks; being watchful
over a period of time.
Customer Focus
Making customers and their needs a primary focus of one's
actions; developing and sustaining productive customer
relationships.
F
U
N
C
T
I
O
N
A
l
Cultural
Adaptability
Being open to and making changes to accommodate
the differences found in other
cultures in order to interact effectively with individuals
and groups from a different
cultural background.
Integrity
Maintaining social, ethical, and organization norms;
firmly adhering to codes of
conduct and professional ethical principles.
Communication
Clearly conveying information and ideas through a
variety of media to individuals or groups in a manner
that engages the audience and helps them understand
and retain the message.
95
Job analysis information questionnaire
Date…/………/……. Job analyst’s name…………
Basic information
Job Title Secretary Job code A012 Department Administration
Supervisor title Executive secretary
What is purpose of this job?
The role of secretary is to support his\her managers in achieving general
administrative project and clerical work.
what departments you need to communicate with to accomplish the job purpose?
All departments assigned to the secretary by her supervisor or as required by the
job role.
Requirement
What is the minimum education level required for this job?
( ) None ( ) High school ( ) 2 years collage (√ ) 4 years collage ( ) After graduate;
Master or PhD
Are there any certifications, licenses or registrations required?
No
Minimum experience required for this job
( ) None ( ) 1-6 months (√) 6-12 months () 1-3 years ( ) 3-more than 5 years ( )
more than 5 years
What additional training is required to do your job?
None
96
Skills
Select level of each item, where 1 represents Weak and 5 represents Excellent
Language needed Reading Writing Speaking and listening
Arabic 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
English 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
Others French 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
Computer skills
( ) None ( ) average ( ) Good (√ ) Excellent
List any special skills required to do the job
1 Time management
2 Communication skills
3 Works well under stress
Duties
Describe, in order of importance, specific duties and responsibilities and estimate
the average percentage of time spent on each
A. Duty: Clerical duties
% of time spent performing the duty 50 %
Tasks:
types letters, memos and prepare reports and present them to her manager for
revision.
Translating foreign documents and summarizing technical reports.
Greeting visitors and presenting them to the managers as per appointment.
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Preparing and keeping track of managers business agenda and updating it with any
changes.
B. Duty: General phone duties
% of time spent performing the duty 35%
Tasks
Answer calls and forward them to concerned parties
Take appointment through the phone
Answer quires and record messages
C. Duty: Filing and archiving deities
% of time spent performing the duty %15
Tasks:
Preparing, classifying, and updating files according to the system.
Filing documents correctly and efficiently in order to facilitate retrieval
Making sure that files are stored safely and securely
Have concrete work standards been established ( errors allowed, time taken, etc.)?
if so, what are they?
None
Describe the successful completion and/or end results of the job?
The managers doesn’t miss any appointments.
All required reports and document are delivered on time .
All files are available without any missing document.
98
Working conditions
Normal Working Hours: From 8 Am to 4 Pm
Where will the job done?
(√) Indoor ( ) Outdoor ( )both ( ) others ………………………………………
List the equipment required to do the job perfectly
1- Internet and web applications
2- Telephone and Fax
3-
Authority of incumbent
Decision Making: N\A
Financial Authorities: N\A
Administrative Authorities: N\A
Write job title on the bold box and your supervisors or any employees you manage them
Office Manger
Secretary
99
How many of employees you are supervision indirectly None
Job Description
Secretary
Job code: A012
Department Administration
Report to : : Office Manager
Supervises: None
Job Objective
The role of secretary is to support his\her managers in achieving general administrative project and
clerical work.
Main duties
1 Prepares the yearly work plan on order to be revised by her manager.
2 Follows up on deadlines and prepares all required documents.
3 prepares all required letters for internal company events.
4 Prepares internal memorandum .
5 Undertakes typical work tasks such as general word processing , dealing with telephone , receiving
correspondence , sending emails , creating and maintaining filing system .
6 Handles any required vacations, permissions .
7 Maintains office equipment and ensures enough office supplies on hand.
8 Performs research and collect data from internet.
9 Arranges meeting and takes minutes and keeps notes.
10 Acts as a liaison with the other offices, department and outside agencies.
11 Assists managers of other departments if they need it.
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Job Requirements
University degree.
Good Interpersonal communication skills.
Very good command of English.
Good command of French.
Proficient in using Computer applications .
Have 3 – 6 months experience in administration field .
Secretary
Competency Definition
C
O
R
E
Innovation
Generating innovative solutions in work situations; trying
different and novel ways to deal with work problems and
opportunities.
Quality
Orientation
Accomplishing tasks by considering all areas involved, no
matter how small; showing concern for all aspects of the
job; accurately checking processes and tasks; being watchful
over a period of time.
Customer Focus
Making customers and their needs a primary focus of one's
actions; developing and sustaining productive customer
relationships.
F
U
N
C
T
I
O
N
A
l
Teamwork Effectively participating as a member of a team to
move the team toward the completion of goals.
Professional
Impact
Creating a good first impression, commanding
attention and respect, showing an air
of confidence.
Communication
Clearly conveying information and ideas through a
variety of media to individuals or groups in a manner
that engages the audience and helps them understand
and retain the message.
101
Job analysis information questionnaire
Date…/………/……. Job analyst’s name…………
Basic information
Job Title: Training Specialist Job code: THR023 Department: Human resource
Supervisor title: Training supervisor
What is purpose of this job?
Set up training procedures and training seminars as well as assist in maintaining the
quality of training materials and manuals .
what departments you need to communicate with to accomplish the job purpose?
Recruiting department , finance
Requirement
What is the minimum education level required for this job?
( ) None ( ) High school () 2 years collage (√ ) 4 years collage ( ) After graduate;
Master or PhD
Are there any certifications, licenses or registrations required?
None
Minimum experience required for this job
( ) None () 1-6 months (√ ) 6-12 months () 1-3 years ( ) 3-more than 5 years ( )
more than 5 years
What additional training is required to do your job?
……………………………………..
102
Skills
Select level of each item, where 1 represents Weak and 5 represents Excellent
Language needed Reading Writing Speaking and listening
Arabic 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
English 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
Others …………….. 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
Computer skills
( ) None (√ ) average ( ) Good ( ) Excellent
List any special skills required to do the job
1………………………
2 ………………………
3 ………………………
Duties
Describe, in order of importance, specific duties and responsibilities and estimate
the average percentage of time spent on each
A. Duty: assists in preparing training material
% of time spent performing the duty 45%
Tasks : prepares materials such as training manuals, procedure book , etc... under
instructions of training supervisor
Revises training program with training supervisor to ensure it is suitable for the
trainees level and requirement .
Obtains final approval of all training material and programs for use in training
sessions from training manager.
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B. Duty: Prepare and conduct training sessions
% of time spent performing the duty 30%
Tasks:
Decides and arranges the best place and time for the training sessions .
Coordinate with the supervisor to choose the best instructor for the session.
Inform trainees about the data , location and subject of the training session.
Ensures that there is sufficient training material present to be distributed on the
trainees.
Attend the training session with the instructor to make sure that session is
conducted as per schedule and procedures .
C. Duty: Follow up with training session and evaluate its results
% of time spent performing the duty 25%
Tasks: Following up on the training results to see whether sessions are effective or
not.
following up with trainees to check whether there are any suggestions for
improving training sessions .
Forward any complaints to the supervisor.
Revise training program and/or training material to improve it and/or update it
with new developments in the training field in coordination with supervisor .
104
Have concrete work standards been established ( errors allowed, time taken, etc.)?
if so, what are they?
……………………………………………………………………………………………………………….
.………………………………………………………..……………………………………………………
…..………………………………………………………..……………………………
Describe the successful completion and/or end results of the job?
Create successful training programs
Working conditions
Normal Working Hours: From 8 Am to 4 Pm
Where will the job done?
(√ ) Indoor ( ) Outdoor ( )both ( ) others ………………………………………
List the equipment required to do the job perfectly
1- ………………………………
2- ………………………………
3- ………………………………
Authority of incumbent
Decision Making :N/A
Financial Authorities: N/A
Administrative Authorities: N/A
105
Write job title on the bold box and your supervisors or any employees you manage them
How many of employees you are supervision indirectly ………..
Job Description
Training specialist
Job code: THR023
Department Human Resource
Report to : Training Supervisor
Supervises: None
Job Objective
Setup training procedures and training seminars as well as assist in maintaining the quality of
training materials and manuals .
Training
supervisor
Training specialist
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Main duties
1. Prepares the scheduling of training sessions and booking and notifies all relevant
parties.
2. Takes responsibility of ensuring all training rooms / venues, equipment , catering
arrangements, and other requirements are booked up or canceled in advance.
3. Sends out appropriate course information in advance of training courses.
4. Requests and compiles all objectives in advance of training courses.
5. Keeps data of training suppliers and training materials up to date.
6. Ensures approval of training supplier / course content in advance.
7. Allocates staff to groups when repeated training sessions are to be conducted.
8. Prints up of training support materials / handouts for training courses, and assists with
the creation or formatting of these where relevant.
9. Assists in training course set up / clear up before and/or after a training session.
10. Sends out course evaluation (feedback) questionnaires and follows up the training
courses and compiles / communicates feedback to the HR Manager.
11. Records all staff’s training attendance.
12. Keeps training records and files up to date filing forms.
13. Helps in coordinating and supports yearly performance evaluations for employees
with the H.R. Team.
14. Prepares staff manuals & conducts the general orientation during the introduction of
all new employees.
15. Obtains and prepares training records / certificates of training achieved for
employees
16. Arranges training provision as required by the business during annual leave/ other
absence.
17. Assists in the delivery of training sessions at a basic/administrative level if required.
Provides general administrative assistance and support during the training process
107
Job Requirements
University degree.
Good Interpersonal communication skills.
Very good command of English.
Proficient in using Computer applications .
Have 1 – 3years experience in training field .
Training specialist
Competency Definition
C O R E
Innovation Generating innovative solutions in work situations; trying different and novel ways to deal with work problems and opportunities.
Quality Orientation
Accomplishing tasks by considering all areas involved, no matter how small; showing concern for all aspects of the job; accurately checking processes and tasks; being watchful over a period of time.
Customer Focus Making customers and their needs a primary focus of one's actions; developing and sustaining productive customer relationships.
F U N C T I O N A l
Teamwork Effectively participating as a member of a team to move the team toward the completion of goals.
Analysis and Judgment
Identifying and understanding issues, problems and opportunities; developing the relevant criteria and comparing data from different sources to draw conclusions; using effective approaches for choosing a course of action or developing appropriate solutions; taking action that is consistent with available facts, constraints, and probable consequences.
Continuous Learning
Actively identifying new areas for learning; regularly creating and taking advantage of learning opportunities; using newly gained knowledge and skill on the job, and learning through application.
108
Commentary
Using questionnaires to collect information and data for each job is a good method in
case there are a large number of jobs and they are technical in nature. I think it
should use at least two ways of collecting the data. The interview method is another
way to make sure there is no missing data or unclear information. Interviews could
be with group of employees in the same job to save time rather than meet each
employee alone and this also guarantees that there will be no misleading data.
109
Recruitment, Personnel
Planning & Selection
110
Why we need to plan for recruiting?
Because recruiting is a very critical decision and bad recruiting can cost money.
Waste of time:
Recruiting takes a long time to filter CVs, and interview candidates and it makes
Human Resource employees busy. If the recruiting process takes the wrong way it will
be inefficient and ineffective.
Cost:
To advertise for the post or to outsource the recruitment i.e. Recruiting agencies ,
costs a lot of money. In addition to the, first three months salaries, all those costs are
lost in vain if HR recruit the wrong person.
Other effects:
Bringing the wrong person inside the organization can affect the culture or cause
loss of resources or even loss of customer.
Organizational performance always depends in part on subordinates having the right skills and attributes.
Recruiting and hiring employees is costly.
The legal implications of incompetent hiring
Recruiting process
First of all ,HR should decided what positions will need to be filled. Second, it should
build internal and external pool of candidates to fill these positions. Then starts the
classification and filtration of candidates after which they undergo an initial screening
interview. Afterwards, HR selects the best and most suitable techniques for recruiting
like tests, background investigations, and physical exams to identify viable candidates.
Short listing the appropriate candidates comes next and finally the decision of who to
make an offer to, by having the supervisor and perhaps others on the team interview
the candidates.
111
Personnel/Workforce Planning
Workforce is a term used to describe those working for a single company or industry. It excludes the employers or management. It might also mean all those that are available for work. HR Planning Strategies in Staffing plays a key role for success only if it Attracts, Retain, Motivate and Develops.
Assessing workforce viability vs. Future Requirements
Identify sources of supply and leaks and then determine net gain or loss and whether net human capital will be adequate.
112
Tools for forecasting what positions will need to be filled can include:
Trend analysis:
Studying organization history, turnover rate and employment needs from previous
years or sessions can predict future demand.
Ratio analysis:
Linking between casual factor and the number of employees needed, this relationship
is constant. i.e. Scatter plot:
A graphical method used to help identify the relationship between two variables.
Qualifications inventories:
Manual or computerized records listing employees’ education, career and development
interests, languages, special skills, and so on, to be used in selecting inside candidates
for promotion.
Computerized forecasts:
The use of software packages to determine future staff needs by projecting sales,
capacity of production, and personnel required to maintain a capacity of output.
i.e. direct labor hours required to produce one unit of product (a measure of
productivity), and three sales projections—minimum, maximum, and probable.
Position replacement card:
A card prepared for each position in a company to show possible replacement
candidates and their qualifications. Personnel replacement charts:
Company records showing present performance and promo ability of inside candidates for the most important positions.
113
Internal Sources of Candidates
Internal sources of candidates can be confined to three resources 1. Hiring From within the organization / Internal job posting
2. Re-Hire previous employees
3. Succession Planning
It will be discussed after reviewing the Advantages and Disadvantages of internal recruiting Advantages Foreknowledge of candidates’ strengths and weaknesses More accurate view of candidate’s skills Candidates have a stronger commitment to the company Increases employee morale Less training and orientation required Disadvantages Failed applicants become discontented Time wasted interviewing inside candidates who will not be considered
114
1 Hiring From within the organization / Internal job posting
Publicizing an open job to employees (often by literally posting it on bulletin
boards) and listing its attributes. It should be planned and based on efficiency.
2 Re-Hire previous employees
Calling former employee back to work for the organization. This is most
complicated option in the recruiting process over all, due to the advantages and
disadvantages of this option as mentioned below.
Advantages
They are known quantities.
They know the firm and its culture.
Disadvantages
They may have less-than positive attitudes.
Rehiring may sent the wrong message to current employees about how to get
ahead.
3 Succession Planning
It is a process for identifying and developing internal people with the potential to fill
key business leadership positions in the company. Succession planning increases
the availability of experienced and capable employees that are prepared to assume
these roles as they become available.
115
Succession plan steps
Step 1: Identify Key Positions for Succession
Critical positions are the focus of succession planning efforts. Without these roles,
the department or agency would be unable to effectively meet its business
objectives. Workforce projection data or demographic analysis is essential in
identifying risk areas. A risk assessment may also be conducted and compared to
current and future vacancies to identify critical positions within your organization.
Step 2: Identify Competencies Needed
A clear understanding of capabilities needed for successful performance in key
areas and critical positions is essential for guiding learning and development plans,
setting clear performance expectations, and for assessing performance. By
completing the process of competency or position profiling within your organization,
current and future employees gain an understanding of the key responsibilities of
the position including the qualifications and behavioral and technical competencies
required to perform them successfully.
Step 3: Identifying and assessment for the Successors
Now that critical positions have been identified and have been profiled for
competencies, the next step is to choose from a menu of several human resource
strategies, including developing internal talent pools, on boarding and recruitment
to address succession planning.
Step 4: Employees Begin Development with Assistance of Key Manager
Once strategies have been identified, the next step is to document the strategies in
an action plan. The Succession Planning: Action Plan provides a mechanism for
clearly defining timelines and roles and responsibilities.
116
Step 5: Development assessment
To ensure that the organization succession planning efforts are successful, it is
important to systematically monitor workforce data, evaluate activities and make
necessary adjustments.
Dilemma !i!
There is dilemma about succession plan :
Do we tell the successor that he/she is successor or not?
Agree
It help to maintain the good employees and prevent them from leaving.
Plus it motivates the successor to be more productive and do their best.
Not to mention succession plan motivates all employee and makes them feel justice in
the organization. And the organization appreciates employee’s effort.
Disagree
If we tell the successor maybe he/she start to act like manager with colleagues.
It could depress other employees hoping for a promotion and convert them to
nonproductive members.
Maybe the successor will feel he/she is the best and starts to be lazy and laidback.
Maybe the manager feels that the successor is a threat and decides to remove him/her
My Solution
We can hold the stick from the middle, inform the successor that he/she is a nominee to
be manger but there is another candidate. In this case the successor will be motivated
and in the same time careful to avoid making problems or becoming lazy.
My opinion
I think succession plan is the best way to maintain employees and motivates them as it
creates a second line that can keep the level of quality and productivity of the
organization in any emergency cases, In the Arab world in general and in Egypt
especially we face the problem of lack of second team.
117
4-Replacement
Perhaps the replacement and succession planning may look very similar and the best
way to explain the difference is a comparison .
Succession is about finding one or more candidates for leadership and then
mentoring them until one has shown himself ready to lead.
Replacement is about finding one or more candidates who hopefully fit the
bill, and putting them in the saddle – with a prayer that they were the right
one. Too often, it turns out they aren’t. By the time you find that out, it’s too
late and the organization is often sidetracked for months or even years dealing
with the repercussions.
Here are a few more differences between succession and replacement.
Succession Planning Replacement Planning
Is a process. Is an event.
Begins 2-3 years before transition. Begins 3-6 months before transition.
Is proactive. Is reactive.
Prepares the congregation for change. Surprises the congregation with change.
Yields expected results. Yields mixed results.
Values are embedded into the new
leader before succession happens.
Values are discovered in the new leader
after replacement happens.
The new leader holds a high degree of
trust by the organization.
The new leader holds a mixed degree of
trust by the organization .
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External Sources of Candidates
Sources of candidate from outside the organization/company could be one of those
Advertising
The Media: selection of the best medium depends on the positions for which the
firm is recruiting.
Newspapers (local and specific labor markets)
Trade and professional journals
Internet job sites
Marketing programs Job fairs Universities campaigning
Constructing an effective AD
Wording related to job interest factors should trigger the applicant’s attention, interest, desire, and action (AIDA) and create a positive impression of the firm.
(AIDA) approach refer to Attention, Interest, Desire, Action Employment Agencies
Is an organization which matches employers to employees.
There are three types of employment agencies as follows:
1)Public agencies operated by governments, i.e. Minister of manpower
2)Agencies associated with nonprofit organizations ,i.e. Alashanek Ya Balady NGO
3)Privately owned agencies, i.e. Job Master
Why we should use Employment agencies? The organization must fill a particular opening quickly. Because employment agencies have large of CV pool.
When a organization doesn’t have an HR department and is not geared to doing recruiting and screening. So employment agencies will do that with efficiency.
The organization has found it difficult in the past to generate a pool of qualified applicants.
119
There is a perceived need to attract a greater number of minority or female applicants.
The organization wants to reach currently employed individuals, who might feel more comfortable dealing with agencies than with competing companies.
The organization wants to cut down on the time it’s devoting to recruiting.
Why we shouldn’t use Employment agencies? Organization must give the agency an accurate and complete job description and that could be confidential in some cases.
Make sure agency use method of i.e. selection process tests, application blanks, and interviews.
Periodically review data on candidates accepted or rejected by the organization , and by the agency. Check on the effectiveness and fairness of the agency’s screening process.
Screen the agency. Check with other managers or HR people to find out which agencies have been the most effective at filling the sorts of positions needed to be filled.
Review the Internet and a few back issues of the Sunday classified ads to discover the agencies that handle the positions to be filled.
Temporary employment
Temporary employees are hired to assist employers to meet business demands yet allow the employer to avoid the cost of hiring a regular employee. Sometimes, it is the expectation of the employer that if the temporary employee is successful, the temporary employee will be hired.
Benefits Paid only when working
More productive
No recruitment, screening, and payroll administration costs Costs Fees paid to temp agencies
Cost of training to work within organization standards
Lack of commitment to the origination
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Executive recruiters (headhunters)
Special employment agencies retained by employers to seek out top-management talent for their clients.
Contingent-based recruiters collect a fee for their services when a successful hire is completed.
Retained executive searchers are paid regardless of the outcome of the recruitment process.
Internet technology and specialization trends are changing how candidates are attracted and how searches are conducted.
Tips for Choosing a Recruiter Make sure the firm is capable of conducting a thorough search.
Recruiter Give the agency an accurate and complete job description.
Meet the individual who will actually handle your assignment.
Ask how much the search firm charges. College recruiting/ Internships
To determine if the candidate is worthy of further consideration
To attract good candidates
Employee referrals
Applicants who are referred to the organization by current employees
Referring employees become stakeholders.
Referral is a cost-effective recruitment program.
Referral can speed up diversifying the workforce
Walk-ins
Direct applicants who seek employment with or without encouragement from other sources.
Courteous treatment of any applicant is a good business practice.
121
Factors affecting recruiting
Recruiting via the Internet More organizations and applicants are utilizing the Internet in the job search process. Advantages of Internet recruiting
Updating and open resource.
Cost-effective way to publicize job openings.
More applicants attracted over a longer period .
Immediate applicant responses .
Online prescreening of applicants .
Links to other job search sites.
Automation of applicant tracking and evaluation. When the organization uses an external source, It is highly recommended to develop and use application forms Application form
The form that provides information on education, prior work record, and skills.
Uses of information from applications
Judgments about the applicant’s educational and experience qualifications Conclusions about the applicant’s previous progress and growth Indications of the applicant’s employment stability Predictions about which candidate is likely to succeed on the job
There are two kind of factors that could affect the recruiting process. External factors affecting recruiting Economical conditions Looming undersupply of workers
Lessening of the trend in outsourcing of jobs
Increasingly fewer ―qualified candidates Internal factors affecting recruiting The consistency of the firm’s recruitment efforts with its strategic goals
122
The available resources, types of jobs to be recruited and choice of recruiting methods
No recruitment HR issues and policies
Line and staff coordination and cooperation
The historical arithmetic relationships between recruitment leads and invitees, invitees and interviews, interviews and offers made, and offers made and offers accepted.
Advantages of centralizing recruitment
Lower Operating Costs
Using a centralized human resources department saves money on organizational costs
and transaction costs for HR department organization, recruiting, payroll processing
and benefits administration.
Concentration of HR Skills
A centralized human resources staff is more accessible to line managers and senior
management and can provide faster service. Working from one department or team,
HR employees can more quickly improve quality of services such as recruiting and
performance management and reducing processing time for deadline-driven services
such as payroll.
Knowledge Sharing
With a centralized human resources unit, there is rapid dissemination of essential
knowledge of the organization's needs, both within the department and company-wide.
Optimized Processes
A centralized human resources unit rapidly and efficiently optimizes essential business
processes. The staff can more easily develop and coordinate consistent processes for
payroll, benefits, recruiting, on boarding performance management and recognition.
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Organizational Support
Centralized human resources provides better organizational support for companies with
one location or many locations, although decentralized human resources may make
more sense for very large, global operations.
Disadvantages of centralizing recruitment
Costs
In a large corporation, a centralized recruitment process can be more cost effective
than a decentralized system. In a small business however, the opposite is true. This is
because a centralized approach requires a dedicated HR staff that works exclusively on
recruitment. This can be costly to set up, and small businesses are unlikely to perform
enough recruiting to justify these set-up costs.
Inflexibility
A centralized recruitment system works well if the company's recruitment needs are
simple and do not change often. If the company's recruitment needs change
frequently, though, a centralized system is not flexible enough. i.e. in a branch office
where there is a high staff turnover, it's easier for the branch office to assess its
staffing needs than for the head office to make the decisions.
Poor Fit
When a business uses a centralized recruitment process, it means that the people who
perform the recruiting are not the same people who will actually work with the people
are hired. This can create problems with conflicts in personality or working styles if the
centralized HR department hires people who are not compatible with their colleagues
or supervisors.
There is three indicators to measure strength of workforce plan
Turnover, stability and exit interview analysis.
Good recruiter should ask him/herself two core questions:
What kind of people do we need to compete effectively, now and in the foreseeable
future?
What do we have to do to attract, develop and retain these people?
The objective is to have a strategy to achieve competitive advantage by developing
intellectual capital in order, employing capable people than your rivals, ensuring that
they develop organization-specific knowledge and skills and taking steps to be the
employer of choice.
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Step-by-step approach to effective human resource planning
Employee testing and selection?
1) Link strategic business plan to HR plan
2) Classify employees : manpower inventory and skills inventory
3) Classify positions: job evaluation and competency profiles
4) Equate historical relationship (are things getting better or worse in terms of
retention/turnover , productivity, sales, technological advancements) and do
scenario planning : assess where the organization is going
5) Forecast demand- how many people do we need and what type
6) Forecast (internal) supply- how many people have we got and can we retain them?
7) Forecast HR needs (demand minus supply)
Before the candidate is interviewed he/she should fill the organizations’ application.
Even if he/she submit CV. Application could contain specific questions to gather
information about the candidate.
How can we use information in CV or Application?
Conclusions about the applicant’s previous progress ,growth and preference.
Predictions about applicant’s personality and if he/she can fit in the organization and
its culture.
About the applicant’s educational and experience qualifications.
Indications of the applicant’s employment stability.
Predictions about which candidate is likely to succeed on the job.
To have effective selecting and testing system, tests MUST be:
Reliability
The consistency of scores obtained by the same person when retested with
the identical or equivalent tests.
Test validity
The accuracy with which a test, interview, and so on measures what it
purports to measure or fulfills the function it was designed to fill.
125
A. Criterion validity
this type of validity based on showing that scores on the test (predictors)
are related to job performance (criterion).
B. Content validity
the test that is content valid is one that contains a fair sample of the tasks
and skills actually needed for the job in question.
To validate the test there are steps that should be taken:
Step 1 Analyze the job
Predictors can be extracted from job specification ( KSA ).
Criterion use quantitative and qualitative measures of job success.
Step 2: Choose the tests
What type and if it will be test by test or one overall test.
Step 3: Administer the test
Concurrent validation by test current employees and compare current
employees’ scores with current performance.
Predictive validation test employees and compare later-measured
performance with prior scores.
Step 4: Relate Test Scores and Criteria
Correlation analysis:
We ask here if actual scores on the test and actual performance make
sense?
Step 5: Cross-Validate and Revalidate
Repeat Step 3 and Step 4 with a different sample of employees.
Tips for test implementation:
Monitor the testing/selection program.
Keep accurate records.
Use a certified psychologist.
Manage test conditions.
Revalidate periodically.
126
Tests types
Uses of test at work
Major types of tests used by employers
Basic skills tests (45%)
Drug tests (47%)
Psychological tests (33%)
Benefits of testing
Less overall testing now but more testing is used as specific job skills and work
demands increase.
Screen out bad or dishonest employees
Reduce turnover by personality profiling
1-Tests of Cognitive Abilities
Intelligence Tests: Tests of General Reasoning Abilities like the Intelligence
Quotient (IQ).
Tests of specific Cognitive Abilities: they measure specific mental abilities
such as
Inductive and Deductive reasoning, verbal comprehension and memory
and numerical abilities
i.e. Aptitude tests, Tests of mechanical comprehension
2- Work Samples and Simulations
Work samples
Actual job tasks are used in testing performance of candidate.
Work sampling technique
A testing method based on measuring an applicant’s performance on
actual basic job tasks.
i.e. Installing a motor, IT troubleshooting ,customer service, sales inventory.
3-Tests of Motor and Physical Abilities:
They test the motor abilities like the manual dexterity test, speed of arm movement
and reaction time. Some tests also measure strength, stamina, etc. this kind of test
could be useful for jobs needING physical effort.
i.e. Petroleum Engineer, Driver
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4-Measuring Personality and Interests:
Tests that measure aspects like intro/extroversion, stability, dominance, etc.
Tests that measure the person’s motivation and interpersonal skills (MBTI Type)
Why we use personality tests?
Tests have been used successfully to predict dysfunctional job behaviors and identify
successful candidates for overseas assignments.
Why we don’t use personality test?
Personality tests—particularly the projective type—are the most difficult tests to
evaluate and use.
My Opinion
I think personality test is a good tool to understand how will the candidate act in future situations and review previous history of candidate, then it will be more clear if the candidate fits in the organization or not. Note: I recommend ( MBTI ) tests.
Example:
for personality tests –popular one- The Big Five. This test measure five elements in
the human personality, that help to understand the personality of the candidate and
predict future actions.
Extraversion The tendency to be sociable, assertive, active, and to experience positive effects, such as energy and zeal. Emotional stability/neuroticism The tendency to exhibit poor emotional adjustment and experience negative effects, such as anxiety, insecurity, and hostility. Openness to experience The disposition to be imaginative, nonconforming, unconventional, and autonomous. Agreeableness The tendency to be trusting, compliant, caring, and gentle. Conscientiousness Is comprised of two related facets: achievement and dependability.
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5-Computer-Interactive Testing
Telephone prescreening:
good for call center and similar jobs.
Offline computer tests:
good for secretary and other administration jobs.
Virtual ―inbox‖ tests suitable for managerial jobs
Online problem solving tests fit for IT jobs
Benefits of Computer-Interactive Testing
Provides immediate scoring and feedback of results to applicants.
Use of computer-based scoring eliminates rater bias.
Eliminates costly and inefficient paper-and-pencil testing processes.
Allows for role-playing by applicants.
Can be readily customized for specific jobs.
6-Work Simulations
Candidates are trained to perform a sample of the job’s tasks, and then are
evaluated on their performance. This method assumes that a person who
demonstrates that he/she can learn and perform the sample of tasks will be
able to learn and perform the job itself.
Management assessment center Simulation in which management candidates are asked to perform realistic tasks in hypothetical situations and are scored on their performance. Typical simulated exercises include:
The in-basket
Leaderless group discussion
Management games
Individual presentations
Objective tests
The interview
Case Studies
Psychometric Testing
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The miniature job training and evaluation approach
A testing method based on measuring an applicant’s performance on actual basic job tasks.
Video-Based situational testing
Situational test comprised of several video scenarios, each followed by a multiple choice question that requires the candidate to choose from among several courses of action.
While the evidence is mixed, the results suggest that video-based situational tests can be useful for selecting employees.
7-Physical Examination
Why we do pre-employment medical examinations?
1. To detect communicable diseases that may be unknown to the applicant.
2. To verify that the applicant meets the physical requirements of the position.
3. To discover any medical limitations you should take into account in placing the
applicant.
4. To establish a record and baseline of the applicant’s health for future insurance or
compensation claims.
5. To reduce absenteeism and accidents.
8-Substance Abuse Screening
Types of screening:
Before formal hiring
After a work accident
Presence of obvious behavioral symptoms
Random or periodic basis
Transfer or promotion to new position
Types of tests
Urinalysis
Hair follicle testing
9-Other tests
The Polygraph and Honesty Testing
Graphology (handwriting analysis)
Assumes that handwriting reflects basic personality traits.
Graphology’s validity is highly suspect.
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Background Investigations and Reference Checks
Sources of information for background checks:
Previous employers, (good to gain information about history of the
candidate)
Current supervisors,( It is not recommended because it cause a lot of
trouble for the candidate, especially if he/she didn’t get the job)
Commercial credit rating companies,(It recommended for
companies in the same sector) i.e. Banks
Written references, ( recommended in technical jobs) i.e. Certificates,
Recommendation letter
Statistic show percentages of kind extent of investigations and checks
(87%) of companies do reference checks
(69%) of companies do background employment checks
(61%) of companies do criminal records
(56%) of companies do driving records
(35%) of companies do credit checks
Tips for Making Background Checks More Useful Include on the application form a statement for applicants to sign explicitly authorizing a background check.
Use telephone references if possible.
Be persistent in obtaining information.
Ask open-ended questions to elicit more information from references.
Use references provided by the candidate as a source for other references. Benefits of background checks
To verify factual information provided by applicants.
To uncover damaging information.
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What is the interview and interviews types, and interview benefits ?
An Interview is a procedure designed to obtain information from a person through oral
responses to oral inquiries.
There are three types of interviews Selection interview : to hire new employee.
Appraisal interview : to appraise current employee in the organization.
Exit interview : to analysis and identify why employee want quit the work with the organization.
There are different ways to conduct the interview
One-on-one Interviews An interview in which each interviewer forms an independent opinion after asking different questions. Panel Interviews An interview in which a group of interviewers questions the applicant. Mass Interviews An interview in which a group of interviewers questions the applicant. Assessment Centers Special centers assessment applicants Tele-interviewing Interviewing the applicant thought the phone to gather information or long distance between the applicant and organization place. Videoconferences Videoconference is good tool to conduct full interview with applicants over the web without extra costs.
There are two interviews formats Structured : An interview following a set sequence of questions. The aim
of this approach is to ensure that each interview is presented with exactly the same questions in the same order. It is more guaranteed and professional.
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Unstructured : An unstructured conversational-style interview in which the interviewer ask questions as its come to mind and pursues points of interest as they come up in response to questions and No scoring of answers. No benchmarking of candidates. It is not recommended for all potions, but it might be useful for top management positions.
Updating
There is another format that I found on the internet and is called: Semi structured : it looks like unstructured interview but contains structured questions.
This format’s benefit is that it is a structured interview to measure specific questions and unstructured interview in term of flexibility.
Whatever the format or the way interview will be conducted, there are different
question types
Situational interview :
A series of job-related questions that focus on how the candidate would behave in a given situation. This kind of questions could be useful for fresh graduate, especially if the candidate doesn’t have previous experience related to the job. But the disadvantage of this kind of questions is, the candidate could answer the question with the right answers not what will he/she do in reality.
Behavioral interview : A series of job-related questions that focus on how they react to actual situations in the past. It is easy to predict future behavioral from the past behavioral. Job-related interview :
A series of job-related questions that focus on relevant past job-related behaviors. Job-related interview can be used in technical jobs.
Stress interview :
An interview in which the interviewer seeks to make the applicant uncomfortable with occasionally rude questions that supposedly to spot sensitive applicants and those with low or high stress tolerance. It is recommended for specific jobs. This kind of jobs related with the customer or dealing with stress i.e. customer care or outdoor sales.
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Puzzle questions :
Recruiters for technical, finance, and other types of jobs use questions to pose problems requiring unique (―out-of-the-box‖) solutions to see how candidates think under pressure. It is recommended to create harmony in the organization and culture. Because all the employee will have similar mental level.
Interview benefits
What is the benefit of making the right selection decision on the
organization success?
Reduces training cost and time, when the organization chooses the right person
for the right position.
Helps to build a better team environment, In the interviews it take into account
the suitable candidate not the best candidate, who can fit in the organization
and the culture in the organization. Thus ensuring satisfied customers and co-
workers
Helps to reduce cost of turnover,new employees require training and take some
time to become fully productive
Ensures organizations’ reputation as a preferred employer
What is the benefit of making the right selection decision on our people;
both existing and new employees?
Builds the confidence of co-workers with their Mangers in particular, and
credibility in the Human Resources department in general.
Minimizes costly and unsettling experiences for both the new employee and
those he/she was hired to join.
Reduces confrontations with unions and other employee-representative
organisations
These are the steps for the process for recruiting:
Step 1: Advertise the wanted position. Be clear and highlight the capabilities needed
for the job.
Step 2: Resume screening. The goal is to eliminate the applicants who definitely don't
fit the profile origination are seeking.
Step 3: Phone interview. Use the phone interview as the second screening device.
Keep it to ten minutes as maximum.
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Step 4: Face-to-face interview. This should last about 45 minutes. Use the same,
predetermined questions with each applicant. Questions should focus on the
capabilities required for the job.
Step 5: Assessment. Use a predictive assessment tool like tests.
Step 6: Secondary face-to-face interview. The goal is to clear up any discrepancies,
sell the candidates on the position, and broadly explain the compensation
package.
Step 7: Job Shadow. The purpose is to see if the applicant is a good cultural fit. It also
helps you identify whether the applicant is comfortable with the actual job.
Step 8: Reference Check. Ask about their capabilities as it relates to the job. Also ask
about attribute match.
Step 9: Job Offer. Make sure the compensation plan offered is clear and
unambiguous.
My opinion
I think that conducting tests before first interview can save time, because the interview needs dedicated employees to conduct the interview. Also interviews are recommended to be done for candidates one-by-one. In another hand test, we can conduct it with a large number of candidates and doesn’t need dedicated employee for it , and test can filter candidates who can go to the next step and who should be refused. It clear here there is no logic to conduct the first interview before the test.
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How to conduct effective interviews?
There are few steps should be taken before the interview
Step 1: Job Analysis that help what the organization look for.
Step 2: Rate the Job’s Main Duties to identify functional competency needed.
Step 3: Create Interview Questions to insure objective interview.
Step 4: Create Benchmark Answers to insure standardization for all measures.
Step 5: Appoint the Interview Panel and Conduct Interviews put plans into action.
Recommended to prepare situational questions or behavioral questions that yield high
criteria-related validities.
Before the interview
Structure your interview:
1. Base questions on actual job duties.
2. Use job knowledge, situational, or behaviorally oriented questions and
objective criteria to evaluate the interviewee’s responses.
3. Train interviewers by doing interview simulations and prepare the
questions.
4. Use the same questions with all candidates.
5. Use descriptive rating scales (excellent, fair, poor) to rate answers.
6. Use multiple interviewers or panel interviews.
7. If possible, use a standardized interview form.
8. Control the interview.
9. Take brief, unobtrusive notes during the interview.
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Prepare for the interview
1. Secure a private room to minimize interruptions. It is recommended to
have Interview room.
2. Review the candidate’s application and résumé.
3. Review the job specifications .
4. Prepare a list of questions as this helps to keep you focused on the
important aspects of the job.
5. Review the candidates’ resumes before they arrive.
6. Give yourself enough time for each interview. Be prepared to answer
questions from each applicant.
Establish rapport 1. Put the person at ease.
2. Maintain good eye contact and be aware of body language.
3. Develop rapport. Try to make the interviewee as comfortable as possible.
Another tips
1. Accepting general answers. By not digging for more clear answers, you may not get a good feel for what the person can really offer you. Get the candidate to describe information in detail or provide examples of when and how they used those skills.
During the interview
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2. Relying on memory instead of notes. When you are seeing several
candidates in one day, it can become very confusing. Take notes…most candidates will understand if you have to pause between answers to document their answers. Once you have completed the interview process, it will be much easier to compare and rank the candidates. Detailed notes will help you identify the best person for the position.
Ask questions
Follow your list of questions.
Ask open ended questions that can’t be answered yes or no.
Examples of Questions
Situational Questions:
Suppose a co-worker was not following standard work procedures. The co-worker was more experienced than you and claimed the new procedure was better. Would you use the new procedure?
Suppose you were giving a sales presentation and a difficult technical question arose that you could not answer. What would you do?
Past Behavior Questions:
Based on your past work experience, what is the most significant action you have ever taken to help out a co-worker?
Can you provide an example of a specific instance where you developed a sales presentation that was highly effective?
Background Questions:
What work experiences, training, or other qualifications do you have for working in a teamwork environment?
What experience have you had with direct point-of-purchase sales?
Job Knowledge Questions:
What steps would you follow to conduct a brainstorming session with a group of employees on safety?
What factors should you consider when developing a television advertising campaign?
Personality Questions: If you could design the perfect job for yourself, what would you do? Why?
How do you structure your time?
What are three things you like about your current job?
What were your three biggest accomplishments in your career?
What can you do for our company that no one else can?
How far do you think you can go in this company? Why?
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What part of your job do you enjoy the most?
What part of your job could you could improve on?
Close the interview:
Leave time to answer any question the candidate might have.
Use positive notes for closure.
Make diplomatic rejection.
Respond in writing informing candidates of their status if your policy says so.
Review the interview
Review your notes while the interview is still fresh.
Send feedback to the candidate.
Factors Affecting Interviews First impressions The tendency for interviewers to jump to conclusions—make snap judgments—about candidates during the first few minutes of the interview.
Negative bias unfavorable information about an applicant influences interviewers more than does positive information. Misunderstanding the job Not knowing precisely what the job entails and what sort of candidate is best suited causes interviewers to make decisions based on incorrect stereotypes of what a good applicant is. Candidate-order error An error of judgment on the part of the interviewer due to interviewing one or more very good or very bad candidates just before the interview in question. Nonverbal behavior and impression management . Interviewers’ inferences of the interviewee’s personality from the way he or she acts in the interview have a large impact on the interviewer’s rating of the interviewee.
Clever interviewees attempt to manage the impression they present to persuade interviewers to view them more favorably.
After the interview
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Competency Based Interview
Effect of personal characteristics: attractiveness, gender, race . Interviewers tend have a less favorable view of candidates who are: Physically unattractive, Female ,different racial background ,Disabled .
Interviewer behaviors affecting interview outcomes Inadvertently telegraphing expected answers.
Talking so much that applicants have no time to answer questions.
Letting the applicant dominate the interview.
Acting more positively toward a favored (or similar to the interviewer) applicant.
Interview Time Management One hour interview allotment Introduction-build rapport 5 min Information gathering 40 min Information giving 10 min Closing 5 min This type of interview is more systematic, with each question targeting a specific skill or competency. Candidates are asked questions relating to their behavior in specific circumstances.
And achieve accuracy by hiring the right person for the job,Equity by the system needs to be fair for all candidates,Consistency by calibration between interviewers First elicitation form job description and job specification competencies need for the position.
Competency Definition
Competency is behavior or action that can be seen when a job is being done well. Competency is the ability of an individual to do a job properly. Competency is a measurable skill. In the job analysis process, a competency is a specific and measurable quality that an individual who performs a role must possess. Generally, identifying the competencies tied to each job is the first step in the job analysis process. Competency is demonstrable characteristics of a person that enable performance of a job. Competency is mix of knowledge, skills , attitude and ability to perform a job / activity properly.
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There are three main competencies Core competencies Functional competencies Managerial competencies Core competencies :
Competencies required by all employees at all levels in the organization to ensure a harmonious atmosphere to generate more productivity and achieve the organization strategy to achieve organization vision. Competency that relate to organization’s values, mission and strategy; these are competencies that reflect organizational core capabilities.
Examples: Customer satisfaction or quality orientation.
Functional competencies : Skills required in functional areas in certain positions or departments to undertake the job at required level of efficiency to achieve job purpose or department objectives to participate in organization strategy and vision. Functional competencies that pertain to specific bodies of knowledge and skills required. It includes the abilities to use the procedures, techniques and knowledge of a specialized field.
Examples: communication skills or innovation.
Managerial competencies : Competencies that relate to skills needed to perform managerial work and process, it deals with the interaction process either with individual or group of people. In typical organizations, managerial competencies will play greater emphasis as the position progresses within the organization. And it are only required by individuals holding management positions across all functions.
Examples: Strategic thinking and Result oriented.
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Competency framework is a set of values and competencies extracted from organization’s vision and strategic, So we can use this framework as standard measure. Also we can define competency framework as reflection of behaviors required from all organization employees across all positions and functions at all different levels in the organization. Every competency framework has these component Definitions Behavioral indicators Evaluation scale Differences between Levels Competency definitions : A brief definition of what the label means – it may be a generic definition or one created by, and specific to, the organization Example Communication Could be defined as
Is the ability to effectively explain, describe, or convey ideas in individual and group situations. It includes adjusting language and detail to the characteristics and needs of the audience OR
Encourages communication with others; shares information with others and clearly expresses opinions; listens and takes others’ feelings and views into consideration; admits to mistakes; and maintains relationships at all organizational levels. So the definition make it clear what we mean by the competency exactly. Behavioral indicators: What are effective and ineffective behavioral indicators for this competency. Example Teamwork
How can we create competency ?
?framework
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Effective Behaviours
Ineffective Behaviours
Does own share of the work Shows a genuine, personal interest
in co-workers Maintains a positive rapport with
co-workers Develops relationships built on trust
and openness
Makes excuses to avoid doing work Complains about colleagues behind
their backs Ignores colleagues who are having
work difficulties Fails to return favours when
opportunities arise
Negative Miss-match between the position skills requirements and the hired individual
• Low motivation & drive to perform the job • Slow development in the organizational hierarchy • High turnover rates
Lack of HR intervention in the Interviewing process Hiring technically strong calibers, poor behavioral skills, and not necessarily a good culture match Poor calibration of the conducted interviews due to Different understanding of the Competencies & Values definitions, Poor interviewing skills leading to high subjectivity in evaluating the candidates. Goal of using competency frame work to predict future behavior for the candidate. Based on statistic each type of interview can
Traditional one-on-one interview lead to 20% accurate Reference check lead to 26% accurate Assessment centers/formal lead to 36% accurate Formal group interview lead to 37% accurate
Cognitive ability testing lead to 53% accurate Structured competency interview lead to 70% accurate
How can conduct competency based interview? 1st : Make sure you know the competencies and most importantly their definitions, 2nd : Make sure you have all the required tools:
• Candidate CV • Position Specifics • Questions Guide
3rd : Make sure you have the right attitude (ex. subside your problems to ensure giving a fair chance)
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Framing Question Use open questions Ask simple questions , avoid complex questions. Beware of using leading questions. Don’t ask double barreled questions. Ask questions one by one, don’t ask more than one question at a time. use objective questions.
Pause & use power of silence Make smooth transitions Use "extending" questions Ask Behavioral questions There are two kinds of question Behavioral questions How have you set objectives for your employees in the past?
What criteria did you consider? Who set the objectives? How were they communicated and documented Situational questions
What would you do if a group you were responsible for were performing poorly?
What would you do to address the issue? Who would provide you with information? How would ensure performance improvements?
NEVER ask those questions:
What is your religion/ethnic group/age? What is your Political orientation? What is your heritage? Are you married? Single? Divorced? How old are you? Have you ever been arrested? What is the name of spouse?
Are you pregnant? Do you think you might have a child in the near future?
Questions Technique
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STAR Technique: to gather all the relevant information about a specific capability that the job requires. This interview format is said to have a higher degree of predictability of future on-the-job performance than the traditional interview.
Situation: The interviewer wants you to present a recent challenge and situation in
which you found yourself.
Task: What did you have to achieve? The interviewer will be looking to see what
you were trying to achieve from the situation.
Action: What did you do? The interviewer will be looking for information on what
you did, why you did it and what the alternatives were.
Results: What was the outcome of your actions? What did you achieve through
your actions and did you meet your objectives? What did you learn from this
experience and have you used this learning since?
Ask about Situation or Task and what is candidate Action and what is the Result in the end.
The best predictor of future success is past success. And the best predictor of good or bad behaviors is to identify past behaviors. Be careful of false STAR, so ask about details and repeat the questions in different way or ask about this point after few minutes , and don’t accept
Vague Statements: I always make time for customers and I’ve made many of them happy, they usually ask to speak with me We worked together as a team and did the job.
Opinions: I believe strongly in good people management I think that staff should be happy in order to be productive How to evaluate STAR interview result? Evaluate each item in the STAR Wight the Star allover Rating the competency
STAR & Funnel Technique
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Tip when we use evaluation scale it is recommended to use even numbers i.e. evaluation scale from 1 to 4 better than evaluation scale use odd numbers i.e. from 1 to 5, because we need to avoid neutral judgment by choose the number in the middle.
Prejudices/ Tendencies in the evaluation. Misunderstanding the Job Halo Effect Similarity is good effect Central Evaluation Tendency effect Projection Negative Emphasis Pressure to Hire Contrast Error Stereotyping Win- Lose interviews Play it safe Too much / Too little Talking Play Psychologist
SOARA Technique
It is technique similar to STAR
Situation: The interviewer wants you to present a recent challenge and situation
you found yourself.
Objective: What did you have to achieve? The interviewer will be looking to see
what you were trying to achieve from the situation.
Action: What did you do? The interviewer will be looking for information on what
you did, why you did it and what were the alternatives.
Results: What was the outcome of your actions? What did you achieve through your
actions and did you meet your objectives.
Aftermath: What did you learn from this experience and have you used this learning
since?
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Funnel Technique:
The Funnel Method in interviewing consists of a series of questions that aim to get the Interviewee discussing a particular topic without the Interviewee knowing the real interest of the Interviewer. It is simple technique ask different of questions Open Questions :The first questions in the series introduces a broad topic that includes the real/ultimate interest of the Interviewer. Probing Questions : If the Interviewee does not mention the real objective of the Interviewer, the Interviewer asks another question which narrows down the topic without still identifying the real interest of the Interviewer. Each succeeding questions gets closer and closer to the real interest. Closed Questions: conclude the topic information and Specific Information: that is our goal
Tips: Funnel questions should use an open question because open questions have a better chance of getting the Interviewee to talk (than Closed Questions). For a question to get into the funnel it must include at least one element of the ultimate interest of the Interviewer. Answers indicate on grade, i.e. Result oriented
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Case study Apple Recruitment and Selection
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Apple with 80,000 (2013) employees over the world, and it looking to expand 50% for
the next three years. Its looking for more and more of best calibers, Apple’s strategies
is indoor and selects who can fit with their culture to achieve Apple strategy, and
predict how many employees are needed , as well as which department need it .
Apple uses computerized recruiting processes. The candidate finds an open position
on http://jobs.apple.com and submits their resume via the website for consideration
for that specific position.
After that, if there is interest in the resume, someone (probably an HR rep or the
hiring manager) will contact the candidate by phone and conduct a preliminary phone
screening to see if there is further interest in the candidate. If there is further interest,
the candidate will be invited to interview in person with several current members of
the hiring manager's team over the course of a day.
The current team members will meet with the hiring manager to report their
impressions.
The hiring manager will make a decision and report back to HR. If there is not a good
fit, the candidate will be informed of that by HR. If there is a good fit, the hiring
manager will work with HR to prepare an offer.
Apple depend on written test for technical jobs
i.e.
Apple Desktop Service Exam
1. A customer calls to say her Power Mac G4 (QuickSilver) is freezing intermittently.
What should you do FIRST?
A. Verify the problem.
B. Gather information from the customer.
C. Run diagnostics.
D. Try quick fixes.
Or
Apple Portable Service Exam
What can happen if the AC adapter is attached to the PowerBook computer
before it is attached to AC power?
A. The power manager software may become corrupted.
B. The PRAM will be automatically reset on startup.
C. The battery may not charge properly.
D. Nothing—you can attach the AC adapter to the computer whether or not it
is connected to a power source.
And general test i.e. ( IQ, Personality test big five)
All Apple tests and assessment delivered from valid assessment centers
Apple Recruitment and Selection
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Required 5 competency / 2 questions per competency / Star technique.
Delivered 9 competency / Average 3 questions per competency / Star technique + Answers guideline.
Competency name Analytical thinking
Definition Approaching a problem by using a logical, systematic, sequential approach.
Question One : Describe a project or assignment where you had to gather or evaluate large amounts of data.
Question Two: How do you approach a complex problem so that you ensure you get the best solution?
Question Three: Tell me about the most complex or difficult information you have had to analyze.
Answer below the requirements
Good answer Very good answer Excellent answer
a) Makes a systematic comparison of two or more alternatives
a) Makes a systematic comparison of two or more alternatives b) Notices discrepancies and inconsistencies in available information c) Identifies a set of features, parameters or considerations to take into account, in analyzing a situation or making a decision
a) Makes a systematic comparison of two or more alternatives b) Notices discrepancies and inconsistencies in available information c) Identifies a set of features, parameters or considerations to take into account, in analyzing a situation or making a decision d) Approaches a complex task or problem by breaking it down into its component parts and considering each part in detail e) Weighs the costs, benefits, risks, and chances for success, in making a decision
a) Makes a systematic comparison of two or more alternatives b) Notices discrepancies and inconsistencies in available information c) Identifies a set of features, parameters or considerations to take into account, in analyzing a situation or making a decision d) Approaches a complex task or problem by breaking it down into its component parts and considering each part in detail e) Weighs the costs, benefits, risks, and chances for success, in making a decision f) Identifies many possible causes for a problem g) Carefully weighs the priority of things to be done
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Competency name Initiative
Definition Identifying what needs to be done and doing it before being asked to or required by the situation.
Question One : Tell us about a situation where things deteriorated quickly. How did you react to recover from that situation?
Question Two: Tell me about a time when you initiated a procedural change on your own. How did you present these changes to your supervisor?
Question Three: Describe a situation in which you identified a problem and took action to correct it.
Question Four: Describe how you have changed the way your business unit/department/group operates
Answer below the requirements
Good answer Very good answer Excellent answer
a) Identifies what needs to be done and takes action before being ask
a) Identifies what needs to be done and takes action before being ask or required to b) Does more than what is normally required in a situation
a) Identifies what needs to be done and takes action before being ask or required to b) Does more than what is normally required in a situation c) Seeks out others involved in a situation to learn their perspectives
a) Identifies what needs to be done and takes action before being ask or required to b) Does more than what is normally required in a situation c) Seeks out others involved in a situation to learn their perspectives d) Takes independent action to change the direction of events
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Competency name Result orientation
Definition Focusing on the desired end result of one’s own or one’s units work; setting challenging goals, focusing effort on the goals, and meeting or exceeding them.
Question One : Tell us about a recent situation where you felt you surpassed your specific Goals be it a singular Goal or a Project.
Question Two: Tell me about a recent situation where you had been satisfied with the results you got.
Question Three:
Why do you think people aren't successful?
Question Four:
Tell me about a goal you set for yourself and steps you took to reach it.
Answer below the requirements
Good answer Very good answer Excellent answer
a) Develops challenging but achievable goals
a) Develops challenging but achievable goals b) Develops clear goals for meetings and projects c) Maintains commitment to goals, in the face of obstacles and frustrations
a) Develops challenging but achievable goals b) Develops clear goals for meetings and projects c) Maintains commitment to goals, in the face of obstacles and frustrations d) Finds or creates ways to measure performance against goals
a) Develops challenging but achievable goals b) Develops clear goals for meetings and projects c) Maintains commitment to goals, in the face of obstacles and frustrations d) Finds or creates ways to measure performance against goals e) Exerts unusual effort over time, to achieve a goal f) Has a strong sense of urgency about solving problems and getting work done
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Competency name Stress Management
Definition The ability to keep functioning effectively when under pressure and maintain self control in the face of hostility or provocation.
Question One : Give us an example of a situation where you knew that a project or task would place you under great pressure. How did you plan your approach and remain motivated?
Question Two: How do you deal with stress?
Question Three: Which recent project or situation has caused you the most stress? How did you deal with it?
Question Four: What did you last lose your temper?
Answer below the requirements
Good answer Very good answer Excellent answer
a) Remains calm under stress b) Can effectively handle several problems or tasks at once
a) Remains calm under stress b) Can effectively handle several problems or tasks at once c) Controls his/her response when criticized, attacked or provoked
a) Remains calm under stress b) Can effectively handle several problems or tasks at once c) Controls his/her response when criticized, attacked or provoked d) Maintains a sense of humor under difficult circumstances
a) Remains calm under stress b) Can effectively handle several problems or tasks at once c) Controls his/her response when criticized, attacked or provoked d) Maintains a sense of humor under difficult circumstances e) Manages own behavior to prevent or reduce feelings of stress
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Competency name Customer Orientation
Definition Demonstrated concern for satisfying one’s external and/or internal customers.
Question One : . Could you give us an example of when you have provided, what you consider to be, good customer service?
Question Two: Can you tell us about a time when you had to build a relationship from scratch in a short time, - what did you do?
Question Three: Tell us about a time when you have had to resolve a conflict between what the customer wanted and what you could realistically deliver? What happened?
Answer below the requirements
Good answer Very good answer Excellent answer
a) Lives the business mission: to be the preferred supplier through total customer satisfaction b) Quickly and effectively solves customer problems
a) Lives the business mission: to be the preferred supplier through total customer satisfaction b) Quickly and effectively solves customer problems c) Talks to customers (internal or external) to find out what they want and how satisfied they are with what they are getting
a) Lives the business mission: to be the preferred supplier through total customer satisfaction b) Quickly and effectively solves customer problems c) Talks to customers (internal or external) to find out what they want and how satisfied they are with what they are getting d) Lets customers know he/she is willing to work with them to meet their needs
a) Lives the business mission: to be the preferred supplier through total customer satisfaction b) Quickly and effectively solves customer problems c) Talks to customers (internal or external) to find out what they want and how satisfied they are with what they are getting d) Lets customers know he/she is willing to work with them to meet their needs e) Finds ways to measure and track customer satisfaction f) Presents a cheerful, positive manner with customers
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Competency name Influencing Others
Definition
Question One :
Tell us about an idea that you manage to sell to your superior, which represented a challenge.
Question Two:
Describe a situation where you were able to influence others on an important issue. What approaches or strategies did you use?
Question Three:
Describe a situation where you needed to influence different stakeholders who had different agendas. What approaches or strategies did you use?
Answer below the requirements
Good answer Very good answer Excellent answer
a) Presents arguments that address other’s most important concerns and issues and looks for win-win solutions b) Involves others in a process or decision, to ensure their support.
a) Presents arguments that address other’s most important concerns and issues and looks for win-win solutions b) Involves others in a process or decision, to ensure their support c) Offers trade-offs or exchanges, to gain commitment d) Identifies and proposes solutions that benefit all parties involved in a situation.
a) Presents arguments that address other’s most important concerns and issues and looks for win-win solutions b) Involves others in a process or decision, to ensure their support c) Offers trade-offs or exchanges, to gain commitment d) Identifies and proposes solutions that benefit all parties involved in a situation e) Enlists experts or third parties to influence others.
a) Presents arguments that address other’s most important concerns and issues and looks for win-win solutions b) Involves others in a process or decision, to ensure their support c) Offers trade-offs or exchanges, to gain commitment d) Identifies and proposes solutions that benefit all parties involved in a situation e) Enlists experts or third parties to influence others f) Develops other indirect strategies to influence others g) Knows when to escalate critical issues to own or other’s management, if own efforts to enlist support have not succeeded.
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Competency name Decisiveness
Definition to make difficult decisions in a timely manner.
Question One : What big decision did you make recently. How did you go about it?
Question Two: What is the decision that you have put off the longest? Why?
Question Three: Tell us about a situation where you made a decision that involuntarily impacted negatively on others. How did you make that decision and how did you handle its consequences?
Question Four: Tell us about a time when you had to make a decision without knowledge of the full facts.
Answer below the requirements
Good answer Very good answer Excellent answer
Didn’t answer the question
a) Is willing to make decisions in difficult or ambiguous situations, when time is critical
a) Is willing to make decisions in difficult or ambiguous situations, when time is critical b) Takes charge of a group when it is necessary to facilitate change, overcome an impasse, face issues, or ensure that decisions are made
a) Is willing to make decisions in difficult or ambiguous situations, when time is critical b) Takes charge of a group when it is necessary to facilitate change, overcome an impasse, face issues, or ensure that decisions are made c) Makes tough decisions (e.g., closing a facility, reducing staff, accepting, or rejecting a high-stakes deal)
Competency name Global Perspective
Definition The ability to recognize and address issues that are outside our national perspective. Issues are viewed without any pre-set biases or limitations. Being objective, utilizing a broad framework in making judgments in domestic and international activities. Ability to see the ―big picture‖.
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Question One :
Give an example of a situation or project where a positive outcome depended on the work of people from a wide range of backgrounds and ideas.
Question Two: Tell us about situation you had to deal with group of people with different culture and country?
Question Three: When have you taken the opportunity to ask for feedback? How have you used it?
Question Four: Tell us about situation you had to deal with person agents your believes, How did you deal with ?
Answer below the requirements
Good answer Very good answer Excellent answer
a) Has global experience: considers problems and opportunities from a global perspective
a) Has global experience: considers problems and opportunities from a global perspective b) Understands group strategy, the role of the local business: ―walks the talk‖ c) Culturally aware and demonstrates ability to conduct business in local terms
a) Has global experience: considers problems and opportunities from a global perspective b) Understands group strategy, the role of the local business: ―walks the talk‖ c) Culturally aware and demonstrates ability to conduct business in local terms d) Understands and takes into account global and local impacts on day -to- day activities
a) Has global experience: considers problems and opportunities from a global perspective b) Understands group strategy, the role of the local business: ―walks the talk‖ c) Culturally aware and demonstrates ability to conduct business in local terms d) Understands and takes into account global and local impacts on day-to- day activities e) Aligns global strategy and tactics w/local considerations f) Role model for staff on global initiatives g) Aligns and manages local interests with global considerations h) Proactive – prepares locally to support global activities
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Competency name Flexibility
Definition Definition: Openness to different and new ways of doing things; willingness to modify one’s preferred way of doing things.
Question One :
Describe a situation where you had to changed your approach half-way through a project or task following new input into the project.
Question Two
Give us an example of a situation where your initial approach failed and you had to change track.
Question Three:
Describe a situation where you started off thinking that your approach was the best, but needed to alter your course during the implementation.
Answer below the requirements
Good answer Very good answer Excellent answer
a) Is able to see the merits of perspectives other than his/her own
a) Is able to see the merits of perspectives other than his/her own b) Demonstrates openness to new organizational structures, procedures, and technology
a) Is able to see the merits of perspectives other than his/her own b) Demonstrates openness to new organizational structures, procedures, and technology c) Switches to a different strategy when an initially selected one is unsuccessful
a) Is able to see the merits of perspectives other than his/her own b) Demonstrates openness to new organizational structures, procedures, and technology c) Switches to a different strategy when an initially selected one is unsuccessful d) Demonstrates willingness to modify a strongly held position in the face of contrary evidence
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Performance Management
System ( PMS )
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What is Performance Management?
We can defined performance management as ―the process of motivating employees
through setting goals, measuring progress, giving feedback, coaching for improved
performance, and rewarding achievements.‖
Performance management or PM is also known as a process by which organizations
use their resources, systems and lead their employees to strategic objectives and
priorities.
And it is important to clear different between Performance appraisal and Performance management. Performance appraisal is : Evaluating an employee’s current and/or past performance relative to his or her performance standards. And it could be Formal appraisal based on time frame and depended on documents or Informal appraisal, day-to-day contacts. Performance management is: The process employers use to make sure employees are working toward organizational goals. Others differences can be show in the following table:
Performance appraisal Performance Management
Top-down assessment Joint process through dialogue
Annual appraisal meeting Continuous review with one or more formal reviews
Use of ratings Ratings less common
Monolithic System Flexible Process
Focus on quantified objectives Focus on values and behaviors as well as objectives
Often linked to Pay Less likely to be a direct link to pay
Bureaucratic – complex paperwork Documentation kept to a minimum
Owned by HR department Owned by line managers
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Why we need the Performance Management?
Performance management is most important tool that the organization can use to
measure its’ progress to achieve Vision and goals. Performance management is as
milestone that help the organization to control any lack or late could happen. More
benefits will review in following points
Direct Financial Gain:
Grow sales
Reduce costs in the organization
Stop project overruns
Aligns the organization directly behind the CEO's goals
Decreases the time it takes to create strategic or operational changes by communicating the changes through a new set of goals
Motivated Workforce:
Optimizes incentive plans to specific goals for over achievement, not just business as usual
Improves employee engagement because everyone understands how they are directly contributing to the organizations high level goals
Create transparency in achievement of goals
High confidence in bonus payment process
Professional development programs are better aligned directly to achieving business level goals
Improved Management Control:
Flexible, responsive to management needs
Displays data relationships
Helps audit / comply with legislative requirement
Simplifies communication of strategic goals scenario planning
Provides well documented and communicated process documentation
Organization overall:
Linking job performance to the achievement of the council’s medium term corporate
strategy and service plans. Focusing employees’ tasks on the right things and doing them in a right way. Aligning everyone’s individual goals to the goals of the organization.
Empowering, motivating and rewarding employees to do their best. The process and behaviors by which managers manage the performance of their people to deliver a high-achieving organization .
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Roles on Performance Management Process.
Proactively managing and resourcing performance against agreed accountabilities and objectives.
The alignment of personal/individual objectives with team, department/divisional and corporate plans. The presentation of objectives with clearly defined
goals/targets using measures, both soft and numeric. The monitoring of performance and tasking of continuous action as required.
All individuals being clear about what they need to achieve and expected standards, and how that contributes to the overall success of the organization and receiving regular, fair and accurate feedback and coaching to stretch and motivate them to achieve their best.
Systematic approach to organizational performance aligning individual accountabilities to organizational targets and activity.
Maximizing the potential of individuals and teams to benefit themselves and the organization, focusing on achievement of their objectives.
In the performance cycle there are role for ( Line manager – Employee – HR
professional)
First Line manager
Cooperate with HR and employees to develop measures and keep records and measure performance conscientiously. Manger responsible to avoid rating errors and determine performance deficiencies and suggest solutions , another duty is develop performance improvement strategies
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Performance Management Steps
Second Employee
Employee have important role in the performance management to involve with HR and managers to set expectations, and employee should learn to give feedback and appeal if there is any problem. Every employee should participate in self-appraisal and appraise others work. And clear if employee want achieve good performance he/she must know and understand criteria, Learn to diagnose, set goals, self-manage.
Third HR professional
Should use job analysis to develop relevant, legal measures and Train and assist others to achieve the goal. Coordinate administrative aspects and monitor managerial decisions to make sure the decisions are objective not subjective and if it is subjective and there is appeal he/she administer appeals. assist others deal with performance deficiencies.
Planning
In an effective organization, work is planned out in advance. Planning means setting
performance expectations and goals for groups and individuals to channel their efforts
toward achieving organizational objectives. getting employees involved in the planning
process will help them understand the goals of the organization, what needs to be
done, why it needs to be done, and how well it should be done.
The regulatory requirements for planning performance of the employees include
establishing the elements and standards of their performance appraisal plans.
Performance elements and standards should be measurable, understandable,
verifiable, equitable, and achievable. Through critical elements, employees are held
accountable as individuals for work assignments or responsibilities. Employee
performance plans should be flexible so that they can be adjusted for changing
program objectives and work requirements. When used effectively, these plans can be
beneficial working documents that are discussed often, and not merely paperwork that
is filed in a drawer and seen only when ratings of record are required.
Monitoring
Assignments and projects should be monitored continually. Monitoring well means
consistently measuring performance and providing ongoing feedback to employees and
work groups on their progress toward reaching their goals.
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Regulatory requirements for monitoring performance include conducting progress
reviews with employees where their performance is compared against their elements
and standards. Ongoing monitoring provides the opportunity to check how well
employees are meeting predetermined standards and to make changes to unrealistic or
problematic standards. And by monitoring continually, unacceptable performance can
be identified at any time during the appraisal period and assistance provided to
address such performance rather than wait until the end of the period when summary
rating levels are assigned.
Developing
Employee developmental needs are evaluated and addressed. developing in this
instance means increasing the capacity to perform through training, giving
assignments that introduce new skills or higher levels of responsibility, improving work
processes, or other methods. Providing employees with training and developmental
opportunities encourages good performance, strengthens job-related skills and
competencies, and helps employees keep up with changes in the workplace. carrying
out the processes of performance management provides an excellent opportunity to
identify developmental needs. During planning and monitoring of work, deficiencies in
performance become evident and can be addressed. Areas for improving good
performance also stand out, and action can be taken to help successful employees
improve even further.
Rating
Regular the organizations find it useful to summarize employee performance. This can
be helpful for looking at and comparing performance over time or among various
employees. Organizations need to know who their best performers are.
Within the context of formal performance appraisal requirements, rating means
evaluating employee or group performance against the elements and standards in an
employee's performance plan and assigning a summary rating of record. The rating of
record is assigned according to procedures included in the organization's appraisal
program. It is based on work performed during an entire appraisal period. The rating
of record has a bearing on various other personnel actions, such as granting within-
grade pay increases and determining additional retention service credit in a reduction
in force.
Rewarding
In an effective organization, rewards are used well. Rewarding means recognizing
employees, individually and as members of groups, for their performance and
acknowledging their contributions to the agency's mission. A basic principle of effective
management is that all behavior is controlled by its consequences. Those
consequences can and should be both formal and informal and both positive and
negative.
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Objective in Performance Management .
Good performance is recognized without waiting for nominations for formal awards to
be solicited. Recognition is an ongoing, natural part of day-to-day experience. A lot of
the actions that reward good performance like saying "Thank you" don't require a
specific regulatory authority. Nonetheless, awards regulations provide a broad range of
forms that more formal rewards can take, such as cash, time off, and many
nonmonetary items. The regulations also cover a variety of contributions that can be
rewarded, from suggestions to group accomplishments.
Set goals is core of the performance management, the goal should be (SMART) it is
mean
Specific
a specific Objective over rather than a more general one. This means the Objective is clear and unambiguous, without vagaries and platitudes. To make Objective specific, It must tell exactly what is expected, why is it important, who is involved, where is it going to happen and which attributes are important.
Measurable
A Objective without a measurable outcome is like a sports competition without a scoreboard or scorekeeper. Numbers are an essential part of business. Put concrete numbers in the Objective to know what is remain to done this objective.
Attainable
Objective should be realistic and attainable. Objective are neither out of reach nor below standard performance, as these may be considered meaningless. When it identify Objective that is most important,
Relevant
Will this objective have an effect on the desired goal or strategy? relevant relates to the relationship between the objective and the overall goals of the program or purpose of the intervention. Evidence of relevancy can come from a literature review, best practices, or your theory of change.
Time frame
When will this objective be accomplished?
A specified and reasonable time frame should be incorporated into the objective statement. This should take into consideration the environment in which the change must be achieved, the scope of the change expected, and how it fits into the overall work plan.
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Who apprise the performance
It could be intuitively to say supervisor or the Manager because he/she is the best
one can describe the performance of the employee , that was in the past. Now it is
different now Customers can apprise the performance of the employee, that is why??
Because the customers are the final purpose of the business and customer is best one
to acknowledge if the performance is good or not. And the definition of the customer
now it include Other Department or Peer in the work because they work with the
employee and can see employee performance from another prospective and that is
development to include subordinates specially with supervisors to clear how they
performance with their employees. If we add self-appraisal to know if the employee
know his performance and how to rate it. All above together present what we call 360
Degree Appraisal
What is good of 360 ??
Quality of information is better, Information from more than one source that give big
picture.
Complements TQM initiatives and help to know where can improve.
Lessens bias / prejudice, it hard to imagine all parties can make this mistake.
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Performance Management Criteria
Increases self development, each employee will improve the performance and keep
asking himself how can I improve my performance in all aspects
Why is better to think twice before use 360??
Specially in Egypt it is so hard to use 360, the culture here is against the idea.
360 appraisal is complicated system and need a lot of training to do it correctly .
Feedbacks can be dissident and can’t get useful information.
Parties can play dirty games against the origination.
Parties can be carless in the appraisal.
Criteria for performance measures Performance measures should: 1- Be related to the strategic goals and measures that are organizationally significant
and drive business performance; 2- Be relevant to and derived from the roles and objectives of the individuals
concerned; 3- Focus on outputs, outcomes, inputs and behaviors that can be clearly defined and
for which evidence can be made available; 4- Indicate the data or evidence that will be available as the basis for measurement; 5- Be verifiable – provide information that will confirm the extent to which expectations
have been met; 6- Be as precise as possible in accordance with the purpose of the measurement and
the availability of data; 7- Provide a sound basis for feedback and action; 8- Be comprehensive, covering all the key aspects of performance so that a family of
measures is available, bearing in mind that effective performance is measured not merely by the delivery of results (however outstanding) in one area, but by delivering satisfactory performance across all the measures.
Use of performance measures The CIPD survey of performance management in 2004 (3) revealed that, in order of importance, the following performance measures were used by the respondents: 1. Achievement of objectives; 2. Competence; 3. Quality; 4. Contribution to team; 5. Customer care; 6. Working relationships; 7. Productivity; 8. Flexibility;
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Common Rating Errors
9. Skills/learning targets; 10. Aligning personal objectives with organizational goals; 11. Business awareness; 12. Financial awareness. Variations in performance measures
The focus and content of performance agreements and measures will, of course, vary
considerably between different occupations and levels of management .The focus for senior managers is likely to be based on definitions of key result areas that spell out their personal responsibility for growth, added value and results. The emphasis will largely be on objectives in the form of quantified targets, with less prominence given to competences. Their performance will be measured by what they do to get results; how they do it will be less important, as long as they avoid upsetting shareholders, the City or fellow directors too much.
The performance of managers, team leaders and professional staff generally will also be measured by reference to definitions of their key result areas. The achievement of
quantitative targets is still important but more emphasis will be placed on competence
requirements. In some jobs continuing performance standards for certain aspects of the work, which may not be quantified, will be used.
In administrative, clerical and support jobs, performance measures will be related to
definitions of main tasks or key activities to which continuing standards of performance (role or work objectives) will be attached as the main means of measuring performance. Output targets may, however, be set where they are appropriate, for example number of cases to be dealt with per day. Skill and competence requirements in line with the level of the job will still be important.
The performance of production workers may be measured in relation to work-measured standards for output or time taken with additional reference to competence requirements.
Sales staff is a special case. Their performance is usually measured against sales targets but competences in matters such as relating to customers and providing good service will also be important. Halo effect
Evaluator rates all performance areas high because the employee demonstrates excellence in one area
Employee arrives at work early and stays late every day –assumption that the employee is dedicated, diligent and committed
Is the real problem time management?
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Horns effect
Evaluator allows one negative factor to influence the evaluation of all factors
Appropriate to give a poor rating in interpersonal skills to an aggressive or abrupt employee
Often the evaluator carries the poor impression over into other areas
Opposite of Halo effect.
Error of central tendency
Performance rating error in which all employees are rated about average
Leniency or strictness error.
Performance rating error in which the appraiser tends to give employees either unusually
high or usually low ratings.
Contrast Error
The evaluator judges an employee against other employees rather than against specific performance standards or goals
This can be disastrous!!!!
If others are actually poor performers –an average employee may receive an excellent rating
If others are outstanding performers, the average employee might receive a rating far below what is fair
Recently
Performance rating error in which the appraisal is based largely on the employee’s most recent behavior rather than on behavior throughout the appraisal period.
Similarity
Performance rating error in which an appraiser inflates the evaluation of an employee because of a mutual personal connection
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What Is an Appraisal Interview?
A performance appraisal interview is an interview that conducts between the Human Resource department or the manager and employee in regular bases. The employee then gets useful feedback information about how effectively and efficiently he is able to discharge the assigned duties. It also gives the opportunity to employee to explain his views about the ratings, standards, rating methods, internal and external causes for low level of performance.
There are Types of appraisal interviews
Tell-and-Sell Interview The skills required in the tell-and-sell interview include the ability to persuade an employee to change in a prescribed manner. This may require the development of new behaviors on the part of the employee and skillful use of motivational incentives on the part of the appraiser/supervisor. Tell-and-Listen Interview In the tell-and-listen interview, the skills required include the ability to communicate the strong and weak points of an employee's job performance during the first part of the interview. During the second part of the interview, the employee's feelings about the appraisal are thoroughly explored. The supervisor is still in the role of appraiser, but the method requires listening to disagreement and coping with defensive behavior without attempting to refute any statements. The tell-and-listen method assumes that the opportunity to release frustrated feelings will help to reduce or remove those feelings. Problem-Solving Interview The skills associated with the problem-solving interview are consistent with the nondirective procedures of the tell-and-listen method. Listening, accepting, and responding to feelings are essential elements of the problem-solving interview. However, this method goes beyond an interest in the employee's feelings. It seeks to stimulate growth and development in the employee by discussing the problems, needs, innovations, satisfactions, and dissatisfactions the employee has encountered on the job since the last appraisal interview. Maier recommends this method, since the objective of appraisal is normally to stimulate growth and development in the employee. Managers should not assume that only one type of appraisal interview is appropriate for every review session. Rather, they should be able to use one or more of the interview types, depending on the topic being discussed or on the behavior of the employee being appraised. The interview should be seen as requiring a flexible approach.
Important Tips for Appraisal Interview
Ask for a Self-Assessment As noted earlier in the chapter, it is useful to have employees evaluate their own performance prior to the appraisal interview. Even if this information is not used formally, the self-appraisal starts the employee thinking about his or her accomplishments. Self-appraisal also ensures that the employee knows against what criteria he or she is being evaluated, thus eliminating any potential surprises. Recent research evidence suggests that employees are more satisfied and view the appraisal system as providing more procedural justice when they have input into the process. When the
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employee has evaluated his or her own performance, the interview can be used to discuss those areas where the manager and the employee have reached different conclusions--not so much to resolve the ―truth‖ but to work toward a resolution of problems.
Invite Participation The core purpose of a performance appraisal interview is to initiate a dialogue that will help an employee improve his or her performance. To the extent that an employee is an active participant in that discussion, the more likely it is that the root causes and obstacles to performance will be uncovered, and the more likely it is that constructive ideas for improvement will be raised. In addition, research evidence suggests that participation is strongly related to an employee's satisfaction with the appraisal feedback, the extent to which the employee believes it is fair and useful, and his or her intention to improve performance.4s As a rule of thumb, supervisors should spend only about 30 to 35 percent of the time talking during the interview. The rest of the time they should be listening to employees respond to questions.
Express Appreciation Praise is a powerful motivator, and in an appraisal interview, particularly, employees are seeking positive feedback. It is frequently beneficial to start the appraisal interview by expressing appreciation for what the employee has done well. In this way, he or she may be less defensive and more likely to talk about aspects of the job that are not going so well. However, try to avoid obvious use of the ―sandwich technique‖ in which positive statements are followed by negative ones, which are then followed by positive statements. This approach may not work for several reasons. Praise often alerts the employee that criticism will be coming. Positive comments following the criticism then suggest to the employee that no more negative comments will come for a while. If managers follow an appraisal form, the problem of the sandwich technique will often be avoided. Furthermore, if employees are kept informed of their behavior on a regular basis, there will be no need to use this appraisal technique.
Minimize Criticism Employees who have a good relationship with their managers may be able to handle criticism better than those who do not. However, even the most stoic employees can absorb only so much criticism before they start to get defensive. If an employee has many areas in need of improvement, managers should focus on those few objective issues that are most problematic or most important to the job. Some tips for using criticism constructively include the following:
Consider whether it is really necessary. Frustration with performance problems sometimes leads to criticism that is little more than a manager ―letting off steam‖ Make certain that the criticism focuses on a recurrent problem or a consistent pattern of behavior.
Don’t exaggerate. Even managers who dislike criticizing may find that, once they get started, they tend to overdo it. Sometimes we overstate problems in order to be convincing or to demonstrate our concern. Try to keep criticism simple, factual, and to the point. Avoid usin8 terms like ―always,‖ ―completely,‖ or ―never.‖
Change the Behavior, not the Person Managers frequently try to play psychologist, to ―figure out‖ why an employee has acted a certain way. However, when dealing with a problem area, in particular, remember that it is not the person who is bad, but the actions exhibited on the job. Avoid suggestions about personal traits to change; instead suggest more acceptable ways of performing. For example, instead of focusing on a person’s ―unreliability,‖ a manager might focus on the fact that the employee ―has been late to work seven times this month.‖ It is difficult for employees to change who they are; it is usually much easier for them to change how they act.
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Focus on Solving Problems In addressing performance issues, it is frequently tempting to get into the ―blame game‖ in which both manager and employee enter into a potentially endless discussion of why a situation has arisen. Frequently, solving problems requires an analysis of the causes, but ultimately the appraisal interview should be directed at devising a solution to the problem. Be Supportive One of the better techniques for engaging an employee in the problem-solving process is for the manager to ask, ―What can I do to help?‖ Employees frequently attribute performance problems to either real or perceived obstacles (such as bureaucratic procedures or inadequate resources). By being open and supportive, the manager conveys to the employee that he or she will try to eliminate external roadblocks and will wok with the employee to achieve higher standards. Establish Goals Since a major purpose of the appraisal interview is to make plans for improvement, it is important to focus the interviewee's attention on the future rather than the past. In setting goals with an employee, the manager should observe the following points:
Emphasize strengths on which the employee can build rather than weaknesses to overcome. Concentrate on opportunities for growth that exist within the framework of the employee's present position.
Limit plans for growth to a few important items that can be accomplished within a reasonable period of time.
Establish specific action plans that spell out how each goal will be achieved. These action plans may also include a list of contacts, resources, and timetables for follow-up.
Follow Up Day to Day Ideally, performance feedback should be an ongoing part of a manager’s job. Feedback is most useful when it is immediate and specific to a particular situation. Unfortunately, both managers and employees are frequently happy to finish the interview and file away the appraisal form. A better approach is to have informal talks periodically to follow up on the issues raised in the appraisal interview. Levi Strauss, for example, explicitly includes informal feedback and coaching sessions on an ongoing basis. The process, referred to as the Partners in Performance Program, helps Levi Strauss managers adopt more of a coaching role (versus that of a judge) and are designed to enhance continuous improvement and business objectives. Improving Performance In many instances the appraisal interview will provide the basis for noting deficiencies in employee performance and for making plans for improvement. Unless these deficiencies are brought to the employee's attention, they are likely to continue until they become quite serious. Sometimes underperformers may not understand exactly what is expected of them. However, once their responsibilities are clarified, they are in a position to take the corrective action needed to improve their performance. Identifying Sources of Ineffective Performance Performance is a function of several factors, but perhaps it can be boiled down to three primary concerns: ability, motivation, and environment. Each individual has a unique pattern of strengths and weaknesses that play a part. But talented employees with low motivation are not likely to succeed. In addition, other factors in the work environment--or even in the external environment, which includes personal, family, and community concerns--can impact performance either positively or negatively. Figure 8.8 may provide a better picture of how these three factors
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(motivation, environment, and ability) can influence performance. It is recommended that a diagnosis of poor employee performance focus on these three interactive elements. As shown in Highlights in HRM 8, if an employee’s performance is not up to standards, the cause could be a skill problem (knowledge, abilities, technical competencies), an effort problem (motivation to get the job done), and/or some problem in the external conditions of work (poor economic conditions, supply shortages, difficult sales territories). Any one of these problem areas could cause performance to suffer. Performance Diagnosis Although performance appraisal systems can often tell us who is not performing well, they typically cannot reveal why. Unfortunately, research evidence suggests that managers often make wrong attributions for poor performance. They often assume that poor performance is first due to lack of ability,, second to poor motivation, and that to external constraints. Ironically, research evidence also suggests that we tend to make just the opposite attributions about our own performance. We first attribute poor performance to external constraints such as bad luck or factors out of our control. If the problem is internal, then we typically attribute it to temporary factors such as motivation or energy (―I had a bad day‖) and only as a last resort admit that it might be due to ability. So what can be done to diagnose the real reasons for poor performance? Mort specifically, how can managers identify the root causes and get to work on a solution that improves performance? By comparing different performance measures, managers can begin to get an idea of the underlying causes of performance problems. For exam pie, as shown in Highlights in HRM 8, results measures cannot distinguish between ability, motivation, or situational determinants of performance. So if someone is not achieving desired results it could be due to ability, motivation, or external constraints. On the other hand, behavioral measures are less affected by external constraints. So if someone is demonstrating all the desired behaviors but is not achieving the desired results, logic suggests that it may be due to factors beyond his or her control. Other kinds of diagnoses are possible by comparing different measures of performance. And only by correctly diagnosing the causes of performance problems can managers--and employees--hope to improve them.
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Labor law and Policies
175
يمذيت ػ لاى انؼم
هب اؼ . اؼالهخ ث٤ اؼب٤ سة اؼ ٣ظ هب اؼ ,٣ؼذ هب اؼ أ اوا٤ از٠ رعذ ثبذ
ب و ثؤوبء اؼء ػ٠ هب اؼ سه . ٣ؼذ أ اؼا اشغؼخ ألعزضبسد ا االهزظبد ك٠ أ دخ
.1002غ 21
از٠ ٣غت رشبانمىاػذ انهايت ك٠ اجذء بى ثؼغ
.و كال ٣ رو٤ذ اؼب ؽشب رشى اؼ اذعزس ٣ل اؽ ؽش٣ اؼ از
.ك٠ ؽبخ ؽذس رؼبسع ب ث٤ هب ػب هب خبص ر اـجخ وب اخبص
. ال ػوثخ اال ثض ال عش٣خ اال ثزشش٣غ
. ال ٣غص ره٤غ ػوثز٤ ػ٠ كؼ اؽذ ؽز٠ ا رؼذدد ازبئظ
. ػوذ اؼ , ب ٣زؼبسع غ هب اؼ ٣وغ ثبؽال روبء لغ ك٠
ال ٣غص اإلرلبم ػ٠ خبلخ ض هب٠ اال أرا ب ك٠ طبؼ اؼب
.ػوذ اؼ ػوذ سػبئ٠ ض غبج٤
. اذاخ ػ٠ ؽذس ااهؼخ ٣ اوشاس زت اؼ اخزض
٤ضاد ٠ اؾذ األد٠ از ٣ ؾ ؼب ب سد ػوثبد ٠ اؾذ ب سد ك٠ هب اؼ
.األهظ٠ ب ٣ أ ٣هغ ػ٠ اؼب
.األط ك٠ اوب اإلثبؽخ ازغش٣ االعزضبء
طاق حطبيك لاى انؼم
٣طجن هب اؼ ػ٠ ٣خؼغ ؼالهخ ػ ب ب ػب ال ٣غش زا اوب ػ٠
(اظل٤ اؼ٤ ) اؼب٤ ثبذخ -2
.خذا ابص ك٠ ؽ -1
.أكشاد أعشح طبؽت اؼ از١ ٣ؼ كؼال -2
176
حؼريفاث هايت نفهى لاى انؼم
انفرق بي ػاللت انؼم وػمذ انؼم
ل اظطؾبد ااسدح ث ػب ػذ ؽذس أ جظ,أػؼ اششع ثؼغ ازؼش٣لبد ابخ ك٠ ثذا٣خ اوب
:انؼايم
. شخض ؽج٤ؼ٢ ٣ؼ وبء أعش طبؽت ػ رؾذ اداسر أ اششاك
: صاحب انؼم . شخض أ اػزجبس١ ٣غزخذ ػبال أ أضش وبء أعش
: األجر
.ػ٤ اؼب وبء ػ صبثزب ب أ زـ٤شا وذا أ ػ٤ب ب ٣ؾظ
:انؼم انؤلج
اؼ از١ ٣ذخ ثطج٤ؼز ك٤ب ٣ضا طبؽت اؼ شبؽ روزؼ٠ ؽج٤ؼخ اغبص ذح ؾذدح, أ ٣ظت ػ٠
. ػ ثزار ٣ز٢ ثبزبئ
:انؼم انؼرضي
. اؼ از١ ال ٣ذخ ثطج٤ؼز ك٤ب ٣ضا طبؽت اؼ شبؽ ال ٣غزـشم اغبص أضش عزخ أشش
: انؼم انرسي
. اؼ از١ ٣ز ك٠ اع دس٣خ زؼبسف ػ٤ب
:انهيم
. الزشح ب ث٤ ؿشة اشظ ششهب
:انىزير انخخص
.اص٣ش اخزض ثبو اؼبخ
: انىزارة انخخصت
. اصاسح اخزظخ ثشئ او اؼبخ
-األششاف -األعش) كؼالهخ اؼ رو ػ٠ صالصخ ػبطش ٠ . بى كشم شبعغ ث٤ ػالهخ اؼ ػوذ اؼ
.أب ػوذ اؼ كذس أصجبد ز اؼالهخ,(اإلداسح
ب ٣غت رػ٤ؼ أ ػوذ اؼ ال ٣شئ اؼالهخ . ٣ أصجبد ز اؼالهخ ثؤ ؽشم األصجبد األخش ض شبدح اشد
كؤرا ب بى ػب ٣ؼ ذ اـ٤ش وبث أعش رؾذ أدسار أششاك رشئ ػالهخ اؼ . ٣شق عدب
ارا ب بى ػوذ ػ د عد ػالهخ ػ , ألصجبد ػ٠ اؼظ٣ أصجبرب ثشز٠ ؽشم ا,٣ ػبى ػوذ ػ
.كال ٣ؼزذ ث
177
التشغيل في قانون العمل
حشغيم انصري: أوال
٣وذس اؼ ٣غغ اع ك٠ زت اؼ اخزض ثذائشح ع .
ثبؼ ػ٠ أ ٣ز سد غخ اإلداس٣خ ثؼذ اعز٤لبئ ٣ ػ٠ األضش ربس٣خ ازؾبه ٣24غت أ ٣ز او٤ذ خال
.اج٤ببد اطثخ
٣ؼل٠ او٤ذ أطؾبة األػب الئ شبؿا األػب اؼشػ٤خ.
ال ٣غص رشـ٤ ػب ؽشك٠ اال ثؼذ روذ٣ شبدح ه٤بط بسح زت اؼ اخزض.
٣ ربس٣خ ثذا٣خ ػ 24أعس ربس٣خ رؼ٤٤ ك٠ خال ٣زض طبؽت اؼ ثزوذ٣ شق ثؤعبء اؼب٤
.اشؤ أ ك٠ ثذا٣خ شش ٣ب٣ش ػب
حشغيم األجبي : ثايا
٣خؼغ الؽب زا اوب االعبت اؼب٤ ك٠ بكخ هطبػبد اذخ ػذا ب ض اوب , ٣غت أ ٣ زا
.ربش٤شح ػ ٣غت أ ر دز رزؼب ثبض غ اظش٤٣األعج٠ هذ دخ اذخ ثعت
اشزشاؽبد اإلؾبم ٠ اؾظ ػ٠ ااكوبد االصخ %( 20)٣غت شاػبح غجخ األعبت اؼب٤ ثبششخ
روج اال ٣ هذ دخ اجالد ثزؤش٤شح ع٤بؽ٤خ أ ؿ٤ش ري ازؤش٤شاد ابصخ ثبإلػبكخ ا٠ أ ر دز
اؼبخ اظش٣خ
٣غت اؾظ ػ٠ ااكوبد اصاسح اخزظخ ثؼذ اعز٤لبء اششؽ.
األعج٠ اؼل٠ اؾظ ػ٠ رشخ٤ض ػ ٣غت أ ٣خطش اغبد اخزظخ ك٠ خال عجؼخ أ٣ب ػ٠ األضش
. دخخ اجالد
حشغيم انساء: ثانثا
د األخش ك٠ أهبد ؾذدح ٣ظشػ غبء ثبؼ ك٠ ثؼغ ا .
رؾظ اؼبخ ػ٠ أعبصح اػغ ثؼذ هؼبء اؼبخ ؼششح أشش ذ طبؽت اؼ أ أضش اؼجشح ثبذح
.ازؤ٤٤خ
ؼبخ اؾن ك٠ اؾظ ػ٠ أعبصح اػغ شر٤ ؽا كزشح خذزب ذ طبؽت ػ اؽذ أ أضش.
اشػ٤خ اإلعبع اغوؽ األعبصح.
٣ؾن ؼبخ أ رؾظ ػ٠ كزشر٠ سػبػخ كزشح ذح ظق عبػخ ٣ رغ٤غ الزشر٤ ٤٣ب ال ٣
.رغ٤ؼب أعجػ٤ب
ػب ٣ؾن ؼبخ أ رؾظ ػ٠ أعبصح ذح عز٤ شػب٣خ 40ارا ب ػذد اؼب٤ ثبششخ ٣غب أ ٣ض٣ذ ػ
.خال كزشح ػب اطل رؾظ ػ٤ب شر٤ كوؾ
ػبخ ٣غت ػ٠ طبؽت اؼ أ ٣كش داس ؽؼبخ شػب٣خ أؽلب 200ارا ب ػذد اؼب٤ ثبششخ ٣ض٣ذ ػ
.اؼبالد ازك٤ش ب ٣ ثبإلشبء أ ثبزؼبهذ
حشغيم األطفال :رابؼا
٣ؼزجش اشخض ؽل ؽبب د اضبخ ػشش ػش .
عخ 23عخ ٣ أ ٣ؼ ثؼذ ثؿ ع 21ػذ ثؽ ع ٣ رذس٣ت اطل
عخ ثطبهخ رؼش٣ق ثب ث٤ببر ٣25غت أ ٣ؾ اطل د.
زظخ ٣ؾظ ثؼذب ػ٠ عبػخ ساؽخ 3عبػبد كوؾ ٣5ؼ اطل
ال ٣ؼ اطل ػ اػبك٠ أ ٠٤ أ ك٠ اشاؽبد األعجػ٤خ اؼطالد اشع٤خ.
178
ػمذ انؼم وأىاػه
٣ؼ ك٠ ثؤ اؼب اوب اذ٠ ػ٠ أ ػوذ اؼ از ٣زؼذ ك٤ أؽذ ازؼبهذ٣ 573رض ابدح
.طبؽت اؼ ا٥خش ٣زؼذ ث ازؼبهذ أعش وبث رؾذ اداسر أ اششاك خذخ ازؼبهذ ا٥خش
(21)أعبع٤خ ؽجوب بدح سه ػوذ اؼ ٣غت أ ٣زؼ ػذح ث٤ببد
طبؽت اؼ ثاؽذح ٣غ غخخ ٣زض طبؽت اؼ ثزؾش٣ش ػوذ اؼ زبثخ ثبـخ اؼشث٤خ صالس غخ , ٣ؾزلع
.اخزض ؼب ردع اضبضخ زت ازؤ٤بد االعزبػ٤خ
:٣غت أ ٣زؼ اؼوذ ػ٠ األخض اج٤ببد ا٥ر٤خ
.اؼ ػا ؾ اؼاع طبؽت ( أ )
.ازؤ٢٤ ؾ اهبز ب ٣ض إلصجبد شخظ٤ز اع اؼب ئ ز أ ؽشكز سه( ة)
.ؽج٤ؼخ ع اؼ ؾ ازؼبهذ( ط)
ارا ٣عذ ػوذ . زي عبئش اضا٣ب اوذ٣خ اؼ٤٤خ ازلن ػ٤ب األعش ازلن ػ٤ ؽش٣وخ ػذ أدائ( د)
.ؼب ؽذح اصجبد ؽوه ثبكخ ؽشم اإلصجبد زة,
ونؼمذ انؼم ػذة أىاع
ػوذ اؼ اؾذد اذح
ػوذ اؼ اـ٤ش ؾذد اذح
ػوذ اؼ خ ؾذدح أ ششع
ػمذ انؼم يحذد انذة
. ػوذ ػ ؾذد اجذا٣خ ؾذد اب٣خ أ ؾذد الزشح
هاػذ ػوذ اؼ ؿ٤ش ؾذد اذح
(205)ؽجوب بدح
. "ري ذح أ ذد أخش ارا از٠ ػوذ اؼ اؾذد اذح ثبوؼبء ذر , عبص رغذ٣ذ ثبرلبم طش٣ؼ ث٤ ؽشك٤"
رذ ػ٠ أزبء ذح اؼوذ غ أعزشاس ػالهخ اؼ( 204) ٣الؽع أ ابدح
. اعزش ؽشكب ك٠ رل٤ز , اػزجش ري ب رغذ٣ذا ؼوذ ذح ؿ٤ش ؾذدح اؼ ؾذد اذحارا اوؼذ ذح ػوذ "
." ال ٣غش ري ػ٠ ػود ػ األعبت
(203)ب رش اششع ك٠ ابدح
ابإ د ؼب كبرا أثش اؼوذ ذح رض٣ذ ػ٠ خظ عاد , عبص. ٣ز٢ ػوذ اؼ ؾذد اذح ثبوؼبء ذر"
٣ؾن ظبؽت ." اإلبء ثضالصخ أشش ري ثؼذ اخطبس طبؽت اؼ هج –ػذ اوؼبء خظ عاد –رؼ٣غ
.اؼ ابء ػوذ اؼ ارا طذس ؽ عبئ٠ بئ٠ ػ٠ اؼب ؽز٠ أ ب اؼوذ ؾذد اذ
ػمذ انؼم غير يحذد انذة
ػوذ ؾذد اجذا٣خ ؿ٤ش ؾذد أ ؼ اب٣خ
179
لىاػذ ػمذ انؼم غير يحذد انذة
. ٣ز٢ اؼوذ روبء لغ ػذ ثؽ اؼب ع اغز٤
ارا ب اإلبء عبت طبؽت اؼ ٣غت اػطبء اؼب أعبصح ذكػ األعش صب٠ عبػبد أعجػ٤ب أ ٣ اؽذ
٣ؾن أل ؽشف اؽشاف اؼوذ كغخ اؼوذ ك٠ أ هذ ثششؽ اخطبس اطشف ب . أخشأعجػ٤ب ٤جؾش ػ ػ
األخش زبث هج الغخ ثذ شش٣ أ بذ ذح خذخ اؼب أه ػشش عاد صالصخ أشش أ بذ خذخ اؼب
.ػشش عاد أ أضش
ك٠ ؽبخ ػذ أب . اطشف األخش ػ اؼشس ارا رشرت ػ٠ كغخ ازؼبهذ ػشس عت ػ٠ ؽبت الغخ رؼ٣غ
اإلزضا ثلزشح اإلخطبس اوب٠ ٣ض ؽبت الغخ ثذكؼب ك٠ األؽا ٣غت اال ٣ؼن اإلخطبس ػ٠ ششؽ اهق أ
.كبعخ ال ٣عخ اإلخطبس خال كزشح األعبصح
ػ٠ اإلػلبء ششؽ اإلخطبس اال ارا ب اإلبء عبت اؼب اكن طبؽت اؼ ػ٠ ال ٣ اإلرلبم
.أ ا ٣ ك٠ ظؾخ اؼب,ري
.٣ظ ػوذ اؼ عبس خال كزشح اإلخطبس رذخ ذح اإلخطبس ك٠ خذخ اؼب
.عجؼ أ٣ب ربس٣خ هجباإلعزوبخ ٣غت أ ر زثخ ٣ؾن ؼب اؼذ ػ اإلعزوبخ خال
ك٠ ؽبخ ابء اؼوذ عبت طبؽت اؼ اعزبدا ػ٠ أعجبة جشس ٣ض ثذكغ وبث شش٣ ػ عخ عاد
.خذخ اؼب ؽشك ٣ض٣ذ ػ٤ رؼ٣غ ػ اؼشس ارا ب الظ رؼغل٠
ػمذ انؼم نهت يحذدة أو نشروع
ؽت اؼ إلرب خ ؾذد أ ششع ؼ٤ ٣ز٠ اؼوذ روبئ٤ب ثبرب اششع ػوذ ٣جش ب ث٤ اؼب طب
.أ ازبء اخ
.ارا ارلوذ غزشل٠ غ أؽذ اذع٤ جبء ج٠ أػبك٠ غزشل٠ ػ٠ عج٤ اضب
خ أ اششع رلظ٤ال ك٠ ٣غت رؾذ٣ذ ؼ٤بس ازبء ا .٣ز٠ اؼوذ ثبزبء اخ أ اششع از اثش أع
.اؼوذ
ارا اعزش ػوذ اؼ خ أ ششع ذ رض٣ذ ػ اخظ عاد ال ٣ؾن ؼب ابءح اال ثؼذ رب اخ أ
. اششع بال
ك٠ ؽبخ رب اششع أ اخ اجذء ك٠ شؽخ أ ششع أ خ عذ٣ذح ٣ض عد ػوذ أخش لظ غزو
.٣ؼب اؼب ؼبخ اظق اؼبد خال كزشح ازؼبهذ
ارا از٠ ػوذ اؼ خ أ ششع ؼ٤ اعزش اطشك٤ ك٠ رل٤ز أطجؼ ػوذ ػ ؿ٤ش ؾذد اذ اال ك٠ ؽبخ
.رشـ٤ األعج٠ كال ٣زـ٤ش اؼوذ
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أحكاو ػايت المضاء ػمذ انؼم
اؼوذ اال ارا أطجؼ زا اؼغض ػبئوب أب اؼوذ ثؼغض اؼب ػغضا ٤ب ك٠ ؽبخ اؼغض اغضئ٠ ال ٣وؼ٠ ٣ز٠
.اؼب و٤ب ثؼخ ػ٠ أ ع
٣وؼ٠ ػوذ اؼ ثكبح اؼب ال ٣ز٠ ثكبح طبؽت اؼ.
عخ 50ال ٣غص رؾذ٣ذ ع ازوبػذ ثؤه.
ؼ اخبص ثب ثغجت اضاط أ اؾ أ اإلغبة ثششؽ اإلخطبسؼبخ أ ر٠ ػوذ ا.
ع أب ك٠ اؼوذ اؾذد اذح 50ك٠ اؼوذ اـ٤ش ؾذد اذ ٣غص ظبؽت اؼ ابء اؼوذ ػذ ثؽ اؼب ع
.كال ٣ز٠ اؼوذ اال ثبوؼبء ذح اؼوذ
ازؾبه ثبؼ ربس٣خ اإلبء أخش أعش ب ٣ؾظ ٣ؾن ؼب ػذ ازبء اؼوذ اؾظ ػ٠ شبدح ثزبس٣خ
ػ٤ عجت ابء اؼوذ ع اؼ از ٣ئد٣ اضا٣ب از٠ ب ٣ؾظ ػ٤ب ثبإلػبكخ ا٠ ؽظ اؼب
. ػ٠ شبدح اخالء ؽشف أط غؿبد ازؼ٤٤ ك٠ خال أعجع ػ٠ األضش رشى اؼ
ظ ػ٠ طسح ػئ٤خ ق اؼب ذح ػب اؽذ ٣ض طبؽت اؼ ثبؾلب .
ال ٣غص ظبؽت اؼ ابء ػوذ اؼ اعزبدا غـز لبءح أداء اؼب اال ك٠ كزشح اإلخزجبس كوؾ .
24ال ٣غص كظ اؼب ثغـجت شػ اال ارا رؼذ اشطـ٤ذ اغػ ث ٣ض اإلخطبس هج اوؼبء اذح ة
.ه٣ ػ٠ األ
اؼوذ اال ارا أطجؼ زا اؼغض ػبئوب أب ٣ز٠ اؼوذ ثؼغض اؼب ػغضا ٤ب ك٠ ؽبخ اؼغض اغضئ٠ ال ٣وؼ٠
.اؼب و٤ب ثؼخ ػ٠ أ ع
٣وؼ٠ ػوذ اؼ ثكبح اؼب ال ٣ز٠ ثكبح طبؽت اؼ.
عخ 50ال ٣غص رؾذ٣ذ ع ازوبػذ ثؤه.
ؼبخ أ ر٠ ػوذ اؼ اخبص ثب ثغجت اضاط أ اؾ أ اإلغبة ثششؽ اإلخطبس.
ع أب ك٠ اؼوذ اؾذد اذح 50ك٠ اؼوذ اـ٤ش ؾذد اذ ٣غص ظبؽت اؼ ابء اؼوذ ػذ ثؽ اؼب ع
.كال ٣ز٠ اؼوذ اال ثبوؼبء ذح اؼوذ
ؾظ ػ٠ شبدح ثزبس٣خ ازؾبه ثبؼ ربس٣خ اإلبء أخش أعش ب ٣ؾظ ٣ؾن ؼب ػذ ازبء اؼوذ ا
ػ٤ عجت ابء اؼوذ ع اؼ از ٣ئد٣ اضا٣ب از٠ ب ٣ؾظ ػ٤ب ثبإلػبكخ ا٠ ؽظ اؼب
. ػ٠ شبدح اخالء ؽشف أط غؿبد ازؼ٤٤ ك٠ خال أعجع ػ٠ األضش رشى اؼ
٣ض طبؽت اؼ ثبؾلبظ ػ٠ طسح ػئ٤خ ق اؼب ذح ػب اؽذ .
٣ز٠ ػوذ اؼ ثكبح اؼب ال ٣ز٠ ثكبح طبؽت اؼ.
ك٠ ؽبخ كبح اؼب ٣ذكغ طبؽت اؼ أل اؼب وبث شش٣ أعشح اعخ ظبس٣ق اغبصح.
٣ذكغ طبؽت اؼ أل اؼب ازك٠ ؾخ ثوذاس أعش اشش از ؽذصذ ك٤ اكب بال ؽز٠ أ ػ ث
.٣ اؽذ
٣ذكغ طبؽت اؼ أعش شش٣ أل اؼب ازك٠ .
٣ض طبؽت اؼ ثو عضب اؼب غوؾ ساعخ أ ب از اعزوذ.
181
ث ى لاى انؼماألجازاث وانؼطال
رعذ اؼذ٣ذ اظطؾبد ازؼوخ ثبألعبصاد بشبثب 1002غ 21ك٠ هب اؼ
اشاؽخ األعجػ٤خ
رغ٠ أ٣ؼب ػطخ ب٣خ األعجع ر ٣ أ ٣ب ػ٠ ؽغت ئعغخ ك٠ األعجع ؿبجب ب ٣ اغؼخ
.اشاؽبد ث٤ اؼب أرا ض األشاغجذ ٣ ػ ربة ك٠ ا٣ب
األعبصاد اغ٣خ
(37)٠ سط٤ذ االعبصاد از٠ ٣ؾن ؼب أ ٣ؾظ ػ٤ خال اغخ ؽجوب بدح
٣ب ثؤعش ب أؼ٠ ك٠ اخذةخ عةخ بةخ, رةضاد اة٠ صالصة٤ ٣ةب زة٠ أؼة٠ 12ر ذح األعبصح اغ٣خ "
اخذخ ػشش عاد ذ طبؽت ػ أ أضش, ب ر األعبصح ذح صالص٤ ٣ب ك٠ اغخ رغةبص عة اؼب ك٠
. اخغةةة٤, ال ٣ةةةذخ كةةة٠ ؽغةةةبة األعةةةبصح أ٣ةةةب ػطةةةالد األػ٤ةةةبد ابعةةةجبد اشعةةة٤خ اشاؽةةةخ األعةةةجػ٤خ
ب كة٠ اؼة ثشةشؽ أ ٣ة هةذ أؼة٠ عةزخ ارا هذ ذح خذخ اؼب ػة عةخ اعةزؾن أعةبصح ثغةجخ اةذح ازة٠ هؼةب
." أشش ك٠ خذخ طبؽت اؼ
عةةاد رب٤٤ةةخ أ أضةةش ٣ض٣ةةذ 20عةةخ أ كزةةشح خذزةةخ ػةة ٣40ةة ةة صاد عةةخ ػةة ٣20الؽةةع أ ٣ةة اشطةة٤ذ
.أ٣ب ألطؾبة ا اخطشح 7اشط٤ذ
األعبصاد اشع٤خ
ػ٤ذ )أ أ ب٣( اغبدط أزثش ) ر أعبصح غ٤غ اذخ ض ٠ األعبصاد اظبدسح ك٠ اوشاس اصاس
(اؼب
.األعبصاد اإلػز٤بد٣خ
٠ االعبصاد از٠ ٣ؾن ؼب اؾظ ػ٤ب اؼب ثؤر غجن طبؽت اؼ
.األعبصاد اؼبسػخ
ري اعخ ظشف ػبسػخ ٠ األعبصاد از٠ ٣ ؼب اؾظ ػ٤ب ثذ أر غجن طبؽت اؼ
.أ٣ب ك٠ اؼب ثؾذ أهظ٠ ٣ب ك٠ اشح ااؽذح 5ر ثؾذ أهض
ؼب أ ٣وطغ ػ اؼ غجت ػبسع ذح ال رزغبص عزخ أ٣ب خال اغخ , ثؾذ ( "42)ر ػشػب ك٠ ابدح
". ؼب ح اغ٣خ اوشسحأهظ٠ ٣ب ك٠ اشح ااؽذح , رؾغت اإلعبصح اؼبسػخ اإلعبص
أعبصح األزؾب
ك٠ ؽبخ خع اؼب ألزؾببد دساع٤خ ٣ ؽت اؾظ ػ٠ أعبصح ثؤر غجن طبؽت اؼ ثخغخ ػشش
( 39)ؽجوب بدح . ٣ب هج األزؾب
182
ساػاث انخشغيم انيىييت
. أعبصح اػغ
ر رػ٤ؼ زا ك٠ ض ابدح ,األعزبػ٤خر ثؾذ أهظ٠ شر٤ ؽا كزشح أشزشاى اؼبخ ك٠ ازب٤بد
رغؼ ٣ب ؼبخ از٠ أؼذ ػششح أشش ك٠ خذخ طبؽت ػ أ أضش اؾن ك٠ اعبصح ػغ ذرب(92)
أ روذ شبدح ؽج٤خ ج٤ب ثب ازبس٣خ ثزؼ٣غ غب ألعش اشب رش اذح از٠ رغجن اػغ از٠ ر٤ , ثششؽ
. غ ك٤از١ ٣شعؼ ؽظ اػ
. ٣ب ازب٤خ ػغ ال ٣غص رشـ٤ اؼبخ خال اخغخ األسثؼ٤
. خذخ اؼبخ ال رغزؾن اعبصح اػغ ألضش شر٤ ؽا ذح
األعبصح اشػ٤خ
اغخ ؼب از١ ٣ضجذ شػ اؾن ك٢ اعبصح شػ٤خ رؾذدب ( "43)ر األب ثبألعبصاد اشػ٤خ ك٠ ابدح
. اؼب خالب رؼ٣ؼب ػ األعش كوب ب ٣ؾذد هب ازؤ٤ االعزبػ٢ اطج٤خ اخزظخ, ٣غزؾن
اوب ( 8), ( 2)اظبػ٤خ از٢ رغش ك٠ شؤب أؽب ابدر٤ ٣ ؼب از ٣ضجذ شػ ك٠ اشآد
, اؾن ك٠ اعبصح شػ٤خ صالس عاد روؼ٠ ك٠ اخذخك٠ شؤ رظ٤ اظبػخ رشغ٤ؼب 2948غخ 12سه
ثذ أعش , ري ارا هشسد أعش ص صالصخ أشش%( 74)ػ٠ أعبط شش ثؤعش ب ص صب٤خ اشش ثؤعش ٣ؼبد
اغخ اطج٤خ اخزظخ اؽزب شلبئ
اعبصح شػ٤خ , ب أ ٣طت رؾ٣ ا٠ عبت ب ٣غزؾو ؼب أ ٣غزل٤ذ زغذ اعبصار اغ٣خ
". اعبصح ع٣خ ارا ب سط٤ذ ٣غؼ ثزي اإلعبصح اشػ٤خ ا٠
أعبصح اؾظ
اعبصح اؾظ ر ذح صالص٤ ٣ب ب ظذ , ال٣ؾن ؼب هج ؼ٠ خظ عاد ك٠ اؾظ ػ٠ أعبصح اؾظ
زظخ اؾن ك٠ اعبصح ثؤعش ب ذح ت اؼ خظ عادؼب از أؼ٠ ك٠ خذخ طبؽ( " 42)ػ٤ب ابدح
" ر ز اإلعبصح شح اؽذح ؽا ذح خذز شش ألداء كش٣ؼخ اؾظ أ ص٣بسح ث٤ذ اوذط ,
ال ٣ذخ ك٠ ,األعجع عبػخ ك٠ 38عبػبد ك٠ ا٤ ا 8أػؼ اششع اؾذ األهظ٠ زشـ٤ الؼ٢ ؼب
( " 82)ثبغجخ غبػبد اشاؽخ ك٠ ػؾخ ك٠ ابدح ,(80)زا كوب ب سد ك٠ ابدح ,ؽغبثب عبػبد اشاؽخ
عبػخ , أ ٣شاػ٠ ك٠ ٣غت أ رزخ عبػبد اؼ كزشح أ أضش زب اطؼب اشاؽخ ال رو ك٠ غػب ػ
ك٠ ثؼغ األهبد ٣ أ ٣ اؼ ذح ," رؾذ٣ذ ز الزشح أال ٣ؼ اؼب أضش خظ عبػبد زظخ
ري اعخ ظشف اؼ االعزضبئ٤خ ٣ز ,ك٠ ز اؾبخ رؾغت اذح اضائذح غبػبد أػبك٤خ,ػشش عبػبد
%( 70) ثاهغ ,اؼبد عبػخ ػ بس٣خ أػبك٤خ ػ األعش%( 24) ؽغبة أعش أػبك٠ ؼب ثاهغ
.ب ر األ٣ؼبػ ال ٣ أ رض٣ذ ػ عبػزب ك٠ ا٤.أػبك٤خ ػ األعش اؼبد عبػخ ػ ٤٤خ
أب ثبغجخ ؼ أصبء األعبصاد اشعخ أ ػطخ ب٣خ األعجع , ك٤ؾظ وبء اغذ األػبك٠ اجز ؽغت ؽبخ
ػطخ ب٣خ األعجع كؤ اؼب ٣غزؾن أعش ٣ ثبإلػبكخ ألعش ا٤ اؼبد ٣ؾظ ػ٠ ٣ اعبصح ك٠ ك٠ ؽبخ
.األعجع ازب٠ خ جبششح
ك٠ ؽبخ اؼ ك٠ أ٣ب اؼطالد اشع٤خ ٣غزؾن أعش ا٤ األعبع٠ ؼبف ا٤خ أعش ٤٣ ٣ أ ٣غزجذ ٣
. اوبث اوذأ ا٤٤ ثؤ٣ب اعبصح ثذال
183
واجباث صاحب انؼم
يماواجباث انؼ
:٠ بألر٠ ,زػ٤ؼ اعجبد طبؽت اؼ( 75,77,78,79)خظض اششع ااد
ال٣غص ظبؽت اؼ أ ٣خشط ػ٠ اششؽ ازلن ػ٤ب ك٠ ػوذ اؼ.
اؼشسح ا٠ ري ؼب هع ؽبدس أ إلطالػ ب شؤ اال ارا دػذ ال ٣غص ر٤ق اؼب ثؼ ؿ٤ش زلن ػ٤
.ػ أ ك٠ ؽبخ اوح اوبشح
بسر ػذ ازؾبه ػ٠ طبؽت اؼ أ ٣ش٠ء لب ػب ٣زش ك٤ ػ٠ األخض , اع ز دسعخ
ب ٣ذخ ػ٤ رطساد اغضاءاد , ث٤ب ثبؼ ؾ اهبز ؽبز االعزبػ٤خ ربس٣خ ثذا٣خ خذز أعش
اعبصاد ربس٣خ ب٣خ خذز أعجبة ري ػ٠ طبؽت اؼ أ از٠ هؼذ ػ٤ , ث٤ب ب ؽظ ػ٤
. األه رجذأ ربس٣خ ازبء ػالهخ اؼ ٣ؾزلع ثق اؼب ذح عخ ػ٠
ب ٣زض ثبػبدر ا٠ ري ر ازؼبهذ ؼ ك٤ب ا٠ ب اؼ ٣زض طبؽت اؼ ثو اؼب اغخ از٠ ,
األعجبة اج٤خ ك٠ اوب , اال ارا سكغ اؼب زبثخ اغخ خال صالصخ أ٣ب ربس٣خ ازبء ػوذ اؼ ألؽذ
. اؼدح خال اذح ازسح
طوخ ػ اؽذح أ عضء ب ري ك٠ارا ػذ طبؽت اؼ ا٠ طبؽت ػ آخش ثزؤد٣خ ػ أػب
ع٤غ اؾوم ٣ األخ٤ش عت ػ٠ زا األخ٤ش أ ٣غ ث٤ ػب ػب طبؽت اؼ األط٢ ك٠
. زؼبب ؼ ك٠ ري
كب ال ثذ ػب ؽوم طبؽت اؼ ػ ؽش٣ن كشع ,ػالهخ اؼ أل اذف هب ػب ؽوم ؽشك٠
(45,47)وزجغ ابدر٠ ,(٣ؾظش) ( ٣غت ) اعجبد اؼب رظ٤لب ثـ
(يجب: )أال
أبخ , ري كوب ب ؾذد ثبوب ائؼ اؼ ػود اؼ أ ٣ئد ثلغ ااعجبد اؽخ ث ثذهخ .2
. اغبػ٤خ , أ ٣غضب ك٢ اهذ اؾذد , أ ٣جز ك٤ب ػب٣خ اشخض اؼزبد ثبلشد٣خ
ثزل٤ز ااعجبد از٠ رذخ ك٠ طبم اؼ اؽ ث , ارا ٣ أ ٣لز أاش رؼ٤بد طبؽت اؼ اخبطخ .1
رل٤زب ب ٣ؼشع ؼبخ ٣ ك٠ازؼ٤بد ب ٣خبق اؼوذ أ اوب أ اائؼ أ ا٥داة ا ك٠ ز األاش
. خطش
. اإلعشاءاد اوشسح ك٠ ؽبخ ازـ٤ت ػ اؼ أ خبلخ اػ٤ذ أ ٣ؾبكع ػ٠ اػ٤ذ اؼ , أ ٣زجغ .2
أداد أ أعضح أ غزذاد أ أ٣خ أش٤بء أخش , أ ٣و ثغ٤غ أ ٣ؾبكع ػ٠ ب ٣غ ا٤ طبؽت اؼ .3
. غالزب , ٣زض ثؤ ٣جز ك٠ ري ػب٣خ اشخض اؼزبد خاألػب االص
. أ ٣ؾغ ؼبخ ػالء طبؽت اؼ .4
. ٣زؼب ؼ ثب ٣ؾون ظؾخ اشؤح از٠ ٣ؼ ثب أ ٣ؾزش سإعبء صالء ك٠ اؼ , أ .5
. اغي االئن ث أ ٣ؾبكع ػ٠ شاخ اؼ , أ ٣غي .7
. عالخ اشؤح أب اػػخ ؾبكظخ ػ٠أ ٣شاػ٠ اظ .8
اؼبد ازؼوخ ثبؼ ز٠ بذ عش٣خ ثطج٤ؼزب أ كوب زؼ٤بد أ ٣ؾبكع ػ٠ أعشاس اؼ , كال ٣لش٠ .9
. اظبدسح طبؽت اؼ ازبث٤خ
هل أداء اخذخ اؼغش٣خ ازؼوخ ثؾ اهبز ؽبز االعزبػ٤خ أ ٣خطش عخ اؼ ثبج٤ببد اظؾ٤ؾخ .20
ػ٠ ث٤ب األخش از٠ رزطت اوا٤ اظ ادساعب ك٠ اغغ اخبص ث , ث رـ٤٤ش ٣طشأ اج٤ببد
. اج٤ببد اغبثوخ ك٠ ااػ٤ذ اؾذدح زي
زؤ٤ و٤ب ثؼ ٣زلن رط٣ش بسار خجشار ٤ب صوبك٤ب أ أ ٣زجغ اظ از٠ ٣ؼؼب طبؽت اؼ ز٤خ .22
. ازو٢ ك٠ اشؤح ثبالشزشاى غ اظبد اوبث٤خ اخزظخ غ ازطس
184
انخحميك يغ انؼال ويسائهخهى
(يحظر: )صب٤ب
. خبص ثبؼ االؽزلبظ لغ ثؤط أ٣خ سهخ أ غزذ .2
لن غ ب ك٢ ه٤بخ ثزا اؼ ب ٣خ ثؾغ أدائ ؼ أ ال ٣ز اؼ ـ٤ش عاء ثؤعش أ ثذ أعش ارا .1
.٣ اـ٤ش أ ٣غبػذ ػ٠ ازؼشف ػ٠ أعشاس اشؤح أ بكغخ طبؽت اؼ شاخ اؼ أ
اؼ أصبء ذح عش٣ب ػوذ , أ االشزشاى ك٠ شبؽ زا بسعخ شبؽ بص شبؽ از١ ٣بسع طبؽت .2
. شش٣ب أ ػبال اوج٤ , عاء ثظلز
٣بسع شبؽب بصال شبؽ از١ ٣بسع طبؽت اؼ ال أ االهزشاع ػالء طبؽت اؼ .3
. االهزشاع اظبسف ٣غش زا اؾظش ػ٠
أ أش٤بء أخش ثؤ٣خ طلخ بذ ثبعجخ ه٤ب ثاعجبر ثـ٤ش سػبء هج ذا٣ب أ بكآد أ ػالد أ جبؾ .4
. طبؽت اؼ
عغ ره٤ؼبد أ رظ٤ اعزبػبد داخ ب اؼ ثذ اكوخ عغ ود أ رجشػبد أ رص٣غ شساد أ .5
ب روؼ٠ ث أؽب اوا٤ اظخ وبثبد اؼب٤خ طبؽت اؼ , غ شاػبح
ػ٠ طبؽت ػ ٣غزخذ أضش ػششح ػب أ ٣ؼن الئؾخ اذاخ٤خ زظ٤ اؼ اغضاءاد ك٠ ب ظبش,
ظذهب ػ٤ب اغخ اإلداس٣خ اخزظخ, ال ٣ غبئخ اؼب اال ك٠ أكؼب زؼوخ ٣غت أ ر ز االئؾخ
.ربس٣خ االزبء ازؾو٤ن ك٠ اخبلخ ثؤضش صالص٤ ٣ب ثؼذال ٣غص ره٤غ عضاء رؤد٣ج٢ ػ٠ اؼب ,ثبؼ
:زسح ك٠ اوب ٠ اغضاءاد ازؤد٣ج٤خ از٢ ٣غص ره٤ؼب ػ٠ اؼب كوب ائؼ رظ٤ اؼاغضاءاد
. اإلزاس -2
. اخظ األعش -1
. شال رغبص صالصخ أش رؤع٤ ػذ اعزؾوبم اؼالح اغ٣خ ذح -2
.ظلب اؾشب عضء اؼالح اغ٣خ ثب ال ٣غبص -3
. عخ رؤع٤ ازشه٤خ ػذ اعزؾوبهب ذح ال رض٣ذ ػ٠ -4
. خلغ األعش ثوذاس ػالح ػ٠ األضش -5
. اخال ثو٤خ األعش از ب ٣زوبػب اخلغ ا٠ ظ٤لخ ك٠ اذسعخ األد٠ جبششح د -7
. زا اوبالظ اخذخ كوب ألؽب -8
.٣شاػ٠ أ اخظ األعش ٣ؾغت ػ٠ األعش األعبع٢
ؿ٤ب ػ ازش أ ال ٣ ره٤غ أضش عضاء ػ٠ لظ الؼ ٣ظوذ ب ثبغضاء اؼوثخ أط٤خ أب ٣ ره٤غ
.ػوثخ ر٤٤خ
ػوثخ ر٤٤خ ٠ رلخ أطالػ ا أرا أكغذ ػب أؽذ األعضح ك٤ بى ػوثخ أط٤خ ألب : ضب ػ٠ زا
.ششاء عبص ثذ ػ از أرق
(52) ٣غص رشذد اؼوثخ ك٠ ؽبالد رشاس راد اخطبء ؽغت ابدح
عجن غبصاح اؼب ػب , ز٠ ٣غص رشذ٣ذ اغضاء ارا ػبد اؼب ا٠ اسربة خبلخ عذ٣ذح ع اخبلخ از٠
اؼب ثزه٤غ اغضاء اغبثن, ب ٣غت رش ب ا ب خال عزخ أشش ربس٣خ اثالؽهؼذ اخبلخ اغذ٣ذح
أ٣ب ك٠ اشش ااؽذ رشؽ ثبه٢ اخظبد شس 4صادد اخظبد ػ٠ اشارت , ال ٣ خظ أضش
.ازب٤خ
.أ٣ب ؽذس اخبلخ ػ٠ األضش 7 ٣غت أ ٣ز ازؾو٤ن خال
دكبػ اصجبد ري ك٠ ؾؼش ؾظش ره٤غ عضاء ػ٠ اؼب اال ثؼذ اثالؿ زبثخ ثب غت ا٤ عبع أها رؾو٤ن٣
ػ٠ األضش ربس٣خ ازشبف اخبلخ , ظخ اوبث٤خ ٣دع ك٠ ل اخبص , ػ٠ أ ٣جذأ ازؾو٤ن خال عجؼخ ا٣ب
. ؾؼس ازؾو٤نرذة ضال ػب از٠ ٣زجؼب اؼب أ
أ اخظ األعش از ال ٣ض٣ذ وذاس ػ٠ أعش ٣ اؽذ أ ٣غص ك٠ اخبلبد از٠ ٣ؼبهت ػ٤ب ثبإلزاس
. ػ٠ أ ٣ضجذ ؼ ك٠ اوشاس از ٣وؼ٠ ثزه٤غ اغضاء ٣ ازؾو٤ن شلبخ ,
. ء غججبثزه٤غ اغضا ك٠ ع٤غ اؾبالد ٣شزشؽ أ ٣ اوشاس اظبدس
185
حاالث انفصم
انشأة/أغالق انؤسست
ؽظش اششع ؽبالد الظ ك٠ ؽبخ أؽذاس اؼب ػشس عغ٤ ظبؽت اؼ , رش ك٠ اوب ؽبالد اؼشس
اغغ٤ ػ٠ عج٤ اؾظش
. هذ غزذاد ضسح ارا صجذ ازؾب اؼب شخظ٤خ ؿ٤ش طؾ٤ؾخ أ -2
عغ٤خ ظبؽت اؼ ثششؽ أ ٣جؾ طبؽت اؼ ارا صجذ اسربة اؼب خطؤ شؤد ػ أػشاس -1
. ػشش٣ عبػخ هذ ػ ثهػ اغبد اخزظخ ثبؾبدس خال أسثغ
ثششؽ أ ر ز –االص ارجبػب غالخ اؼب اشؤح ارا رشس اؼب ػذ شاػبح ازؼ٤بد -2
. سؿ ازج٤ ػ٤ زبثخ ثشاػبح ري –ب ظبش ك٠ ازؼ٤بد زثخ ؼخ
ػشش٣ ٣ب زوطؼخ خال اغخ ااؽذح أ أضش ػششح ارا رـ٤ت اؼب ثذ جشس ششع أضش -3
الظ ازاس زبث٢ ثخطبة ط٠ ػ٤ ثؼ اط طبؽت اؼ أ٣ب ززب٤خ , ػ٠ أ ٣غجن
. اؾبخ األ٠ , ثؼذ ؿ٤بث خغخ أ٣ب ك٢ اؾبخ اضب٤خأ٣ب ك٠ ؼب ؿ٤بث ػششح
. ٣ؼ ثب أدد ا٠ اؽذاس أػشاس عغ٤خ ثبشؤح ارا صجذ أ اؼب أكش٠ أعشاس اشؤح از٢ -4
. شبؽ ارا هب اؼب ثبكغخ طبؽت اؼ ك٢ راد -5
.رؼبؽب بدح خذسحعش ث٤ أ زؤصشا ثب ارا عذ اؼب أصبء عبػبد اؼ ك٢ ؽبخ -7
اذ٣ش اؼب , زي ارا هغ اػزذاء عغ٤ ػ٠ أؽذ ارا صجذ اػزذاء اؼب ػ٠ طبؽت اؼ أ -8
. سإعبئ أصبء اؼ أ ثغجج
.اإلػشاة اغ٢ارا ٣شاع اؼب اؼاثؾ -9
٤ب ثبػشاة ػذ ٣غت ػ٠ غخ اوبث٤خ ثشؿجز ك٠ او اثالؽ اؼبهاػذ اإلػشاة اغ٢ ٠
ارا ٣ ؼب غخ وبث٤خ رخطش اوبثخ . اغخ اثالؽ طبؽت اؼ هج اإلػشاة ثؼششح أ٣ب ػ٠ األه
اإلػشاة اغػ ث اإلػشاة اغ٠ . اؼبخ ٣غت اإلػال ػ عجت اإلػشاة ذر
٣ؾظش اإلػشاة خال أ٣ب ازؾ٤ . اعزبػ٤خ أ اهزظبد٣خاإلػشاة از ٣زؼن كوؾ ثاػ٤غ ٤خ أ
اعبؽخ زؼذ٣ ارلبه٤خ
رؾغت ذ اإلػشاة اغ٠ اعبصح ثذ . ػ عبػ٠ أ ك٠ ائعغبد األعزشار٤غ٤خ أ اؾ٣٤خ ثبذخ
.شرت
ؤ ٠ أ ثزو٤ض ػذد ٣ أل ٣ أؿالم عضئ٤اهزظبد٣خ كوؾ ظبؽت اشؤ اؾن ك٠ اؿالم اشؤح ظشف
.اؼبخ أ رو٤ض األعس لزشح
.٣وذ ؽت غبد اخزظخ ٣ش أعجبة اـن أ ازو٤ض اغزذاد اذاػخ طت
.رش غخ أط٤خ جذ ك٠ اطت غخ كشػ٤خ ظش ازظ هشاس اغخ األط٤خ
. ٣ ظش اضاع ٣20ظذس هشاس اغخ األط٤خ خال
زا ػ٠ اش اػؼ ك٠ اد اوب ازب٤خ
:(295 ) بدح
رو٤ض ؽغب أ شبؽب ثب هذ ٣ ظبؽت اؼ , ؼشساد اهزظبد٣خ , ؽن اإلؿالم ا٠ أ اغضئ٢ شؤح أ
. اإلعشاءاد اظص ػ٤ب ك٢ زا اوب ثبششؽ٣ظ ؽغ اؼبخ ثب , ري ك٢ األػبع
186
:(297)بدح
رو٤ض ؽغب أ شبؽب ا٠ غخ ك٢ رطج٤ن أؽب ابدح اغبثوخ, ػ٠ طبؽت اؼ أ ٣زوذ ثطت اؿالم اشؤح أ
.رش زا اـشع
.اؼب از٣ ع٤ز االعزـبء ػأػذاد كئبد ٣زؼ اطت األعجبة از٢ ٣غزذ ا٤ب ك٢ ري
٣ب ػ٠ األضش ربس٣خ روذ٣ اطت ا٤ب كبرا ب اوشاس ػ٠ اغخ أ رظذس هشاسب غججب خال صالص٤
.أ ٣شز ػ٠ ث٤ب ربس٣خ رل٤ز طبدسا ثوج اطت عت
زا اـشع, ٣زشرت ػ٠ ازظ اوشاس غخ أخش رش ظبؽت اشؤ أ ٣زظ زا اوشاس أب
.رل٤ز اظبدس ثوج اطت هق
اغز٤ اشبس ا٤ب رؾذ٣ذ اخزظبطبرب اغبد از٠ ٣ظذس هشاس سئ٤ظ غظ اصساء ثزش٤
. از٢ رزجغ أبب اػ٤ذ اعشاءاد ازظ رض ك٤ب اإلعشاءاد
ػ اظخ اوبث٤خ اؼب٤خ اؼ٤خ ٣ششؾ االرؾبد اؼب وبثبد أ ٣زؼ رش٤ اغز٤ ضال٣شاػ٠
. ضال ػ ظبد أطؾبة األػب رششؾ اظخ اؼ٤خ ثشبؽ اشؤح ػب ظش ,
:(298)بدح
اظبدس ثبإلؿالم ا٠ أ اغضئ٢ ثبوشاس٣خطش طبؽت اؼ اؼب اظخ اوبث٤خ اؼ٤خ ثبطت اوذ
. شؤح أ ثزو٤ض ؽغب أ شبؽب
.از١ رؾذد اغخ از٢ ظشد اطت أ ازظ ػ٠ ؽغت األؽا ٣ رل٤ز ري اوشاس اػزجبسا ازبس٣خ
:(299)بدح
اغبػ٤خ اغبس٣خ ك٢ اشؤح ارا رزؼ االرلبه٤خك٢ ؽبخ اإلؿالم اغضئ٢ أ رو٤ض ؽغ اشؤح أ شبؽب ,
اؼب , كب ٣زؼ٤ ػ٠ طبؽت اؼ أ ٣زشبس ك٢ زا اؼب٤٣ش اػػ٤خ الخز٤بس ع٤ز االعزـبء ػ
اوذساد ري ثؼذ طذس اوشاس هج ازل٤ز رؼزجش األهذ٤خ األػجبء اؼبئ٤خ اغ اشؤ غ اظخ اوبث٤خ
. اشؤ ابساد ا٤خ ؼب اؼب٤٣ش از٢ ٣ االعزئبط ثب ك٢ زا
.ااصخ ث٤ ظبؼ اشؤح ظبؼ اؼب ك٠ ع٤غ األؽا ٣زؼ٤ أ رشاػ٠ ري اؼب٤٣ش
:(100)بدح
أ شبؽب أصبء شاؽ رو٤ض ؽغب٣ؾظش ػ٠ طبؽت اؼ ازوذ ثطت اإلؿالم ا٠ أ اغضئ٢ شؤح أ
. اعبؽخ ازؾ٤
:(102)بدح
ظبؽت اؼ ابء ػوذ اؼ زا اوب , ك٠ اؾبالد از٢ ٣ؾن ك٤ب( 298)غ ػذ اإلخال ثؾ ابدح
ػ٠ األخض أ ٣ؼذ ششؽ اؼوذ ثظلخ ئهزخ , ألعجبة اهزظبد٣خ ٣غص ثذال اعزخذا زا اؾن أ
ب ٣خزق ػ ػ األط٢ , ب أ أ ٣وض أعش اؼب ثب ال ٣و ػ ٣ق اؼب ثؼ ؿ٤ش زلن ػ٤
. األد٠ ألعس اؾذ
كوب لوشح اغبثوخ ب ؼب أ ٠٣ ػوذ اؼ د أ ٣زض كبرا هب طبؽت اؼ ثزؼذ٣ ك٠ ششؽ اؼوذ
اظص اإلبء ك٠ ز اؾبخ ابء جشسا عبت طبؽت اؼ , ٣غزؾن اؼب ابكؤح , ٣ؼزجش ثبإلخطبس
. ػ٤ب ثبلوشح ازب٤خ
زا (200 –295)اهزظبد٣خ كوب إلعشاءاد اج٤خ ثباد ٣زض طبؽت اؼ ػذ ابء اؼوذ ألعجبة
األ٠ أ٠ ػوذ بكؤح رؼبد األعش اشب شش ػ عخ اخظ اغادؼب از اوب ثؤ ٣ئد
. عاد اخذخ شش ظق ػ عخ رغبص ري
187
Assignments 1. Strategic Management. 2. Job Analysis. 3. Recruiting and Selection . 4. Training and Development. 5. Performance Management.
188
Strategic Management
Assignment
189
Introduction
Coca-Cola is a carbonated soft drink sold in stores, restaurants, and vending machines in every
country except Cuba and North Korea. It is produced by The Coca-Cola
Company of Atlanta, Georgia, and is often referred to simply as Coke (a registered trademark of
The Coca-Cola Company in the United States since March 27, 1944). Originally intended as
a patent medicine when it was invented in the late 19th century by John Pemberton, Coca-Cola
was bought out by businessman Asa Griggs Candler, whose marketing tactics led Coke to its
dominance of the world soft-drink market throughout the 20th century. The Coca- Coola
Company is the largest beverage business in the world serving more than 200 countries and
offering more than 500 brands.
Name The Coca Cola Company
Industries served Beverages
Geographic areas served Worldwide
Headquarters U.S.
Current CEO Muhtar Kent
Revenue $ 48.01 billion (2012)
Profit $ 9.01 billion (2012)
Employees 146,200
Main Competitors PepsiCo Inc., Dr Pepper Snapple Group, Inc., Unilever, Groupe
Danone, Kraft Foods Inc., Nestlé S.A. and others.
190
SWOT analysis
Strengths Weaknesses
1) With revenues of $35,119,000 million, Coca-Cola is one of the largest beverage manufacturers globally.
2) Coca-Cola owns four of the world’s top five nonalcoholic sparkling beverage brands including Coca-Cola, Diet Coke, Sprite and Fanta.
3) Sold 25.5 billion cases of products in 2010 4) Accounted for 51% of U.S. unit case
volume, and 50% of non-U.S. case volume for 2010
5) Has ownership interest in its bottling/distributing partners; 23% in Coca-Cola Hellenic, 32% in Coca-Cola FEMSA, and 30% in Coca-Cola Amatil.
6) Acquired Coca-Cola Enterprises, Inc., one of the major bottlers for Coca-Cola in North America which had $3.6 billion in revenues
7) In Eurasia and Africa, unit case volume increased 12% in 2010
8) Coca-Cola has more than 500 brands and 3,500 beverages and products.
9) Coca-Cola sells 1.7 Billion servings of beverages per day in over 200 countries.
10) Coca-Cola generated 9.5 billion in cash from operations in 2010, up 16% over 2009.
11) The best global brand in the world in terms of value ($77,839 billion)
12) World’s largest market share in beverage 13) Strong marketing and advertising 14) Most extensive beverage distribution
channel 15) Customer loyalty 16) Bargaining power over suppliers 17) Corporate social responsibility
1) Weak performance in Europe achieving a 0% growth in 2010
2) Does not hold number 1 spot for either the water brand or the leading sports drink
3) Currently does not hold a snacks segment, where Pepsi Co. has a food division which creates for 60% of their total revenue.
4) Does not perform best in North America, only accounting for 31.7% in total revenue in 2010
5) Has a high number of current liabilities accounting for 18,508 million
6) Acquiring Coca-Cola Enterprises (CCE) resulted in assuming additional $7.9 billion in debt
7) Operating income for Europe operations decreased by $50 million in 2010
8) Interest expense increased $378 million mainly due to premiums paid on repurchasing long term debt
9) Common Stock Market Prices decreased between the first and second quarter in 2010 from $52.23 and $49.47
10) Other operating expenses grew to $5,959 million in 2010 from $5,699 million in 2009.
11) Significant focus on carbonated drinks. 12) Undiversified product portfolio. 13) High debt level due to acquisitions. 14) Negative publicity. 15) Brand failures or many brands with
insignificant amount of revenues.
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Opportunities
Threats
1) Spurring demand for energy drinks, especially in the US where estimates show about 2 billion.
2) Approximately 85% of the company’s unit case volume is delivered in recyclable bottles and cans, and the company targets to recover at least 50% of the equivalent bottles and cans sold worldwide.
3) Bottled water drinking has increased 11%. 4) European and China market show large
potential to grow by an estimated amount of 7%.
5) Has the option, but no obligation, to assist bottlers with promotional and marketing activities ($5 billion in 2010).
6) 55 billion beverage servings are consumed worldwide each day
7) Global beverage industry is expected to grow from a valued $1.4 trillion in 2008, to $1.6 trillion by 2013.
8) India currently only consumes 11 8oz servings of Coca Cola per person per year.
9) The non-alcoholic ready to drink(NARTD) beverage industry is expected to grow by 50 billion unit cases by 2020.
10) Bottled water consumption growth 11) Increasing demand for healthy food and
beverage. 12) Growing beverages consumption in
emerging markets (especially BRIC). 13) Growth through acquisitions.
1) Increasing preference for non carbonated healthy drinks. The Coca Cola soda saw a 5% volume declines respectively in the carbonated soda brands category.
2) With rising obesity rates of 35.7% for adults and 17% for youth in the U.S. alone, health concerns may cause reduced consumption of sugar sweetened beverages, impacting profitability.
3) Water is the main and most significant ingredient in beverages, quality and abundance of water is scarce worldwide, where 70% is used for agriculture and irrigation.
4) With $24.5 billion in net operating revenue generated from international markets, and operating in over 200 countries, unstable economic conditions in foreign countries can dramatically decrease revenues.
5) The primary beverage of Coca Cola is sparkling beverages, the most popular drinks consumed worldwide, in their respective order, are water, tea, and beer.
6) Changes in currency rates. Coca-cola uses 74 functional currencies in 2010.
7) In 2010 had approximately 18,600 associates represented by labor unions.
8) PEP operating income and revenues both exceeded KO's by .85 Billion and 7.67 Billion respectively. They are strong competitors in the market
9) PepsiCo dominated North America with sales of US $22billion,while Coca-Cola only had about US $7billion.
10) Changes in consumer preferences 11) Water scarcity 12) Strong dollar. 13) Legal requirements to disclose negative
information on product labels. 14) Decreasing gross profit and net profit
margins 15) Competition from PepsiCo. 16) Saturated carbonated drinks market.
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Elucidation
Strengths
1. The best global brand in the world in terms of value. According to Interbrand, The Coca Cola
Company is the most valued ($77,839 billion) brand in the world.
2. World’s largest market share in beverage. Coca Cola holds the largest beverage market share
in the world (about 40%).
3. Strong marketing and advertising. Coca Cola’ advertising expenses accounted for more than $3
billion in 2012 and increased firm’s sales and brand recognition.
4. Most extensive beverage distribution channel. Coca Cola serves more than 200 countries and
more than 1.7 billion servings a day.
5. Customer loyalty. The firm enjoys having one of the most loyal consumer groups.
6. Bargaining power over suppliers. The Coca Cola Company is the largest beverage producer in
the world and exerts significant power over its suppliers to receive the lowest price available from
them.
7. Corporate Social Responsibility (CSR). Coca Cola is increasingly focusing on CSR programs,
such as recycling/packaging, energy conservation/climate change, active healthy living, water
stewardship and many others, which boosts company’s social image and result in competitive
advantage over competitors.
Weaknesses
1. Significant focus on carbonated drinks. The business is still focusing on selling Coke, Fanta,
Sprite and other carbonated drinks. This strategy works in short term as consumption of
carbonated drinks will grow in emerging economies but it will prove weak as the world is fighting
obesity and is moving towards consuming healthier food and drinks.
2. Undiversified product portfolio. Unlike most company’s competitors, Coca Cola is still focusing
only on selling beverage, which puts the firm at disadvantage. The overall consumption of soft
drinks is stagnating and Coca Cola Company will find it hard to penetrate to other markets (selling
food or snacks) when it will have to sustain current level of growth.
3. High debt level due to acquisitions. Nearly $8 billion of debt acquired from CCE’s acquisition
significantly increased Coca Cola's debt level, interest rates and borrowing costs.
4. Negative publicity. The firm is often criticized for high water consumption in water scarce regions
and using harmful ingredients to produce its drinks.
5. Brand failures or many brands with insignificant amount of revenues. Coca Cola currently
sells more than 500 brands but only few of the brands result in more than $1 billion sales. Plus, the
firm’s success of introducing new drinks is weak. Many of its introduction result in failures, for
example, C2 drink.
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Opportunities
1. Bottled water consumption growth. Consumption of bottled water is expected to grow both in US
and the rest of the world.
2. Increasing demand for healthy food and beverages. Due to many programs to fight obesity,
demand for healthy food and beverages has increased drastically. The Coca Cola Company has an
opportunity to further expand its product range with drinks that have low amount of sugar and
calories.
3. Growing beverages consumption in emerging markets. Consumption of soft drinks is still
significantly growing in emerging markets, especially BRIC countries, where Coca Cola could
increase and maintain its beverages market share.
4. Growth through acquisitions. Coca Cola will find it hard to keep current growth levels and will
find it hard to penetrate new markets with its existing product portfolio. All this can be done more
easily through acquiring other companies.
Threats
1. Changes in consumer tastes. Consumers around the world become more health conscious and
reduce their consumption of carbonated drinks, drinks that have large amounts of sugar, calories
and fat. This is the most serious threat as Coca Cola is mainly serving carbonated drinks.
2. Water scarcity. Water is becoming scarcer around the world and increases both in cost and
criticism for Coca Cola over the large amounts of water used in production.
3. Strong dollar. More than 60% of The Coca Cola Company income is from outside US. Due to
strong dollar performance against other currencies firm’s overall income may fall.
4. Legal requirements to disclose negative information on product labels. Some Coca Cola’s
carbonated drinks have adverse health consequences. For this reason, many governments
consider to pass legislation that requires disclosing such information on product labels. Products
containing such information may be perceived negatively and lose its customers.
5. Decreasing gross profit and net profit margins. Coca Cola’s gross profit and net profit margin
was decreasing over the past few years and may continue to decrease due to higher water and
other raw material costs.
6. Competition from PepsiCo. PepsiCo is fiercely competing with Coca Cola over market share in
BRIC countries, especially India.
7. Saturated carbonated drinks market. The business significantly relies on the carbonated drinks
sales, which is a threat for the Coca Cola as the market of carbonated drinks is not growing or even
declining in the world.
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Vision :
The vision of Coca-Cola is the framework for their guides of every aspect of its business. It is
presented in 6Ps:
1. People: Be a great place to work where people are inspired to be the best they can be.
2. Portfolio: Bring to the world a portfolio of quality beverage brands that anticipate and satisfy
people's desires and needs.
3. Partners: Nurture a winning network of customers and suppliers, together we create mutual,
enduring value.
4. Planet: Be a responsible citizen that makes a difference by helping build and support
sustainable communities.
5. Profit: Maximize long-term return to shareowners while being mindful of our overall
responsibilities.
6. Productivity: Be a highly effective, lean and fast-moving organization.
Mission:
Coca-Cola declares the purpose as a company and serves as the standard against
actions and decisions:
To refresh the world…
To inspire moments of optimism and happiness…
To create value and make a difference.
Objectives:
Coca-Cola’s first objective is to maximize share owner value over time.
Maximize long-term cash flow
To ensure the strongest and most efficient production, distribution, and marketing systems
possible
Values:
Leadership Passion Integrity Accountability Collaboration Innovation Quality
195
Corporate strategy
Coca-Cola has long been committed to a product development strategy. This allow Coca-Cola to penetrate existing markets with new products due to their high brand
awareness. This strategy capitalizes on Coca-Cola’s favorable trademark reputation
Business strategy ( Growing )
Integration Strategies • Coca-Cola have integrated into many suppliers .
Product and Market Development • Coca-Cola are highly established worldwide .
Market Penetration • Coca-Cola are currently in 200 different countries .
Human Resource • Coca-Cola are use competency based interview. • Coca-Cola have big number of employees and hire more and more . • Coca-Cola choose best calibers in the market.
Coca-Cola one of the best market leader in the world and I agree with Coca-Cola strategy . Coca-Cola is huge business and deal with hundreds of variables and achieve success story. and I think:
Coca-Cola utilizes corporate strategies that capitalize off their strengths and work to minimize their weaknesses.
Coca-Cola has thus far transcended the bounds of common expectations and eagerly looks to the future achieve new feats.
196
Job analysis
Assignment
197
My classmate Alyaa work at Calibers , I conduct interview with her in diploma workshop, and
Calibers focus on recruitment services.
Job Description Business Development Specialist
Job code: XXX Department : Public Relations
Report to : Managing Director Supervises: None
Job Objective
To make Sure that our company is known by all potential clients as well as arranging meetings
with current clients to meet their expectations and following progress jointly with Recruiting
Team.
Main duties
1- Calls clients from database to introduce our company and offers them our recruiting
services.
2- Sends standard e-mails to our clients contains Caliber’s Company Profile , job
requirements information and recruiting policy.
3- Informs Recruiting Team about jobs and qualifications needed . 4- Receives any CVs from client and sending them to Recruiting Team for short- listing. 5- Arranges meeting with our client if necessary. 6- Follows up with current clients and makes sure that our services are satisfactory. 7- Solves any problem or complaint facing the client and informs the Managing Director about it.
8- Attending candidates’ interviews and makes sure their qualifications are meeting the clients’
request.
9- Uses social media to promote Calibers and attract potential clients .
10- Ensures that it does not take more than five working days from receiving the request to create the
shortlist .
Job Requirements
University degree.
Good Interpersonal communication skills
Good command of English.
Proficient in using MS-Office applications .
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Business Development Specialist
Competency Definition
F U N C T I O N A l
Analysis and Judgment
Identifying and understanding issues, problems, and opportunities; comparing data from different sources to draw conclusions; using effective approaches for choosing a course of action or developing appropriate solutions; taking action that is consistent with available facts, constraints, and probable consequences.
Planning
Effectively managing one's time and resources to ensure that work is completed efficiently.
Communication
Clearly conveying information and ideas through a variety of media to individuals or groups in a manner that engages the audience and helps them understand and retain the message.
199
Job Description Secretary
Job code: XXX Department : Administration
Report to : Office manager Supervises: None
Job Objective
The role of secretary is to support his\her managers in achieving general administrative project and
clerical work.
Main duties
1 Prepares the yearly work plan on order to be revised by her manager.
2 Follows up on deadlines and prepares all required documents. 3 prepares all required letters for internal company events. 4 Prepares internal memorandum .
5 Undertakes typical work tasks such as general word processing , dealing with telephone , receiving
correspondence , sending emails , creating and maintaining filing system . 6 Handles any required vacations, permissions .
7 Maintains office equipment and ensures enough office supplies on hand. 8 Performs research and collect data from internet.
9 Arranges meeting and takes minutes and keeps notes.
10 Acts as a liaison with the other offices, department and outside agencies.
11 Assists managers of other departments if they need it.
Job Requirements
University degree.
Good Interpersonal communication skills.
Very good command of English.
Good command of French.
Proficient in using Computer applications .
Have 3 – 6 months experience in administration field
Secretary
Competency Definition
F U N C T I O N A l
Teamwork Effectively participating as a member of a team to move the team toward the completion of goals.
Professional Impact
Creating a good first impression, commanding attention and respect, showing an air of confidence.
Communication
Clearly conveying information and ideas through a variety of media to individuals or groups in a manner that engages the audience and helps them understand and retain the message.
200
Training & Development
Assignment
201
Observation Form ( Call center ) Employee # 345
S.N Name of the skills Need to Improve
Good Very Good Excellent
1 Know how to work on the system X
2 Greeting
X
3 Give all information required
X
4 Communication skills
X
5 Ask about more service
X
6 How can he deal with stress
X
7 Time of call
X
8 Team work skills
X
9 Know the job description
X
10 Attends
X
Identifying learning needs for an Individual Learner
Identify particular learner that you think he/she needs a particular
training :
Call center Agent / Need training on how to work on our system, Know
more about our products and services and finally Stress Management
1. What is this learner's job?
Receiving calls from costumer to answer their queries and help them solve
any problems they may face with their purchased product or service.
202
2. What are his/her main duties and tasks? (Job Description) Greeting the customer according to company standard.
Identifying customers’ problem and understanding it.
Gathering information about customer and the problem.
Considering possible solutions.
Suggest the best solution to the customer.
Take further action to impalement the solution if required.
Following up with the customer to ensure that problem has been solved and the
customer is satisfied.
Taking details about the customer complaint.
Taking steps to resolve the complaint if possible.
Forward the complaint to the responsible party if required.
Following up with the customer to ensure that problem has been solved and the
customer is satisfied.
Answering customer general questions regarding the use of their product or
service as well as questions related to other available product or services.
reviewing purchase history of customer from customer recorded to identify customer
taste.
Selecting type of product or service that the agent will inform the customer of.
Contacting the customer and promoting the new service or product by focusing on
benefits.
Taking further steps if that is required.
Ending the call with standard according to company.
Summarizing the conclusion of the call on company system and storing it for reference.
203
3. What are resources needed for this individual to perform as expected? Resources in terms of:
Tools & Equipment
Computer with internet connection
telephone
Team (Manpower)
Given Learning and
Training
N/A
Financial Resources
(Budget)
Transportation allowance
Access to
information
Available
Authority &
Empowerment
Available
Time
Available
204
4. Are all these resources available and functioning? If not, what are the ones he/she lacks and why?
Yes
5. If these missed resources have been allocated, does this ensure the desired performance? If not, why?
N/A
6. What are the qualifications required from this individual to
perform as expected versus the current ones? in terms of KSA: Quantify if possible.
KSA needed to perform as
desired (Job Description)
KSA are currently existed
Desired Knowledge
4 years collage
Minimum experience 1-6
months
Current Knowledge
4 years collage
experience 1 month
Desired Skills
Customer service skills,
communication and negotiation
skills and problem solving skills,
Stress Management .
Excellent speaking and listening
Good using computer
Current Skills
Communication and negotiation
skills and problem solving skills,.
Excellent speaking and listening
Good using computer
205
Desired Attitude
Problem solving
Detailed oriented
Teamwork
Flexible
Organizing
Problem Solving
Current Attitude
Teamwork
Flexible
Organizing
Problem Solving
7. What KSA gap did you detect from your analysis? (Quantify, as appropriate)
He can’t management his stress, and can’t deal with the system effectively and efficiently, plus he misses a lot of details about our services and products.
8. What is the ultimate effect of this performance gap on the work?
The ultimate effect of this gap is losing some new customers as his interpersonal problem causes many customers to not complete the call or stop dealing with our organization, and we miss a lot of data on the system because he forgot enter it or miss some details.
9 . Any other reasons why this individual is not performing as he/she expected? If yes, what are they?
He can’t deal with stress and he forgets a lot of instructions when he faces stress.
10.Does this performance gap arise because this individual lacks the ability (KSA) or lacks the interest to acquire them?
This gap arises because of lack of the ability, stress make him lose his control and fall in mistakes.
206
13. (What are other recommended Solutions other than training?
Whether training is the solution or not?)
He can work as auditor of others calls , maybe when he will note
face stress can be review calls and discover any development
could be done.
14.How can training solve the gap you have detected in terms of Knowledge, Skills and Attitude? stress management course will help him to deal with stress and
focus on details and he need to take another course to deal with the
organization system.
11.If s/he lacks the ability (Knowledge, Skill
and Attitude)
12.If s/he lacks the interest (Will)
If s/he does lack the necessary
KSA required to perform job as
expected, did s/he once have it?
He didn’t get it before
If s/he had the ability, why is s/he
not using it?
N/A
If s/he did not have it before, is
he/she capable of acquiring it?
Yes
If he had lost the ability or never
had it, Would s/he be interested
in acquiring it or re-acquiring it?
N/A
If s/he has the interest to acquire
the skill, why so?
N/A
If s/he does not have the interest
to acquire the skill, why so?
N/A
207
15.What results do you expect of the training?
Increase his efficiency with dealing with the system, and achieve
successful calls.
Observation Form ( Retail salesman ) Employee # 765
S.N Name of the skills Need to Improve
Good Very Good Excellent
1 Start with smile every time
X
2 Greeting
X
3 appearance
X
4 time management X
5 sales technique
X
6 Communication skills
X
7 Dealing with angry customer
X
8 Team work
X
9 Attends
X
10 Know the job description
X
Identifying learning needs for an Individual Learner
Recommended training :
Apple call center system.
Apple product and services awareness .
Stress management .
208
Identify particular learner that you think he/she needs a particular
training :
Salesman / Need training how to manage his time in work, how to deal
with angry customer, plus improve some sales techniques.
1. What is this learner's job? assist customers in finding and purchasing the required merchandise in
a retail environment. To encourage customers to purchase products or
the services .
2. What are his/her main duties and tasks? (Job Description) Welcomes customers by greeting them; offering them assistance.
Directs customers by escorting them to racks and counters; suggesting items.
Advises customers by providing information on products.
Helps customer make selections by building customer confidence; offering suggestions and opinions.
Documents sale by creating or updating customer profile records.
Processes payments by totaling purchases; processing checks, cash, and store or other credit cards.
Keeps clientele informed by notifying them of preferred customer sales and future merchandise of potential interest.
Contributes to team effort by accomplishing related results as needed.
209
3. What are resources needed for this individual to perform as expected? Resources in terms of:
Tools & Equipment
Brochures
Calculator
Team (Manpower)
Given Learning and
Training
N/A
Financial Resources
(Budget)
N/A
Access to
information
Available
Authority &
Empowerment
Available
Time
Available
210
4. Are all these resources available and functioning? If not, what are the ones he/she lacks and why?
Yes
5. If these missed resources have been allocated, does this ensure the desired performance? If not, why?
N/A
6. What are the qualifications required from this individual to
perform as expected versus the current ones? in terms of KSA: Quantify if possible.
KSA needed to perform as
desired (Job Description)
KSA are currently existed
Desired Knowledge
4 years collage
Minimum experience 1-3 years
Current Knowledge
4 years collage
experience 1 year
Desired Skills
Customer service skills,
communication and negotiation
skills and problem solving
skills, dealing with angry
customers .
Excellent speaking and listening
Good using computer
Current Skills
Communication and negotiation
skills and problem solving skills,.
Excellent speaking and listening
Good using computer
211
Desired Attitude
Listening, Customer Service,
Meeting Sales Goals, Selling to
Customer Needs, Product
Knowledge, People Skills,
Energy Level, Dependability,
General Math Skills, Job
Knowledge, Verbal
Communication, Organizing
Current Attitude
Listening, Customer Service, Selling
to Customer Needs, Product
Knowledge, People Skills, Energy
Level, Dependability, General Math
Skills, Verbal Communication.
7. What KSA gap did you detect from your analysis? (Quantify, as appropriate)
The miss gap is his way and technique of sales didn’t meet our
technique. Furthermore he can’t deal with angry customers ,plus his
mismanagement his time we lost opportunity to deal with more than
one customer in the same time.
8. What is the ultimate effect of this performance gap on the work?
His sales technique can’t guarantee successful deals every time, and
because he can’t handle angry customer our customers leave the store
without buy anything.
9 . Any other reasons why this individual is not performing as he/she expected? If yes, what are they?
Maybe his experience is not enough to deal with this situation, in other
words may be he didn’t meet this challenges in his previous job.
10. Does this performance gap arise because this individual lacks the ability (KSA) or lacks the interest to acquire them? This gap because of lack of the ability, if he start use our sales technique
he can guarantee good deals and handle angry customers .
212
11.If s/he lacks the ability (Knowledge, Skill
and Attitude)
12.If s/he lacks the interest (Will)
If s/he does lack the necessary
KSA required to perform job as
expected, did s/he once have it?
He didn’t get it before
If s/he had the ability, why is s/he
not using it?
N/A
If s/he did not have it before, is
he/she capable of acquiring it?
Yes
If he had lost the ability or never
had it, Would s/he be interested
in acquiring it or re-acquiring it?
N/A
If s/he has the interest to acquire
the skill, why so?
N/A
If s/he does not have the interest
to acquire the skill, why so?
N/A
213
13. (What are other recommended Solutions other than training? Whether training is the solution or not?)
Can change his position and work in Public Relation department ,
because of his excellent appearance and his communications skills
could fit with PR department requirements .
14.How can training solve the gap you have detected in terms of Knowledge, Skills and Attitude? Dealing with angry customer will help to not losing more customer,
and sales training give him push to develop his skills. Finally time
management is very important with this employee to again every
minute to deal with huge number of customers enter the store.
15.What results do you expect of the training?
Increase his efficiency to achieve sales target, and achieve success
deals.
Recommended training :
How to deal with angry customer .
Sales.
Time management .
214
Performance Management
Assignment
215
# this goals are applicable to different people.
Objective # 1 Certified Management Accountant ( CMA)
Specific
Yes, the goal is Specific. When I finished CMA Exam ( two parts) at AMIDEAST in Egypt that allow me know more about Management Accounting in addition to raise my salary.
Measurable
It costs about 12.000 EGP. It takes one year to finish this certificate. After getting score 70% at minimum in each part.
Attainable
Study 3 hours per day except Friday and Saturday study 6 at minimum .I save the money needed to enter CMA Exam in two parts.
Relevant
I want suitable salary and good position in
accounting this goal makes me one of important
accountant to work in best careers in multinational
companies.
Timely
1/1/2014 - 30/12/2015
Objective # 2 International TOEFL
Specific
Pass TOEFL test
Measurable
It takes two year and to finish this certificate. After getting score 600 at minimum in Exam.
Attainable
Study 3 hours per day except Friday and Saturday study 6 at minimum. When I finished CMA and CIA certificate which save the money needed to enter the Exam.
Relevant
I want suitable salary and good position .this goal makes me one of best financial manager to work in best careers in multinational companies outside.
Timely
1/1/2018 - 30/12/2020
Objective # 3 Study ( MBA) Master of business administration
Specific
Study it in the American University in Cairo ( HR as main study)
Measurable
Get grad good at least
Attainable
It take some time to save money, and I get free time to study and to attend the MBA
Relevant
Study this master will help me to start my own business in the future .
Timely
1/1/2015- 1/1/2017
216
Objective # 4 Certified Public Accountant (CPA)
Specific
Yes, the goal is Specific. When I finished CPA Exam ( 4 parts) in USA that allows me know more about auditing in addition to raise my salary. it qualifies me to work as a financial manger in main companies.
Measurable
It costs about 9000 USD. It must finish in one year to get this certificate( you should pass exam 2 parts in one session in 6 months and the others parts in the next 6 months). After getting score 70% at minimum in each part.
Attainable
Study 5 hours per day except Weekends and holidays study 6 at minimum. When I finished CMA and CIA certificate which increase my background in accounting . I already have a good job with a suitable salary that saves the money needed to enter CPA Exam in 4 parts.
Relevant
I want suitable salary and good position in accounting this goal makes me one of financial Manager to work in best careers in multinational companies outside.
Timely
1/1/2022 - 30/12/2022
Objective # 5 Increase writing skills
Specific
Increase writing skills . writing emails and reports in efficient way .
Measurable
Writing 3 pages without any mistakes.
Attainable
I have some skills need to practice and attend session or two to get writing training.
Relevant
Writing is important in work and it help to develop my career path
Timely
By the end of 2013
Objective # 6 Get drive license
Specific
Private drive license
Measurable
Pass driving test and get the license
Attainable
Go to drive school and practice with my friend by his fathers’ car
Relevant
It help me to get car in my company as business need
Timely
6 week start in 1/1/2014
217
Objective # 7 Human Resource diploma
Specific
Attend Human Resource diploma at RITI
Measurable
Finish the diploma and get the certificate
Attainable
I have the money for the diploma and I have time to do it ,plus my background in human resource field
Relevant
It will help me to shift my career to human resource career
Timely
It take around 6 months , it should start before end of 2013
Objective # 8 Reading in marketing
Specific
Read three academic books in Marketing from American university.
Measurable
As I could summarize the conmen information from the three books in 5 pages.
Attainable
Download three book from internet, and write any note to memorize it later
Relevant
Reading in my career field help me to be more professional.
Timely
Read book per month for three months – average 20 pages per day.
Objective # 9 Data entering
Specific
Increase data entering on the system
Measurable
Entering 200 clients information on the system without any mistakes
Attainable
The average now is 150 clients information, it just need some practice
Relevant
It increase productivity of this post and it help to create database for the company thus increase company productivity.
Timely
in normal work hours – 8 hours -
218
Recruiting and selection
Assignment
219
Competency name Initiative
Definition Identifying what needs to be done and doing it before being asked to or required by the situation.
Question One : Tell us about a situation where things deteriorated quickly. How did you react to recover from that situation?
Question Two: Tell me about a time when you initiated a procedural change on your own. How did you present these changes to your supervisor?
Question Three: Describe a situation in which you identified a problem and took action to correct it.
Question Four: Describe how you have changed the way your business unit/department/group operates
Answer below the requirements
Good answer Very good answer Excellent answer
a) Identifies what needs to be done and takes action before being ask
a) Identifies what needs to be done and takes action before being ask or required to b) Does more than what is normally required in a situation
a) Identifies what needs to be done and takes action before being ask or required to b) Does more than what is normally required in a situation c) Seeks out others involved in a situation to learn their perspectives
a) Identifies what needs to be done and takes action before being ask or required to b) Does more than what is normally required in a situation c) Seeks out others involved in a situation to learn their perspectives d) Takes independent action to change the direction of events
220
Competency name Result orientation
Definition Focusing on the desired end result of one’s own or one’s units work; setting challenging goals, focusing effort on the goals, and meeting or exceeding them.
Question One : Tell us about a recent situation where you felt you surpassed your specific Goals be it a singular Goal or a Project.
Question Two: Tell me about a recent situation where you had been satisfied with the results you got.
Question Three:
Why do you think people aren't successful?
Question Four:
Tell me about a goal you set for yourself and steps you took to reach it.
Answer below the requirements
Good answer Very good answer Excellent answer
a) Develops challenging but achievable goals
a) Develops challenging but achievable goals b) Develops clear goals for meetings and projects c) Maintains commitment to goals, in the face of obstacles and frustrations
a) Develops challenging but achievable goals b) Develops clear goals for meetings and projects c) Maintains commitment to goals, in the face of obstacles and frustrations d) Finds or creates ways to measure performance against goals
a) Develops challenging but achievable goals b) Develops clear goals for meetings and projects c) Maintains commitment to goals, in the face of obstacles and frustrations d) Finds or creates ways to measure performance against goals e) Exerts unusual effort over time, to achieve a goal f) Has a strong sense of urgency about solving problems and getting work done
221
Competency name Stress Management
Definition The ability to keep functioning effectively when under pressure and maintain self control in the face of hostility or provocation.
Question One : Give us an example of a situation where you knew that a project or task would place you under great pressure. How did you plan your approach and remain motivated?
Question Two: How do you deal with stress?
Question Three: Which recent project or situation has caused you the most stress? How did you deal with it?
Question Four: What did you last lose your temper?
Answer below the requirements
Good answer Very good answer Excellent answer
a) Remains calm under stress b) Can effectively handle several problems or tasks at once
a) Remains calm under stress b) Can effectively handle several problems or tasks at once c) Controls his/her response when criticized, attacked or provoked
a) Remains calm under stress b) Can effectively handle several problems or tasks at once c) Controls his/her response when criticized, attacked or provoked d) Maintains a sense of humor under difficult circumstances
a) Remains calm under stress b) Can effectively handle several problems or tasks at once c) Controls his/her response when criticized, attacked or provoked d) Maintains a sense of humor under difficult circumstances e) Manages own behavior to prevent or reduce feelings of stress
222
Competency name Customer Orientation
Definition Demonstrated concern for satisfying one’s external and/or internal customers.
Question One : . Could you give us an example of when you have provided, what you consider to be, good customer service?
Question Two: Can you tell us about a time when you had to build a relationship from scratch in a short time, - what did you do?
Question Three: Tell us about a time when you have had to resolve a conflict between what the customer wanted and what you could realistically deliver? What happened?
Answer below the requirements
Good answer Very good answer Excellent answer
a) Lives the business mission: to be the preferred supplier through total customer satisfaction b) Quickly and effectively solves customer problems
a) Lives the business mission: to be the preferred supplier through total customer satisfaction b) Quickly and effectively solves customer problems c) Talks to customers (internal or external) to find out what they want and how satisfied they are with what they are getting
a) Lives the business mission: to be the preferred supplier through total customer satisfaction b) Quickly and effectively solves customer problems c) Talks to customers (internal or external) to find out what they want and how satisfied they are with what they are getting d) Lets customers know he/she is willing to work with them to meet their needs
a) Lives the business mission: to be the preferred supplier through total customer satisfaction b) Quickly and effectively solves customer problems c) Talks to customers (internal or external) to find out what they want and how satisfied they are with what they are getting d) Lets customers know he/she is willing to work with them to meet their needs e) Finds ways to measure and track customer satisfaction f) Presents a cheerful, positive manner with customers
223
Competency name Influencing Others
Definition
Question One :
Tell us about an idea that you manage to sell to your superior, which represented a challenge.
Question Two:
Describe a situation where you were able to influence others on an important issue. What approaches or strategies did you use?
Question Three:
Describe a situation where you needed to influence different stakeholders who had different agendas. What approaches or strategies did you use?
Answer below the requirements
Good answer Very good answer Excellent answer
a) Presents arguments that address other’s most important concerns and issues and looks for win-win solutions b) Involves others in a process or decision, to ensure their support.
a) Presents arguments that address other’s most important concerns and issues and looks for win-win solutions b) Involves others in a process or decision, to ensure their support c) Offers trade-offs or exchanges, to gain commitment d) Identifies and proposes solutions that benefit all parties involved in a situation.
a) Presents arguments that address other’s most important concerns and issues and looks for win-win solutions b) Involves others in a process or decision, to ensure their support c) Offers trade-offs or exchanges, to gain commitment d) Identifies and proposes solutions that benefit all parties involved in a situation e) Enlists experts or third parties to influence others.
a) Presents arguments that address other’s most important concerns and issues and looks for win-win solutions b) Involves others in a process or decision, to ensure their support c) Offers trade-offs or exchanges, to gain commitment d) Identifies and proposes solutions that benefit all parties involved in a situation e) Enlists experts or third parties to influence others f) Develops other indirect strategies to influence others g) Knows when to escalate critical issues to own or other’s management, if own efforts to enlist support have not succeeded.
224
Competency name Decisiveness
Definition to make difficult decisions in a timely manner.
Question One : What big decision did you make recently. How did you go about it?
Question Two: What is the decision that you have put off the longest? Why?
Question Three: Tell us about a situation where you made a decision that involuntarily impacted negatively on others. How did you make that decision and how did you handle its consequences?
Question Four: Tell us about a time when you had to make a decision without knowledge of the full facts.
Answer below the requirements
Good answer Very good answer Excellent answer
Didn’t answer the question
a) Is willing to make decisions in difficult or ambiguous situations, when time is critical
a) Is willing to make decisions in difficult or ambiguous situations, when time is critical b) Takes charge of a group when it is necessary to facilitate change, overcome an impasse, face issues, or ensure that decisions are made
a) Is willing to make decisions in difficult or ambiguous situations, when time is critical b) Takes charge of a group when it is necessary to facilitate change, overcome an impasse, face issues, or ensure that decisions are made c) Makes tough decisions (e.g., closing a facility, reducing staff, accepting, or rejecting a high-stakes deal)
225
Reference www.coca-cola.com www.wiki.answers.com www.slideshare.net www.powerfulwords.co.uk APPLE INC - AAPL. Annual report 2009 Tony Gauvin, UMFK, 2007 Apple case study http://www.mindtools.com http://www.ecsellinstitute.com Gary Dessler Book http://www2.gnb.ca Riti Diploma material http://www.saylersemployment.com http://www.halogensoftware.com www.chron.com http://www.strategicmanagementinsight.com www.authentec.com http://www.entrepreneur.com http://www.interview-skills.co.uk
http://bowlsmaterial.com http://www.quora.com http://www.interview-skills.co.uk http://www.ucr.edu/ www.sharepoint.sandiego.edu http://hiring.monster.com http://job-descriptions.careerplanner.com http://www.best-job-interview.com/retail-sales-job-description.html http://www.toolingu.com
omhttp://www.citehr.c
MOSTAFA ABDEL RAHEEM MOSTAFA 39 Gaafer waly St, Mataria, Cairo, Egypt Tel: (202) 26542286
E-mail:[email protected] Mob: 0100 58 28 470
Career objective
Seeking for a Human Resources or Management position that can enhance my skills and knowledge in an organization where the hard work is appreciated and the advancement will always be possible.
Work experience
Researcher at ( Human Resources Consulting) ,August 2010 up till now.
o Prepare and analyze salary surveys. o Write job profiles.
Human Resources Coordinator at (Care 4 Catering for Petroleum services), April 2010 up till July
2012.
o First interview with a candidates o Ensures that new files are opened for new hires and all necessary documentation are placed in the files
and entered on HR system. o All actions of the social insurance.
Editor at Kelmetna magazine -part time-, October 2003 up till now.
o Write articles and stories. o Organizer of events. o Representative in television shows.
Human Resources Coordinator at (Middle East Company for Mining Investments), July 2008 up
till March 2010.
o Coordinate the employment procedures and paperwork including the employment contract and salary package.
Lawyer at (Osama al Ashry office for lawful consultation), August 2007 up till August 2008.
o Appear before the courts. o Write legal briefs.
Education
BA, Faculty of Law, Ain-Shams University, May-2007. Grade: good, 72%
Language Skills Computer skills
*Excellent Arabic (Native language) * Very good at Microsoft (Word, Excel, Access
*Very good English , PowerPoint, Outlook and FrontPage).
* Advanced search in internet. Self-learning
G.M.A.T (Graduate Management Admission Test), March 2012. Human Resources online course at Alison.com, (pass 90%), February 2012.
Courses
Interpersonal skills (Emotional intelligence, Communication skills, Negotiation skills, Strategic thinking,
Interpersonal relations).2010
Marketing , Human resource Management and Advertisement Courses, at Resala Training Center -
2010 ICDL Course 2008.
Creative Thinking & Writing skills courses at Kelmetna magazine 2007
o Sessions in:
1. Teamwork. 2. Time management. 3. Solving Problems.
4. Leadership skills. 5. Presentation skills. 6. Negotiation skills.
Extracurricular activities
A delegate of PHC-Egypt group for HR professionals (Professional Human Capital),2012 - now A member of Maaan team for preparing youth for labor market, 2012 - now.
(MRC) Maaan Recruitment Committee. o Scan CVs o First interview o Career couch
Delegate at Zedny for human devolving and training. 2012 - now
A member of Couch surfing organization for hosting exchange, 2011 - now. o Plan events for foreigners. o Solve foreigner’s problems and help them. o Teach basic Arabic words for foreigners.
A member of Resala charity, 2010 - now.
A Participant in (Model of the Council of Ministers) Competition at Kelmetna magazine – 2009.
As candidate to Ministry of tourism.
A member at Kelmetna magazine campaign (Respect yourself) - 2008.
campaign against harassment.
Organizer at (Talent Show), at Culture Wheel- 2008.
Representative for Boswtol website at the Book Fair - 2004.
Representative for Rewayty website at the Book Fair - 2003.
Honors and Awards
Certification from Career vision & Archer consulting - (Tycoon builders simulation) (Winner team) - 2009.
How to be a good entrepreneur
Certification from Rewayty website in the literary competition - 2005.
Personal information
.Birth date: 15/10/1986 . Social status: single . Military status: Exempt . Driver license: valid.
Interests
Reading, Writing, Sports, Mental games, Travelling.
References available upon request.