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Table of Contents

Table of Contents....................................................................................................... 1
Overview of HR Simulation Project.............................................................................3
Introduction............................................................................................................. 3
Methodology............................................................................................................ 4
Organization...............................................................................................................5
Introduction............................................................................................................. 5
Organizational Chart............................................................................................... 6
................................................................................................................................ 6
Organizational Vision...............................................................................................7
Organizational Values..............................................................................................7
Company’s HR philosophy.......................................................................................8
Design of HR System Components.............................................................................9
Identification of the managerial position.................................................................9
Job Analysis............................................................................................................. 9
Part One: Job Identity...........................................................................................9
Part Two: Job Contents.......................................................................................10
Job Description......................................................................................................12
Job Specifications..................................................................................................12
Recruitment Procedure..........................................................................................16
Recruitment plan................................................................................................16
Job Advertisement..............................................................................................19
Weighted Application Blank................................................................................20
Selection Procedure...............................................................................................25
Appraisal Package.................................................................................................27
Compensation Package.........................................................................................32
Training and Development Package......................................................................32
Conclusion and Recommendations...........................................................................34
References................................................................................................................34
Annex.......................................................................................................................35

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Overview of HR Simulation Project
Introduction

Human Resource Management is one of the most important areas where today’s
managers are focusing to gain advantage in this age of cut-throat competition.
Despite unemployment looming large organizations are witnessing significant
workforce shortages due to an inadequate supply of workers as the skills needed to
perform the jobs are being added.

Today the role of HR Management is so important that it is taking the position of a


strategic partner in organizations. The ruthless nature of today’s competition has
led organizations to focus on their main assets which are their employees. Hence
the process of selecting, hiring, training, appraising and compensating employees
should be in accordance with the organizational goal. It has become a great
necessity that the organizations measure the effectiveness of HR efforts. It has
become crucial for organizations to have better people in all positions if not the
best. A proper planning of Human Resources pave path to profitable future. The
organizations have long realized that the investment in their Human Resources
gives the better pay off. For organizations to survive, it is important for their
employees adapt to changing times, they can develop skills that is being added to
their jobs. “Where does it begin?” can be a crucial question but the answer is easy,
“from the planning phase itself”. It is the question of survival for organizations to
select the best people, give them the best of available trainings, and motivate them
so they can deliver to their caliber.

The simulation project identifies a managerial position in a real world organization.


After a detail analysis of the subject the project aims to develop a complete
package from job analysis, to recruitment and selection to appraisal mechanism.

The project basically deals with the implementation of the theoretical principles in a
real world situation with endeavors to make the process better than the existing
one. The simulation project is done as a requirement for the partial fulfillment of
Managing People and Performance course of EMBA at Kathmandu University School
of Management.

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Methodology

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Organization
Introduction
Surya Nepal Private Limited (SNPL) is an Indo-Nepal-UK joint venture, which started
operations in Nepal in 1986. Surya Nepal is now the largest private sector
enterprise in Nepal and a subsidiary of ITC Limited, India, the balance shares are
held by 20 Nepalese individual & corporate shareholders and British American
Tobacco (Investment) Limited, UK.

Surya Nepal’s businesses include manufacture and marketing of cigarettes and


readymade garments in Nepal as well as exports of ready-made garments with a
total turnover of over US $100 million.

Surya Nepal’s commitment to its corporate vision “enduring value for all
stakeholders” has been uncompromising through the years and is reflected in every
product, process and service provided by the company.

The company was awarded the prestigious FNCCI National Excellence Award during
2007 for being the best-managed corporation in Nepal. The company is also the
recipient of various national safety and environmental awards and with our constant
focus on systemic work processes, both our cigarette and garment factories are
ISO-9001: 2000 certified.

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Organizational Chart

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Organizational Vision
According to Surya Nepal, its vision is “To be an Internationally Benchmarked Multi-
Business Corporation in Nepal, Delighting Global and Domestic Customers with a
proud ‘Made in Nepal’ Label and Accounting For 2% Of the Country’s GDP. To Be A
Partner In Nation-Building And Create Enduring Value For All Stakeholders”.

Organizational Values

Nation Orientation

Surya Nepal is aware of its responsibility to generate economic value for the nation.
In pursuit of its goals, it will make no compromise in complying with applicable laws
and regulations at all levels.

It promises to value and respect Nepali culture and ethos.

Trusteeship

As professional managers, the organization is conscious that Surya Nepal has been
given to it in “trust” by all our stakeholders. It is committed to actualize stakeholder
value and interest on a long-term sustainable basis.

Highest standard of Corporate Governance – Absolute Integrity.

Excellence

It does what is right, does it well and wins. It goes the extra mile and seeks
superiority in all that it undertakes.

Customer Focus

Surya Nepal is always customer-focused and always strives to surpass customer


expectations in terms of value, product quality and satisfaction.

Respect for People

Surya Nepal is result-focused, setting high performance standards for itself as


individuals and teams. It always respects and values people and upholds human
dignity. The company acknowledges that every individual brings a different
perspective and capability to the team and that a strong team is driven by the
variety of perspectives within it.

Innovation

It constantly pursues newer and better processes, products, services and


management practices.

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Company’s HR philosophy

Preamble

The Surya Nepal philosophy affirms the company’s belief that people are its major
asset, and that together they will sustain Surya Nepal as an institution with vitality
and perpetuity.

Self-managing Resource

It believes that each human being is a fundamentally different and unique resource,
in that he/she is simultaneously a source, a resource, and the end of all economic
and social activity. He/she is the means as well as the purpose. He/she is capable,
willing and, in the normal course of evolution, developing.

Potential

Surya Nepal believes in the inherent potential of people. There are different kinds
and degrees of potential, which can be developed and utilized in the context of task
challenges, responsibility and commitment.

Limitations

Surya Nepal believes that any apparent limitations in people are the result of a
variety of circumstances and factors, and can be overcome with support, awareness
and correction, following which, the potential has a chance to flower again.

Quality of Work Life

It believes that Surya Nepal as a business institution can provide a high quality of
work life for all its members through opportunities for a meaningful career, job
satisfaction and professional development. Through this, Surya Nepal members will
contribute to quality of life in their interface with society.

Meritocracy

Surya Nepal believes that people accept meritocracy as a just and equitable
system, and contribute best under conditions of open opportunities and challenges
and differential rewards commensurate with performance.

Membership

Surya Nepal believes that people can blend harmoniously the components in their
membership of Surya Nepal, namely leadership, fellowship and peer ship.

Actualization

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Surya Nepal believes that the design, implementation and update of human
resource management systems, enhancement of skills, and creation of an enabling
climate will facilitate the self-actualization of itself as individuals and of Surya Nepal
as a valued business institution.

Design of HR System Components


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

Job Analysis
Job analysis is a systematic way to gather and analyze information about the
content and the human requirements of jobs, and the context in which jobs are
performed. Information that can be helpful in making the distinction includes the
following:

• Work activities and behaviors


• Interactions with others
• Performance standards
• Financial and budgeting impact
• Machines and equipment used
• Working conditions
• Supervision given and received
• Knowledge, skills and abilities needed

Today’s organizations are changing and jobs must fit so many different situations,
managers and employees alike are finding that designing and analyzing jobs
requires greater attention than in the past.

The process of analyzing jobs in organizations requires planning of several factors.


Some of the considerations are how it is to be done, who provides data, and who
conducts and uses the data so that the job descriptions and job specifications can
be prepared and reviewed. The most fundamental use of job analysis is to provide
the information necessary to develop job descriptions and specifications.

Part One: Job Identity

1. Position Title Manager, Brand

2. Position Identity Career Band: Manager; Level: Four (M4)

3. Work Unit Marketing

4. Reports to Manager, Marketing

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5. Supervises Brand officer -1

6. Work relationships 1. Functional line managers


a. Managers, brand
b. Managers, material
c. Manager, Trade marketing and
development
d. Regional sales, managers
e. Accountant, management
f. Commercial, managers
g. Corporate affairs relationship,
manager
7. Job purpose 1. Maximize the brand potential
through developing and
communicating brand strategies and
plans covering all elements of the
marketing mix, within the overall
decided portfolio strategy.
2. Ensure that the brand remains
contemporary and attractive to the
consumers and profitable to the
organization in the long run.

Part Two: Job Contents

8. Performance Areas and Standards


Responsibilities and Duties Performance Standards Time

A. Ensure sustainability of There is a profitable value


Brand associated with brand and the
1. Keep the brand attractive, value has increasing trend and
contemporary and modern.
presence.
2. Plan and execute overall
marketing mix for the brand.
3. Implementation of day to
day brand activities e.g.
vendor management, logistics
etc.
B. Portfolio Management There is no gap in portfolio and
1. Measurement of brand every portfolio is profitable.
profitability
2. Portfolio gap analysis
3. Portfolio extension plan
C. Develop and implement Inputs (POS and Signage) have
cycle plan geographical circle wise reach.
1. Distribute promotion
material
2. Planning of media reach

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D. Monitor, Guide and identify Detail report from Market Research
the area for General Agency and presentation to Top
Consumer Survey (GCS). level Management
1. Communicate the GCS to
RSMS, Brand Officers and
input the brands accordingly.
E. Brand development Develop the brand as per the
1. Research and development indication by GCS and Portfolio
2. Campaign route analysis. New brand development
finalization
as per the portfolio analysis and
3. Packaging development
research findings.

Create new pack for the new brands


and implement the research for
commercialisation.

F. New Campaign plan, New campaign development as per


development and execution the research indication which is
1. Research agreed with marketing manager
2. Plan and execute
during performance appraisal,
advertisement strategies
3. New campaign quarterly review and monthly
development meeting. Completion of the same is
4. Manage promotional recorded as performance indicator
events. during at year end evaluation –
Time frame indicated.

Manage and conduct agreed


promotional events which are
useful to enhance the brand
imagery as per the agreed format
and timeline.

G. Vendor Development

9. Authority
1. Sanction for purchase, materials and other operational activities up to Rs.
50000 at a time from the approved budget.
2. Approve pay leaves of subordinate for a maximum period of a week.
3. Approve travelling schedule and travelling cost of the subordinate.
4. Approve the advertisement materials received from the vendors.
5. Approve trainings of the subordinate.

10. Key Result Areas and Performance Indicators

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Key Result Areas Generic Performance Indicators
Profitability of brand Contribution
Brand imagery Brand value, brand attractiveness, youthfulness
Market Presence Visibility (measured by AC Nelson)

11. Minimum Educational Attainment


Master’s of Business Administration or Master’s in Management, marketing
specialization preferred.

12. Minimum professional experience


At least two years of experience in sales and two years of experience in
brand management (both requirements within organization)

13. Required Competencies


1. English language proficiency (both in written and spoken)
2. Ability to use computer especially office packages (word, excel, power
point)
3. Ability to analyse things, issues (high analytical skills)
4. High logical skills

14. Critical Attributes


Leadership, interpersonal skills, team spirit, supportive behaviour, fairness,
encouraging, creativity

Job Description

A job description indicates the tasks, duties, and responsibilities of a job. It identifies
what is done, why it is done, where it is done, and briefly, how it is done.
Performance standards should be clear from a job description, telling what the job
accomplishes and how performance is measured in key areas of the job description.

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

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Job Description

JOB TITLE: JOB CODE:


INCUMBENT: LEVEL:
WORK UNIT: LOCATION:
SUPERVISOR’S TITLE: EXEMPT/NONEXEMPT:

General Summary
The position holder is responsible for maximizing the brand potential through developing
and communicating brand strategies and developing plans covering all elements of the
marketing mix, within the overall decided portfolio strategy. The position holder is also
responsible for ensuring that the brand is young and attractive to the consumers and
profitable to the organization in the long run.

Essential Duties and Responsibilities


1. Brand Development
• Conduct research and development projects.
• Finalize campaign routes.
• Develop new packages for products.
2. Brand Sustainability
• Keep the brand attractive, contemporary and modern.
• Plan and execute overall marketing mix for the brand.
• Implement day to day brand activities e.g. vendor management,
logistics etc.
3. Portfolio Management
• Measure brand profitability.
• Analyse portfolio gap.
• Extend portfolio plan.
4. Development and implementation of cycle plan
• Distribute promotion material
• Plan for media reach
5. General Consumer Survey(GCS)
• Communicate the GCS to RSMS, Brand Officers and place the brands
accordingly.
6. New campaign planning, development and execution
• Conduct research
• Plan and execute advertisement strategies.
• Develop new campaign.
• Manage promotional events.
7. Vendor Development

Required Knowledge, Skills and Abilities


1. Ability to formulate plans and policies for brand management.
2. Ability to lead team.
3. Ability to speak and write in English.
4. Ability to plan and prioritize work.
5. Ability to use spreadsheets, presentation graphics, word processing, and

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database computer software.
6. Skills in making presentations to groups and in explaining brand strategies,
policies to sub-ordinates and supervisors.
7. Skills in innovation and creativity.
Education and Experience
The position requires the equivalent of Master’s of Business Administration or Master’s in
Management with specialization in marketing. The position also requires at least two years
of experience in sales and two years of experience in brand management.

Critical Attributes
Leadership, interpersonal skills, team spirit, supportive behavior, fairness, encouraging,
creativity.

Physical Requirements Rarely Occasion Frequentl Regularly


ally y
Seeing: Must be able to √
reports and use computer.
Hearing: Must be able to √
hear well enough to
communicate with co-
workers.
Standing/Walking √
Climbing/Stooping/Kneeling √
Lifting/Pulling/Pushing √
Fingering/Grasping/Feeling: √
Must be able to write, type
and use computers, phone
systems etc.
Working Conditions: Normal working conditions with the absence of disagreeable
elements.

The specification has been prepared after the in-depth analysis of the job. We have
used following tools for the purpose:

1. Interview with the incumbent


The team also conducted an interview with the incumbent concerning his job,
responsibilities, authority etc. The questions asked to him were his opinions
on the major competency requirements for his position, his major activities
and responsibilities, accountability and authority etc.

2. Observation of the incumbent


As one of the team members, Mr. Govinda Gyawali is an employee at Surya
Nepal and has to work in close relation with the incumbent; he had the
opportunity to observed the incumbent in his work-place. It helped us identify
his major responsibilities, complexity, competency requirements among
others that helped us develop a job specification and job description for the
post on our own.

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3. Study of the job specification for the position.
Surya Nepal Pvt. Ltd. is very much of a today’s organization with a proper
care on the Human Resource Management aspects of today’s competitive
world. It has job specifications for all its position which are properly
documented. Beside these documents there are employees’ guidelines,
policies related document which was also studied.

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Recruitment Procedure
Recruitment plan
The post that the case is based on is that of a Brand Manager, who has the overall
responsibilities of plan the development of brand, execution of plan and formulate
strategies for the brand. This requires a lot of critical thinking, domain knowledge
and idea of best practices of Brand Management. Surya Nepal has policy to promote
its internal staffs to this position or they can hire it from outside. Surya Nepal is a
Multinational Company and it invites a lot of application when it announces
vacancies.
In some cases the position of Brand Manager is given to internal staffs (Nepal and
India) while in others outsiders are encouraged.
The main objective of the recruitment is to create a pool of highly competent and
experienced individuals so the company is able to place the best person in the job.
There are various sources to generate this pool. The company requires highly
experienced person but as there is a single vacant position it does not need a huge
pool of candidates. At the same time it does not want to be unable to grab the
attention of the best people available.
There are following options available from which it can generate its pool. The list is
given below. The frequency of advertisement is in line with the requirement to
complete the selection process within the month. Application blank will be received
only for fifteen days after the vacancy announcement is made public.

Source Brief analysis Decision


Newspapers The newspapers Frequency: Once
(Kantipur, Kathmandu Post, generate a large (Wednesday on The
The Himalayan Times) number of pools and Himalayan Times)
most of which might
not be eligible in the
first place.
Magazine Job advertisement will Frequency: Once (Primary
(Boss, Business Age) be given in professional focus)
and business magazine
like boss and business-
age.
Recruitment Agencies There are very few A single agency will be
(e.g. People to People) competent and sought. (Primary focus)
professional
recruitment agencies in
the country. Despite
this they can generate
some highly competent
applicant.
Websites The prospective A web advertisement will
candidates are be published at
frequently visiting www.thehimalayantimes.co
websites in search of m.

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information among The advertisement will
which few are common appear on the home-page
and popular. of the site for a week.

Online databank May websites are www.jobsnepal.com


providing online
databank on the jobs,
professionals and
prospective candidates.

The yield ratio is relatively larger; this has been due to HR policy of not missing any
best available options in the market.

For the internal pool generation there will be two mechanisms, HRIS of the company
will be used for the evaluation of the eligible candidate or the references of the
senior executives will be taken into consideration. The company will itself select the
candidate based on their performance reports. These candidates will join the
external candidates from the MBTI test phase and they will have to compete for the
position like any other external applicant.
The other interested internal staffs will also be allowed (given they meet the
criteria) to submit the Application blank. For this purpose the vacancy information
will be published in the intranet system and in the notice-boards.

Evaluation of the recruitment efforts


The major criteria for the evaluation of recruitment efforts was the lead generated
by the advertisement, the total expenditure made, the number of disqualified
candidates, time spent for the recruitment activities.

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Job Advertisement

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Weighted Application Blank

Name
Family name First name Middle name Maiden name
Date of Birth Citizenship
YYYY-MM-
DD

Address Address
(Permanent) (Present)

Telephone Mobile

Email

Marital Status Marrie


Single
d
Academic
Qualification
University or Degree Earned Number of Specialization if any
equivalent years

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

Highlights of courses/trainings/seminars

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Course Institution with complete Year Duration
address

Highlights of courses/trainings/seminars

(If you need more space, attach additional pages in the same format)
Job Experiences

Organization Position held Date of Date of No of


Join Leaving promotions

Duties and Responsibilities Type of


Business
Name of
Supervisor
No. of
employees
supervised by
you
No. of
employees
supervised by
you

Organization Position held Date of Date of No of


Join Leaving promotions

Duties and Responsibilities Type of


Business
Name of
Supervisor
No. of
employees
supervised by
you
No. of
employees
supervised by
you
References (List three persons, not related to you, but who are familiar with your character
and qualification)
Name Contact Organization Position Personal/Professional

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Information relationship with
applicant

I certify that the statements made by me are true, complete and correct to the best
of my knowledge and belief. I understand that any false statements or any required
information that is withheld from this may provide grounds for the withdrawal of
any offer of appointment or dismissal if an appointment has been accepted.

Date: Signature:

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Weightage Criteria for Application Blank

Criteria Weight (Percentage)


Age 5
Citizenship 2.5
Marital status 2.5
Academic Qualification 30
Trainings 15
Experiences 35
References 10

Age

Range Weight (Percentage)


25 to 30 60
31-35 95
36-40 80
41-45 60

Citizenship

Citizenship Weight (Percentage)


Nepalese 95
Indian, Bangladeshi 80
Others 50

Marital Status

Status Weight (Percentage)


Married 95
Single (Others) 80

Academic

Degree Weight (Percentage)


MBA (Marketing, Brand Management) 98
MBA (Others) 90
Masters (Marketing Specialization) 80
Masters (Others) 60

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Trainings

Status Weight (Percentage)


Brand Management 40
Strategic Management 25
Marketing research 25
Others 10

Experiences (Experience is weighted only for tenure in FMCG Company)

Status Weight (Percentage)


FMCG (MNC, more than 5 years) 95%
FMCG(MNC,3 years to 5 years) 80%
FMCG (more than 5 years) 80%
FMCG(MNC) 70%

References

Position Weight (Percentage)


CEO, VP, HOD 90
Supervisor 80
Sub-ordinates 85
Co-workers 60
Professionals 65

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Selection Procedure
The company will follow a hybrid selection procedure to fill the position instead of
multiple hurdle and compensatory techniques. The yield ratio pyramid (discussed
in the recruitment plan) shows that there are five steps that will screen the
applicants before selecting the person for the position. The selection process shall
complete in a span of a month. Except for the MBTI and Work Sample
Test/Management Assessment Center other tests will screen out the candidates at
every level.
The schedule of the individual processes is given in the following table.
Recruitment process 1st day
WAB Evaluation 15th day after the first
advertisement
First Phase Interview 20th day
MBTI 23rd day
WST/MAC 25th day
Final Interview 27th day
Job offer 29th day
Total Time 29 days

The WAB Evaluation will screen out fifty percent of the applicant who will be
subjected to the first phase interview. The structured interview will be taken by the
panel.
First phase interview panel
1. Marketing Manager
2. Sales Manager

MBTI
Work sample test/Management Assessment Center
This will involve case based test. The candidates will be given two cases one will
involve development of marketing and branding plan of a new product. The other
will involve development of plans of a product that is not performing well. The
market related information and other information will be provided. The candidates
will be required to make the presentation of their plans before the Marketing
Manager, Sales Manager along with other executives.

Second phase interview panel


1. Managing Director, Surya Nepal
2. Human Resource Manager (Nepal)
3. ITC Representative

Predict Paper WAB Work MBTI Interview


ors and Sample Test
Requirements Pencil
Brand/Marketing
Knowledge
Budgeting skills

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

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Appraisal Package

Performance appraisal is the formal, structured system of measuring and evaluating


an employee’s job related behaviors and outcomes to discover how and why the
employee is presently performing on the job and how the employee can perform
more effectively in the future so that the employee as well as the organization can
mutually benefit.

The main purpose of the appraisal process is to provide the picture of an


employee’s job’s relevant strengths and weaknesses. With the performance
appraisal tool, the training and development requirement of the employee is
assessed. On the other hand the appraisal also presents the areas and behaviors of
employee that needs to be reinforced.

The appraisal process shall generate adequate feedback and guidance from the
immediate superior to an employee working under him. It will be used to decide
upon a pay raise and to provide inputs to the system of rewards (salary
adjustments, transfers, promotions).

The appraisal format has been designed to improve communication by providing a


format for dialogue between the superior and the subordinate, and improves
understanding of personal goals and concerns. The performance appraisal form is in
the Graphic Rating Scale format which defines the goals and work. The form has
been designed to develop the manager’s capabilities and evaluate and reward the
manager’s effort.

While developing the form we have tried to minimize the halo effect, make the
rating standards clear and avoid the central tendency. For this purpose the rater
shall be given training and information on how and why to do the appraisal and the
points he/she should consider during the appraisal process. S/he shall be
encouraged to be fair, highly communicative and consistent.

Planning

Before the appraisal process


• Identify and communicate the KRA (Key Result Area)
• Set performance goals
• Get the facts
• Schedule each appraisal interview in advance

During the appraisal process


• Encourage two-way communication
• Discuss and agree on performance goals for future
• Record notes of the interview

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

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Performance appraisal form

Appraisee Function
Title Appraiser
Date Of Job Title
Appointment
Time In Present Job
Present Age
Rating Period: From: To:
Reason for Regular interval ___ Introductory ___
appraisal (check Counseling only ___ Discharge___
one)

Utilizing the following definition, rate the performance on as I, M, or E.


I - Performance is below job requirements and improvement is needed.
M - Performance meets job requirements and is meeting standards.
E - Performance exceeds job requirements a majority of the time and is exceeding
standards.

Performance Review
Achievement against agreed objectives
Key Result Area (Task and personal Performance Achievement
objectives)
Sales Actual Sales
Brand Target Score

Portfolio Management Portfolios


Areas Target Score

Implementation of brand cycle plan Areas Target Score


Number of target
market

Market presence Areas Target Score


Number of POS
Number of
Signage

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Management Skills Technical Skills
People Leadership Product Knowledge
Resource Management Brand Knowledge
Business Development Computer Skills
Communication Planning
Influencing
Creative Thinking
Rational Decision Making
Career Commitment

Overall Summary (to be completed by appraiser)

Signed ………………………………….
Date…………………………………
Appraisee comments following the review

Signed ………………………………….
Date…………………………………
Comments by appraiser’s manager

Signed ………………………………….
Date…………………………………

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The incumbent Brand manager will be appraised on a quarterly basis following a
final appraisal at the end of each fiscal year.

These performance appraisal systems will be used for various HR objectives


including pay and remuneration, training and development and promotion and
career planning.

Apart from many performance appraisal methods, we will use the Graphical Rating
Scale and will use MBO and Narrative forms.

Surya Nepal has a brand manager for a particular business unit. Hence other
appraisal methods such as alternative rating methods and forced distribution
methods will not be appropriate.

Surya Nepal uses a log for its various activities, in this case the marketing manager
reviews daily activities of the brand manager, hence critical incident methods also
can be recommended. Surya Nepal could also use BARS as a performance appraisal
system.

However we feel that Surya Nepal practice a MBO approach as the position (Brand
Manager) has a strategic role as well. Goals for a brand manager can be set with
this method so that evaluation of results will be more objective.

The BARS suggested can have critical incidents and targets for specific KRAs. The
narrative report from the supervisor will further strengthen the appraisal making it
more robust and devoid of short comings.

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Compensation Package

Training and Development Package


Training and development is the process with which an organization tries to
improve current or future employee performance by increasing an employee’s
ability perform through learning, usually by changing the employee’s attitude or
increasing his or her skills and knowledge.

Surya Nepal focuses on the results and the focus of a brand manager should be in
line with the focus of the company. A brand manager should be very analytical,
good communicators and possess entrepreneurial tendencies. Brand manager of a
company as large as Surya Nepal should have a strong foundation on the core
aspects of marketing. He should have in-depth knowledge on advertising, research,
consumer behavior and strategy while the knowledge of finance and accounting is
an added benefit.

The role of training is to improve the organization’s effectiveness by:


• Providing employees with necessary KSAs (Knowledge, skills, attitudes,
abilities)
• Providing personal enrichment
• Increase competitive advantage
• Respond to specific organizational needs
• Increase organizational strategic capability
• Improve quality

Threshold/Orientation training During the threshold training the brand


manager will be provided trainings on
• Working practices, procedures and
precautions.
• Rules and regulations
• Services, benefits, leave policies
and employee issues.
Informal/ Socialization training This will be a socializing process where in the
newly hired brand manager will be
introduced to his colleagues (boss, peers and
sub-ordinates). It will ease him at his work
place and have effective communication. The
manager will also be introduced to different
departments: Corporate, Finance, Factory,
local suppliers, printers and agency.
Induction program The agency will explain about the brands,
their history, rational behind the brand,
Brand Identity prism, Brand world and
periodic development in brand.
Factory induction
The Brand manager will have 5 days induction
program at factory where he will have detail
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knowledge of manufacturing system of
cigarettes. The induction includes,
Tobacco leaf, leaf farming, harvesting,
properties, curing techniques
Primary Manufacturing division
The Brand Manager will be introduced to
blending of the tobacco, casing, cutting,
flavoring, moisture content, blending , blend
briefs etc.
Secondary Manufacturing division

Continuing training The main purpose of the continuing training


is to develop the new competency and skills
for the brand manager. These trainings can
be given in following subjects
• Customer relationship
management
• Best marketing practices and
branding strategies
• Agency management and
handling
• Leadership and communication
• Trainings on various software
systems
Cross training The brand manager has to work with other
line managers from various departments like
Human Resource, Finance, Marketing etc. so
it is very important for him to understand the
work that his peers carry out. It will help him
understand others job and use the skills
acquired in his own job.
Cross training will be given in-house and
following types of training will be given
• Role playing
• Lecture
• Conference
• Case studies

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Conclusion and Recommendations

References

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Annex

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