Consultin Report

8/8/2019 Consultin Report

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CONSULTING SKILLS

HMMF-CONSULTING

REPORTFACULTY PROF. S.A. KHADER

ANURAG SRIVASTAVA (06)

JITESH BALHRA (19)

NAMRATA JATIA 25


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HMMF CONSULTANCY REPORT

BACKGROUND

Herbal Medicines Manufacturing Factory (HMMF), Ooty is Central Public Sector Undertaking

under the administrative control of department of AYUSH, Ministry of Health & Family

Welfare, and Government of India. It was incorporated under the Companies Act 1956 and hasits registered office and factory at Ooty, Tamil-Nadu.

It is a medium sized company engaged in manufacturing Ayurvedic and Unani medicines as per

classical texts/procedures. It was incorporated in 1978 with the prime objective of manufacturing

authentic, efficacious Ayurvedic & Unani Medicines for catering to the needs of hospitals,

dispensaries of Central Government Health Scheme (C.G.H.S.), Central Research Councils in the

field of Ayurveda & Unani and other related institutions. The Company has also been supplying

the medicines to various State Governments/Union Territories, Autonomous bodies throughoutIndia.

It has a current turnover of 10.64 crores.

NEED FOR THE PROJECT

HMMF seeks to reposition its HR organization and system to the changing needs of the

organizational preparedness to meet the challenges of the competitive environment.

Company is enhancing its installed capacity by investing Rs.5.00 crores and accordingly to

increase its turnover up to 59 crores by 2012, therefore, particularly for the strategy of growth

through modernization and additional investment, it needed us to examine the current HR

organization and systems so as to enable it to reposition itself effectively to the current and

growth needs of the company.


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SCOPE OF THE PROJECT

A. Recommend restructuring of the HR Organizational Chart.B. To study the output per employee for manufacturing and packing operations in the

company.

C. Redefining hr policies of the company (recruitment & promotion including performancemanagement).

PURPOSE TO BE ACHIEVED

1. To improve the effectiveness and performance of the company.2. To introduce an incentive scheme to improve productivity.3. To enhance employee engagement, motivation.

OVERALL PURPOSE

To enable implementation of the corporate strategy of modernization and expansion.


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OBJECTIVE: A) Restructuring/developing organization structure

Deliverable(s): Streamlined Organizational Structure with Position Descriptions/ Role

charts of managerial and supervisory positions in order to meet the current and future

requirements of the organization.

The major positions and duties at HMFF at the time when revision of structure was proposed:

DESIGNATION DUTIES

Managing Director Overall management of the affairs of the Company, under thedirections of the Board of Directors.

Company Secretary In- charge of the secretarial and related matters of the company.

Production Manager In- charge of the overall production and related matters of thecompany.

Manager (Marketing) Incharge of the marketing and related matters of the company.

Chief Accounts Officer In charge of Accounts and related matters of the Company.

Dy. Production Manager

(Ayurvedic)

Work relating to production and related work.(Ayurvedic medicines)

Dy. Production Manager(Unani)

Work relating to production and related work.

(Unani medicines)

Dy.Manager(Quality

Assurance)

Work relating to quality assurance and related work.

Dy.Manager (Administration) Work relating to administration and related work.

HR Manager Work associated with Human Capital.


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STEP 1:

Studied companys strategic and growth plans. Studied Job Descriptions Held Discussions with MD and Departmental Heads. Held Focus group discussions with each department. Analyzed performance parameters and discussed each in detail with the concerned people

so as to find out the limitations faced which discharging the duties.

STEP 2:

After all this a number of important issues were shortlisted based on which a new organizational

chart was prepared.

A) MARKETING: The issues concerned are:

Developing Distribution channels/Medical Representatives Public Relations & Networking

SOLUTION THROGH A REVISED ORGANIZATIONAL CHART

Induct two MBA as marketing associates in the Department (for Market Research andexploration, collecting customer feedback ,gathering market intelligence)

Establish a separate unit for Public Relations and Communications.(for developing Networks with other state Governmental AYUSH production centers ,

various entities, Press Releases etc.)

Employ medical representatives in areas of business proportionately.

Need for Proactive Marketing Orientation Gathering Market Intelligence Open Market/Exploring Export Opportunities Networking with R&D and Research Centers Regular customer feedback and customer satisfaction analysis


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B) RESEARCH & DEVELOPMENT: The issues concerned are: Looking at new product development as a part of its future plan. Networking with R & D and Academic & Research Centers/pharmacologists. Patenting of copyrighted processes, AYUSH products.


Establishing a separate R & D Department which will work in coordination withthe production and public relations unit.

C) PURCHASE/STORES/DISTRIBUTION: The issues concerned are: Develop a logistics management system.

Reorganization and Development of stores. Development of a Distribution Department. Inventory management system needs to be revised: adopting ABC inventory

management.

Vendor/RM suppliers contracts to be maintained. Coordination of these three functions: stores /purchase/distribution is needed as

the gap lead to excessive inventory accumulation.

Unitization of production & purchase, distribution & production. Computerization of PO system and integration with stores inventory.


Form a LOGISTICS DEPARTMENT so that the above three functions can beoperated in a coordinated manner.

In the Logistics Department there will be a purchase/ stores/ distribution unit. In each of these units there will be a position to focus exclusively on these

functions individually and there will be a Logistics Departmental Head to

coordinate the three and the Production department and third parties.

Induction of MBA background officers in each of these units to implement thechanges proposed .( ABC accounting, computerization)

The logistics head should be appointed so that he is capable of introducingchanges like a new vendor rating system.


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D) PRODUCTION: The issues concerned are :

Scientific and rational approach to planning has to be initiated. Modernization/automation is needed. Technical expertise needed (establishing efficiency parameters etc.)


Establish a position HEAD TECHNOLOGY who will work with theproduction heads of Unani/Ayurvedic.

He should take care of the modernization and implement scientificmethods.

He should train the personnel and implement computer based productionplanning.

Employ BUMS/BAMS qualified people in the enterprise to get fresh ideasand skills.

E) QUALITY CONTROL & QUALITY ASSAURANCE: The issues concerned are :

Principles are followed only on paper not implemented. Workforce (mostly seasonal) is alien to quality concepts. Also absence of a

technical library & education of AFMs.

Old school of thought.SOLUTION THROGH A REVISED ORGANIZATIONAL CHART

The QA/QC head must form quality circles amongst workers. The Quality Department must work in coordination with the new TRAINING

DEPARTMENT to be established and the Head Technology and Head Production.


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F) FINANCIAL MANAGEMENT: The issues concerned are :

Computerize the operations and start using the best known accountingpackagesSAP, Pastel.

Lack of Financial Planning and Budgetary system. Backlog of previous years accounts.


Since a new CFO has been recently appointed he should focus on establishing FinancialPlanning and Budgetary System.

Appointment of an officer who is trained in the latest accounting packages. G) HUMAN RESOURCES:

Needs to establish a TRAINING DEPARTMENT and share responsibilitywith other Departmental heads.

Hire a MBA HR associate to keep updated about recent trends in the functionand to help in revising policies.

H) ESTABLISH A PROJECTS & DEVELOPMENT DEPARTMENT : This department will be responsible for coordinating the functions of all

departments and also ensures smooth and efficient functioning. The Projectmanagement department also monitors particular projects.


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PROPOSED ORGANIZATIONAL STRUCTURE

The proposed organization structure, after carrying out analysis of the existing one, is attached inAPPENDIX I.

The JDs of new roles and positions are attached in APPENDIX II.


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OBJECTIVE: B) to study the output per employee for manufacturing and

packing operations in the company

Deliverable(s): Establish the potential and practical output at each workplace/working

group in the manufacturing and packing departments and suggesting a payment by resultsscheme to motivate employees.

Main processes in a company

A company can be divided into sub-processes in different ways; yet, the following five are

identified as main processes, each with a logic, objectives, and theory and key figures of its own.

It is important to examine each of them individually, yet, as a part of the whole, in order to be

able to measure and understand them. The main processes of a company are as follows

real process income distribution process production process monetary process market value processProductivity is created in the real process, productivity gains are distributed in the income

distribution process and these two processes constitute the production process. The production

process and its sub-processes, the real process and income distribution process occursimultaneously, and only the production process is identifiable and measurable by the traditional

accounting practices. The real process and income distribution process can be identified and

measured by extra calculation, and this is why they need to be analyzed separately in order to

understand the logic of production performance.

Real process generates the production output from input, and it can be described by means of the

production function. It refers to a series of events in production in which production inputs of

different quality and quantity are combined into products of different quality and quantity.

Products can be physical goods, immaterial services and most often combinations of both. Thecharacteristics created into the product by the manufacturer imply surplus value to the consumer,

and on the basis of the price this value is shared by the consumer and the producer in the

marketplace. This is the mechanism through which surplus value originates to the consumer and

the producer likewise. Surplus value to the producer is a result of the real process, and measured

proportionally it means productivity.


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Income distribution process of the production refers to a series of events in which the unit prices

of constant-quality products and inputs alter causing a change in income distribution among

those participating in the exchange. The magnitude of the change in income distribution is

directly proportionate to the change in prices of the output and inputs and to their quantities.

Productivity gains are distributed, for example, to customers as lower product sales prices or to

staff as higher income pay.

The production process consists of the real process and the income distribution process. A result

and a criterion of success of the production process is profitability. The profitability of

production is the share of the real process result the producer has been able to keep to himself in

the income distribution process. Factors describing the production process are the components of

profitability, i.e., returns and costs. They differ from the factors of the real process in that the

components of profitability are given at nominal prices whereas in the real process the factors are

at periodically fixed prices.

Monetary process refers to events related to financing the business. Market value process refers

to a series of events in which investors determine the market value of the company in the

investment markets.


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Establishing practical & potential output & ensuring high-quality production

To ensure that employees' output is of high quality, management should provide written

guidelines specifying the standard of quality required. In others, standards are set by groups like

the Food and Drug Administration or the various organizations that set standards for specific

industries. Whatever, management must make sure employees know and understand these

guidelines.

By getting employees involved in the decision-making process, you can get higher productivity

from them. Experience has shown employees who understand why they are performing certain

functions, and how those functions contribute to the company's objectives, are more proficient

and productive on the job.

Once involved in the process, employees' productivity can be further increased by measuring

both individual and team performance against several objectives on a regular basis. Objectivesare the day-to-day tasks that must be accomplished in order to achieve the company's goals.

Many objectives are stated as ratios, thus establishing tough but achievable numerical targets.

Although some employees are given the opportunity to win awards for job accomplishments, if

managers formally recognize their abilities and contributions in the presence of their peers, it can

mean more to them than any awards or trophies. Unfortunately, not enough companies are aware

of the value and significance of employee recognition. For something that costs very little and

can be as simple as a "thank you" for doing an excellent job, the payback is much more than

seems possible. Even acknowledging the efforts made by employees to reach an objective can

result in a more motivated and productive work team.

Training Employees in Quality Control

Statistical process control (SPC) is concerned with the need for continual improvement. The

technique of using statistical data on which to base decisions is a fundamental part of ongoing

improvement. It starts with the premise that company-wide productivity levels, good enough in

the past, will not be good enough tomorrow. In that respect, SPC is a tool plants use to develop

ways to implement efforts and then measure their results. Manager/employee cooperation and

involvement are the keys.

Your primary responsibility to employees is to furnish the right tools for the job and an

environment conducive to doing the job right every time. Training cannot be left to chance or to

another employee who may be doing the job but is not trained to instruct a new hire. Too often,


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companies do not have the in-house resources to provide the required training. In that case hire a

training house.

Implementing Quality Standards

Supervisors must see required quality control checks are being made and tests are verifiable. The

first step toward reaching these objectives is to rewrite official and technical jargon into simple

standard operating procedures. These documents should then be reviewed with employees and

quality control analysts to ensure they understand and are able to follow them.

Once these standards are implemented into the company processes, a manager must now

regularly confirm all the analysts are tested. Although it's more expensive to interject

performance evaluation samples into the system of real samples, it's the best way to ensure a

quality product.

If an analyst fails the test, consider the possible reasons. An incorrect analysis could be due to an

error in the system, such as a problem with the instrumentation. If the failure is due to an

analyst's error, what you do is dictated by the experience level of the person:

If it's human error by an entry-level employee, additional training or coaching will help. If it's a human error by an experienced employee, it's probably due to a lack of

concentration. Point out the problem in a non-accusatory manner. Work with the person

to determine the cause, and then do anything you can to improve the person's

performance.

Total Quality Management

In manufacturing plants, a quality circle is a small group of employees, usually six to twelve,

who meet voluntarily to solve problems related to the work-place. In recent years, however,

many plants have abandoned quality circles in favor of total quality management (TQM)

programs along with employee empowerment.

But only those companies who develop and implement effective programs will achieve good

results from TQM. Effective programs include the establishment of performance standards and

the installation of quality improvement goals. The following procedures enable you to carry out

the programs:

Learn the wants and needs of your company's customers. Prepare a checklist for meetingtheir requirements, and add some extras. Come up with ways to work more closely with
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customers and build their trust. Use customer feedback to improve your products and/or

services.

Look into your company's present ways of improving total quality. Determine how tobuild on strengths and overcome weaknesses, the musts of a successful TQM program.

Become aware of what it takes to create a TQM environment and find out if your

company is doing it. Act on what is necessary to upgrade employees' performance.

Empower employees to see themselves as internal customers who conduct endlessbuyer/supplier transactions inside your company's operation. Encourage individuals to

participate in solving problems, especially when those problems directly affect the quality

of their work.

Measure your company's total quality efforts. Take corrective steps if they are notproducing superior employee performance, streamlined decision making, greater

customer satisfaction, and better response from suppliers. Use measurements and

benchmarking to motivate employees.

The differences between companies that practice TQM and those that don't are evident in the

results the companies achieve. The former companies are driven by customer needs--

management anticipates problems before they occur and accepts nothing less than 100 percent

dedication from employees. The latter companies are driven by company wants--management

detects problems after the fact, and establishes maximum acceptable levels of error or waste.

Productivity Improvement

Productivity improvement techniques are essential in many plants if significant progress in

profitability is to be realized. The techniques management adopts and the way the techniques are

related to the business will be the keys to success. Effective techniques bring about a strong

connection between the company's performance and employee performance. To assure a

successful productivity improvement program:

The program should fit the work culture and the company need. Employees should feel the program is a challenge, and there is a sense of urgency about

it.

Management should demonstrate an ongoing commitment to provide leadership andcontinuing support.


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Changes in training and the reward system may be needed to start the program andsustain it.

Employees should have an opportunity to modify the program to fit their needs. Union leadership should be involved and supportive early in the program.

In manufacturing plants, typical employee objectives are finished product out versus raw

materials in; pounds packaged per shift versus the nameplate capacity of the packaging line; and

machines and equipment inspected or serviced versus total plant equipment. Objectives should

be stated in realistic terms over which the employees have control. Stating objectives in a variety

of different terms such as labor cost per hour or dollars per pound packaged creates confusion

and delays results.

Good Communication

The effectiveness of employees depends on how you communicate with them because they must

be informed, trained and directed. Without good communication, they could not be efficient,

work well together or help the company keep up with the competition.

When you keep channels of communication open, you provide motivation, maintain interest and

promote cooperation. When employees know how to do their jobs and why they are doing them,

they are inclined to do better. Since the ambitions, hopes, and goals of employees are sensitive to

motivation, you should encourage them to pursue their desires and try to gain satisfaction fromtheir work. If you can inspire them, there should be practically no limit to the increase in

productivity that can be achieved. One of the best ways to inspire them is to communicate with

them personally.


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Implementing 5S concept for packing department

'5S' is the name of a workplace organization methodology that uses a list of five Japanese words

which are seiri, seiton, seiso, seiketsu and shitsuke. Translated into English, they all start with

the letter S. The list describes how items are stored and how the new order is maintained. The

decision making process usually comes from a dialogue about standardization which builds aclear understanding among employees of how work should be done. It also instills ownership of

the process in each employee.

There are 5 primary phases of 5S: sorting, straightening, systematic cleaning, standardizing, and

sustaining. Additionally, there is an additional phase, safety that is sometimes included.

Sorting (Seiri)

Eliminate all unnecessary tools, parts, instructions. Go through all tools, materials, etc., in the

plant and work area. Keep only essential items. Everything else is stored or discarded.

Straightening or Setting in Order / stabilize (Seiton)

There should be a place for everything and everything should be in its place. The place for each

item should be clearly labeled or demarcated. Items should be arranged in a manner that

promotes efficient work flow. Workers should not have to repetitively bend to access materials.

Each tool, part, supply, piece of equipment, etc. should be kept close to where it will be used (i.e.

straighten the flow path). Seiton is one of the features that distinguish 5S from "standardized

cleanup". This phase can also be referred to as Simplifying.

Sweeping or Shining or Cleanliness / Systematic Cleaning (Seiso)

Keep the workplace tidy and organized. At the end of each shift, clean the work area and be sure

everything is restored to its place. This makes it easy to know what goes where and ensures that

everything is where it belongs. A key point is that maintaining cleanliness should be part of the

daily work - not an occasional activity initiated when things get too messy.

Standardizing (Seiketsu)

Work practices should be consistent and standardized. Everyone should know exactly what his or

her responsibilities are for adhering to the first 3 S's.

Sustaining the discipline (Shitsuke)

Maintain and review standards. Once the previous 4 S's have been established, they become the

new way to operate. Maintain focus on this new way and do not allow a gradual decline back to

the old ways. While thinking about the new way, also be thinking about yet better ways. When

an issue arises such as a suggested improvement, a new way of working, a new tool or a new

output requirement, review the first 4 S's and make changes as appropriate.


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Other Recommendations for packing department

Apart from implementing 5S concept in the workplace, there are several other recommendations

that could improve the productivity of packing department.

Need for streamlining the shop. Conveyor based packing and palletized working system would be of immense help. Immediate steps are needed to clear the large inventory. Need for coordination between packing is vital in this regard on daily basis to evolve the

dispatch/packing plan.

Model suggested for motivation of employees

Adams' equity theory

Equity Theory attempts to explain relational satisfaction in terms of perceptions of fair/unfairdistributions of resources within interpersonal relationships. Equity theory is considered as one

of the justice theories. It was first developed in 1963 by John Stacey Adams, a workplaceand behavioral psychologist, who asserted that employees seek to maintain equity between the

inputs that they bring to a job and the outcomes that they receive from it against the perceivedinputs and outcomes of others (Adams, 1965). The belief is that people value fair treatment

which causes them to be motivated to keep the fairness maintained within the relationships oftheir co-workers and the organization. The structure of equity in the workplace is based on the

ratio of inputs to outcomes. Inputs are the contributions made by the employee for theorganization; this includes the work done by the employees and the behavior brought by the

employee as well as their skills and other useful experiences the employee may contribute for the

good of the company.

Inputs and outcomes

Inputs

Inputs are defined as each participants contributions to the relational exchange and are viewedas entitling him/her to rewards or costs. The inputs that a participant contributes to a relationship

can be either assetsentitling him/her to rewardsor liabilities - entitling him/her to costs. Theentitlement to rewards or costs ascribed to each input varies depending on the relational setting.

In industrial settings, assets such as capital and manual labor are seen as "relevant inputs" inputs that legitimately entitle the contributor to rewards. In social settings, assets such asphysical beauty and kindness are generally seen as assets entitling the possessor to social

rewards. Individual traits such as boorishness and cruelty are seen as liabilities entitling thepossessor to costs. Inputs typically include any of the following:
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Time Effort Loyalty Hard Work Commitment

Ability Adaptability Flexibility Tolerance Determination Enthusiasm Personal sacrifice Trust in superiors Support from co-workers and colleagues Skill

Outcomes

Outputs are defined as the positive and negative consequences that an individual perceives aparticipant has incurred as a consequence of his/her relationship with another. When the ratio of

inputs to outcomes is close, than the employee should have much satisfaction with their job.Outputs can be both tangible and intangible. Typical outcomes include any of the following:

Job security Esteem Salary Employee benefit

Expenses Recognition Reputation Responsibility Sense of achievement Praise Thanks Stimuli

Payment by results

The Payment by results (PBR) program will increase the emphasis on improving workforceproductivity. It will affect the demand situation and will have other implications for workforce

planners in terms of workforce and activity linked information, costing requirements and skillmix solutions.
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Possible implications for the workforce

There are a number of ways in which costs may be reduced and many of these will impact on the

workforce:

Positive responses

Reduce labor costs: alter the skill mix by introducing lower paid staff groups, provided theywere not less productive.

Create a richer skill mix: alter the skill mix to fewer but more highly skilled and better paid

staff, providing they were very much more productive than the staff they replaced.

Work smarter: increase efficiency by improving working processes.

Apart from implementing payment by results one must also look at the other ways of improvingthe motivational level of employees and thus increasing the productivity.

With solid compensation in place, let's look at non-monetary motivation ways.

1.Recognition/Attention. When your employees accomplish something they have achieved

something. Your recognition is appreciation for that achievement. I believe that most managers

don't give enough recognition because they don't get enough. Therefore, it doesn't come natural

to do it. If this applies to you, you need to drop this excuse like a bad habit! Become a giver!

Look at the price. Recognition is free!

2.Applause. A form of recognition yes, but a very specific form. Physically applaud your peopleby giving them a round of applause for specific achievements. Where? When? The answer is

wherever and whenever. At meetings or company-sponsored social gatherings, a luncheon, or in

the office. At the end of a shift, before a shift, and whenever possible in the middle of a shift.

Using plaques or trophies is another effective way of applauding your people. Although "wooden

applause" is often successfully used in the form of Employee of the Month plaques, more

creative ideas are sorely underutilized. Take the time to be creative, matching special

accomplishments with unique awards.

3. One-on-One Coaching. Coaching is employee development. Your only cost is time. Timemeans you care. And remember your people don't care how much you know... until they know

how much you care.

Whenever the emphasis is on positive feedback, I make sure to do this coaching in "public."

Whenever you recognize and encourage people in "public," it acts as a natural stimulant for

others who are close enough to see or hear what's taking place.


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4. Training.Is training ever finished? Can you possibly over train? NO and NO. For whatever

reasons, too many people feel "My people have already been trained" or "I've got good

people...they only need a little training." But training never ends. Schedule "tune- up" training

sessions. These should be led by you or by a supervisor with help from specific employees who

show a particular strength in the skills taught. I know this takes time, but these types of training

sessions will continually enhance the performance of your people and the productivity of your

business.

5. Career Path.Your employees need to know what is potentially ahead for them, what

opportunities there are for growth. This issue is a sometimes forgotten ingredient as to the

importance it plays in the overall motivation of people.

Set career paths within your organization. Do you promote from within? I hope you can answer

yes to that. Although specific circumstances require you to look for talent outside your company

you should always first consider internal personnel. If you do this you are sending a very positive

message to everyone that there are indeed further career opportunities within your organization.

6. Job Titles.When you talk about job titles you are tapping the self-esteem of people. How

someone feels about the way they are perceived in the workforce is a critical component to

overall attitude and morale. Picture a social gathering that includes some of your staff. The

subject of work inevitably comes up. Will your people be proud, or embarrassed, to share their

title and workplace? The importance of feeling proud of who you are and what you do is

monumental.

Be creative as you think of possibilities for titles. Have your staff come up with ideas giving

them input into the titles. Bottom line, you are dealing with pride...and pride enhances a positiveattitude...and a positive attitude is the foundation for continuing success.

7. Good Work Environment.A recent industry study shows just how inaccurate your results can

be. Employers were asked to rank what they thought motivated their people

and then employees were asked to rank what really did motivate them.

Employers felt "working conditions" was a nine (or next to last) in terms of importance. What

did the employees say? Number two! Working conditions are very important to the way

employees feel about where they work.

Cosmetically, does your office look nice? Are there pictures on the walls, plants and fresh paintamong other features that generally make people feel good about their environment? Does their

work space have enough room or are they cramped in a "sardine can?" What about furniture? Is

the desk the right size, chair comfortable? Is there file space and do they have the miscellaneous

office supplies needed for maximum performance? Is the temperature regulated properly so they

don't feel they're in the Amazon jungle one minute and the North Pole the next?


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8. On-the-Spot Praise.This too is associated with recognition but the key here is timing. When

there is a reason for praising someone don't put it off for any reason! Promptness equals

effectiveness. Praise people when the achievement is fresh on everyone's mind.

What is effective is for us to get off our keisters and go out and tell whoever it is what a great

presentation it was or applaud them for the sale...praise them promptly for what theyaccomplished or achieved! Don't allow time to creep in and snatch away any ounce of the

positive impact that praise can have when it is delivered promptly.

9.Leadership Roles. Give your people leadership roles to reward their performance and also to

help you identify future promotable people. Most people are stimulated by leadership roles even

in spot appearances. For example, when visitors come to your workplace use this opportunity to

allow an employee to take the role of visitors guide.

A great place to hand out leadership roles is to allow your people to lead brief meetings. Utilize

your employees' strengths and skills by setting up "tune up" training sessions andlet one of youremployees lead the training. The best time to do this is when new people start.

Or, assign a meeting leader after someone has attended an outside seminar or workshop. Have

them lead a post show, briefing the other employees regarding seminar content and highlights.

Have your employees help you lead a project team to improve internal processes.

10. Team Spirit. Have a picture taken on your entire staff (including you!), have it enlarged and

hang it in a visible spot. Most people like to physically see themselves as part of a group or team.

When running contests in your area, try to create contests and affiliated activity that are team

driven. People driving to reach goals together definitely enhance team spirit solely because they

must lean upon others and be prepared to be leaned on.

One very effective idea for me has been building a collage of creative ideas with the "Team"

theme. All employees are responsible for submitting a phrase referring to TEAM on a weekly

rotation. Each of these ideas (such as TEAM: Total Enthusiasm of All Members or There is no I

in Team) is placed on a wall, creating a collage of Team-oriented phrases. Don't have one person

responsible for this...do it as a team.

11. Executive Recognition. This is the secret weapon. And like any secret weapon, timing is

most critical. If this is used too often the value is diminished. And if it is used only for specialoccasions and rare achievements the value is escalated. We talked earlier about general

recognition and the positive impact that has on your people. That will go up a few notches when

it comes from an executive. Some of the same vehicles can be used here such as memos and

voice mail. To add yet another level of stimulation, have an executive either personally call to

congratulate someone (or a group) or even show up in person to shake hands and express his or

her appreciation.


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12. Social Gatherings. Scheduled offsite events enhance bonding which in turn helps team spirit,

which ultimately impacts your positive work environment. Halloween costume parties, picnics

on July 4th, Memorial Day or Labor Day, and Christmas parties are only some of the ideas that

successfully bring people together for an enjoyable time. Some others that I've used with equal

success are softball games (against other companies or among employees, depending on staff

size), groups going putt-putt golfing or movie madness.

13. Time Off.Implement contests that earn time off. People will compete for 15 minutes or 1/2

hour off just as hard as they will for a cash award. And in many cases, I have had people pick

time off over cash when given the choice. Put goals in place (padded of course) and when these

goals are reached by individuals, teams or the entire staff, reward them with time off. Allow

early dismissals, late arrivals, and extended lunch periods or additional breaks.

14. Additional Responsibility.There are definitely employees in your organization who are

begging for and can handle additional responsibility. Our job as managers is to identify who they

are and if possible match responsibilities to their strengths and desires.

15. Stress Management.There are many articles and books available on the subject. Make this

reference material available to your people. Make sure they know it is available and encourage

them to use it.

If possible, have an in-house seminar on stress management techniques. So that production time

is not lost, you might consider having a brown bag luncheon with a guest speaker on this subject.

Because stress is an ongoing concern, anytime is a good time for a seminar like this to take place.

Be as flexible as you can with breaks during the course of the day.

15. Pizza/Popcorn/Cookie Days. Every now and then pizza, popcorn, or cookie days will help

break up that everyday routine and help people stay motivated. Because it is a natural tendency

for people to get excited in anticipation of something, structure some of these days in advance.

Then buy some pizzas or different cookies or even whip out some different types of popcorn.

16. Gags and Gimmicks. Use different gimmicks as awards to help inspire performance

increases from your people. The key to awards is establishing the perception of priceless value

that is associated with them.


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OBJECTIVE: C) Redefining hr policies of the company (recruitment &

promotion including performance management)

Deliverable(s): Re- edited and edited HR Manual (recruitment, promotion & performance

management)

Recruitment Policy

Policy Statement

The Company recognizes its staff as being fundamental to its success. A strategic andprofessional approach to recruitment processes help enable the Company to attract andappoint staff with the necessary skills and attributes to fulfill its strategic aims, and

support Company's values.

The Company is committed to ensuring that the recruitment and selection of staff isconducted in a manner that is systematic, efficient, and effective and promotes equality ofopportunity.

Recruitment should be treated as a key public relations exercise, the way it is managedaffects the Company's image, and consequently its ability to attract and appoint high

caliber staff.

This policy has been designed to provide a flexible framework which promotes goodpractice, adopts a proactive approach to equality and diversity issues and supports fullythe Company's core business.

Guidelines, which form the basis for the implementation of this policy, are also provided.They have been designed to maximize flexibility to meet the needs of all areas. For thesereasons, while still ensuring that the Company complies with relevant legislation anysignificant variations in practice must be discussed with our HR advisors to minimize risk

to the Company.

Professional advice and support is available at all stages of the recruitment process fromthe HR advisors.

Scope

This policy applies to the recruitment and selection of all staff to the Company. All employees involved at any stage of the recruitment and selection of staff should be

aware of and adhere to the contents of this policy. In addition, any external consultants,recruitment agencies or external experts who assist in the recruitment process must act in

accordance with this policy. The appointing manager is responsible for providing suchexternal parties with this policy prior to their involvement in the recruitment process.


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Aims

To ensure that recruitment processes are fit for purpose To appoint the best person for each position To ensure equality of opportunity for all applicants To ensure compliance with the Company's Equal Opportunities Policy and relevantemployment legislation To promote the Company's values To meet the Company's operational requirements and strategic aims.

Principles

General Principles

All employees involved in the recruitment process should ensure that they haveappropriate training. Staff involved in the recruitment process should be aware of their

responsibilities under the relevant legislation. The Company aims to secure equality ofopportunity in all its activities, and in this respect all staff should maintain a positiveattitude towards equality of employment.

If a member of staff involved in the recruitment process has a close personal or familyrelationship with an applicant they must declare this as soon as they are aware of the

individuals application.

Documentation relating to applicants will be treated with the utmost confidentiality andin to the Data Protection Act (DPA). Applicants will have the right to feedback and toaccess any documentation held on them in accordance with the DPA.

Preparation Stage

The recruitment and selection process should not commence until a full evaluation of theneed for the role against the areas strategic plans and budget has been completed.

The recruitment of staff will take into account the Company's need for new ideas andapproaches and support the Company's commitment to delivering an efficient service to

its clients.


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Obtaining Candidates

As a minimum all positions will normally be advertised internally. This will helpmaximize equality of opportunity and provide staff with opportunities for career

development, thus maintaining the skills and expertise of existing staff. In extenuating

circumstances the Managing Director, in consultation with the HR Advisor, may waivethe need to advertise.

This is likely to include the following circumstances:

Where positions may provide suitable alternative employment for existing staff whosepost has been identified for redundancy, including the termination of fixed term contracts

or following a restructuring exercise.

Positions requiring specialized expertise where the Managing Director can demonstratethat a comprehensive search has been conducted and the nominated individual are the

most suitable person for the position.

Where the Managing Director can verify that the work is required for a specific purposeof no greater than three months duration.

Positions will be advertised using the most appropriate and cost effective medium tomaximize the number of suitably qualified candidates. This may include local, nationaland international publications and web sites and should adhere to the Company's visual

identity. Internal advertisements should appear for a minimum of 7 days and externaladvertisements should appear for a minimum of 14 days.

Applicants will be treated with respect and provided with sufficient information to makeinformed decisions regarding their suitability for the role. To this end relevantbackground information may be helpful, e.g. work experience, specific knowledge of

environmental objectives etc.

Selection Process

The selection process should be: Transparent

Timely and cost effective Equitable

Free from conflict of interest

All recruitment will be based on agreed job descriptions and person specifications.Recruitment and selection must be conducted as an evidence-based process andcandidates should be assessed against agreed selection criteria, based on relevant

knowledge, skills, competencies, experience and qualifications to perform the role asoutlined in the person specification. All decisions must be recorded.


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Short listing must be undertaken by at least two individuals who are involved in theinterviewing process. Interviews should normally be conducted by at least two people,and all interviews for one post must be conducted by the same people. In order to

promote equality of opportunity selection committees should, wherever possible, be of

mixed race and gender composition.

Any skills tests (e.g. presentations) must be directly related to the role and measuredagainst objective criteria, and presentations for one post must be assessed by the same

persons. Candidates must be notified of the details of any skills test when they are invitedfor interview.

Interview questions must relate to the job requirements as exemplified in the personspecification and the candidates suitability for the position. The person specification

should be used as the basis for determining the interview questions.

The choice of appointee will be determined by the majority view of the interviewers.The Employment Contract

At the end of the recruitment process all records must be handed to the Human Resourcesfunction that will retain them for six months in case of requests for feedback or the threat

of litigation.

Offers of employment are conditional upon receipt of satisfactory references, medicalassessment and any other appropriate checks.

Monitoring and Review of Policy

In order to monitor compliance with and the effectiveness of the Company's Recruitmentand Equal Opportunities Policies a member of the Human Resources function may beinvited to or elect to be present at any stage of the recruitment process.

This policy will be reviewed biannually.Approval

Approved by the Board of Directors.


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Performance Management Policy

Policy Statement

HMMF is committed to supporting the growth and development of employees through effective

performance management. A key element of performance management is the translation ofdepartment business plans into individual and team performance goals and competencies toensure employees are able to contribute in a meaningful fashion.

Performance management is an integral component of providing excellence in service. It is

recognized that employees are the enablers of responsive and effective system, and performancemanagement empowers employees to achieve their full potential within government.

Definitions

Performance management

A process that links the government and department business plans to individual goals andensures they are consistently being met in an effective and efficient manner.

Competency

The skills, knowledge, and behaviors needed to perform a job.

CoachingAn ongoing process whereby people who supervise others, guide or facilitate the continuousimprovement on an employees performance. It includes timely provision of constructive

feedback, meaningful recognition, support for learning and development and assisting theemployee with self-awareness and self-evaluation.

Goals

What the employee must achieve in the coming performance cycle. They must beSMART (Specific, Measurable, Achievable, Realistic, and Time-bound).

Performance plan

The work and possible competency goals established between employee and manager for thecoming performance cycle. If applicable, employees will have competency goals.

Performance review

The informal and formal meetings held between manager and employee to discuss theachievement and status of performance goals.


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Policy Objectives

This policy establishes methods for managing the human resources of government in effective

manner. The goals of the Performance Management Policy are to:

Achieve corporate plans and goals by linking individual and team performance goals todepartment business plans

Provide a balanced approach for measuring performance results and leadershipcompetencies

Develop leadership competencies that reflect the values and skills that are necessary forindividual and government success

Develop people through regular coaching and dialogue Promote job satisfaction in a motivating environment and recognize and reward good

performance.

Policy Directives

Each employee will have a performance review conducted annually, or on a change of position

or appointment, or more frequently as required, and will be provided with a copy of the review.

Performance plan

A performance review includes the completion of a performance plan, which must beestablished jointly by the manager in consultation with the employee to ensure a clear

understanding of performance goals and expected results.

Individual performance goals must be linked to department business plans and mustinclude measurable performance goals.

A performance plan must be documented using the appropriate PerformanceManagement Form.

Employee performance must be formally reviewed in relation to the performance goalsand expected results as established in the performance plan.

A performance plan should identify training and/or career development activities thatsupport achievement of performance goals and identify opportunities for

promotion/advancement.

Merit increment

The granting of a merit increment is contingent upon an employee successfully meeting theirindividual performance goals as reflected in their annual performance review.


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Figure 1 shows the process, which guides the performance management activities


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Flowcharts for performance management

Planning


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Doing

Acting (Performance Evaluation)


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APPENDIX II

1. PROJECTS & DEVELOPMENT MANAGER: Responsible for pharmaceutical development for internal projects. Provide expertise in

Analytics, manufacturing processes, to meet the quantitative and qualitative needs of allstages of drug product development.

Develop and execute pharmaceutical development plans, identify and work with ContractManufacturing organizations (CMOs) and consultants to meet project timelines and goals.

Manage all aspects of technical activities with manufacturing partner in compliance withnational and international regulatory guidance.

Provide traditional cross functional support on a project basis, act as a key liaison betweenResearch & Development and Manufacturing partners, interact with discovery projectleaders, technical transfer managers, pre-clinical and clinical project managers,

regulatory/quality.

2. MARKETING MANAGER: Brand Management activities Responsible for the continuously maintaining positive brand image & highest possible

perceived value

Designing aggressive promotional strategies Market Research activities for the assigned products with complete responsibility of

Product Launch & Evaluation, Competitor Analysis, Technical Support and Brand

Promotion

Designing competitive strategies to prevent competitors taking market share Maintaining marketing expenses within agreed limits Achieving targeted growth for the brand.


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3. HEAD TECHNOLOGY/PRODUCTION: Responsible for the total accountability of operations, targets & processes, including

capacity utilization methods. Lead a team of shift-in-charges, plan resources, organizeand coordinate all activities related to planning, production or packing of tablets and

capsules Planning production schedules for weekly, monthly targets & co-ordination to inventory

management, for un-interrupted production, Process Enhancement & Cost Control.

Compliance with regulations pertaining to various Drug control authorities like USFDA,MHRA, MCC, WHO Health Canada, and TGA et

Facilitate technology transfer of ANDA products from R&D to production andpreparation of process validation protocols and Batch processing records.

4. LOGISTICS MANAGER:Overseeing logistic operations or all major product lines, coordinated and integrated product

flow, information flow and finances flow that improved time-to-market of products, reducedcosts, reduced inventory, improved stock turn and allowed all parties in the supply chain bettermanaged resources and plan for future needs:

Dispatch Planning

Operation Management

Freight Management

Vendor Management

Customer Order Fulfillment

Managing complete logistics operations with accountability, budgeted costs for profitability;

formulating detailed process flows, process measurements for seamless execution of materials tothe depot/customer site as well as executing them in given time frame by organizational

planning.

Sustaining the existing network & managing the supply chain, ensuring timely distribution ofthe merchandise.

Monitoring availability of stock, making appropriate arrangements to ensure on time deliveries.

Managing logistics operations involving coordinating with companies for sea/ air/ road

transport, C&F agents, CHAs and other external agencies to achieve seamless & cost-effectivetransport solutions.

Carrying out rationalization of secondary freight through regression analysis.


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5. QA/QC HEAD: To evaluate the quality of herbal raw material To evaluate the quality of finished product Must ensure the company follows all quality standards Must train production department on Quality Standards Must prepare Quality Manual Must know the safety and quality guidelines for herbal products Must be aware of process control and the production process

6. CHIEF ANALYST: To control and evaluate the realization of the research work andprovide technical advice to those carrying out the work.

Spreading of technology and dissemination of new R&D results is stimulated under

responsibility of the R&D Departmental Head.

Also networking with R&D and Academic Institutions and applying for patents.

7. PUBLIC RELATIONS/CUSTOMER RELATIONS: The customer relationship officer will be responsible for the resolution of customer issues

and complaints, including monitoring and tracking overall performance against bank

targets/SLAs. This is a key role which includes responsibility for creating improvedcustomer loyalty through the effective handling of customer contacts and requests.

A (PRO) is the spokesperson of a company or any organization. The role of a publicrelations officer is to convey the policies and interests of the organization to the public

through various forms of media. The main job of a public relation officer is to developand maintain the reputation of the company or organization. It is the responsibility of the

PR officer to promote the products or services of the establishment he works in. He doesthis by organizing press conferences, exhibitions, publishing articles in the newspaper or

on the official website of the government department / company. When a company has tolaunch a new product, it is the job of the PR official to make arrangements to promote it.

He has to plan promotional strategies, keeping the target audience in mind.


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8. CHIEF FINANCIAL OFFICER:

Financial Accounting, Planning & Management Accounts Finalization Auditing and Compliance Internal Audit, Cost Control & Report Analysis Budgeting & Variance Analysis Monthly, Quarterly & Annually Business Forecasting and interpretation of Financial Results Cash Flow & Fund Flow Management Analyses Credit Requirements and working capital management Bank / Project Financing Coordinate the process of Corporate Annual Business Plan Commercial Management Policies Banks and Financial Institutions Liaison MIS Reporting Analysis (Monthly, Quarterly and Annually) Equity Fund Management Fixed Asset Management Financial Policy and Systems Formulating and Providing Financial Direction

9. HUMAN RESOURCE MANAGER:

Manpower Planning Contracting with Search companies/Recruitment HR Policies ( HR Manual) Performance Management System Employee engagement activities Compensation and benefit schemes HRIS and HR Operation Training and Development

Consultin Report

Documents

Transcript of Consultin Report