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I, a student of EMBA Programme of Marketing have been assigned to prepare a report on human resource management activities on my working company. I have taken the opportunity to work on HRM in my company, Silva Pharmaceuticals Ltd. and analysis whether my company follows all HRM tools and practices a sound HRM to work well or not. I am highly pleased to thank you for assigning such an important topic which is very much related to the working environment of an organization.
I have analyzed the staffing, training and development activities of our company but the HRM practices are not adequate and systematic. No doubt, your attempt has made a chance for me to increase my practical knowledge on this sector. Though I have knowledge about these factors specifically some practical experiences on this matter, I am not fully experienced about the matter. But I have tried my best to include all deserving materials regarding to make decision on this matter.
I hope my undertaking for the fair presentation of a report on this subject will draw your considerable look. Sincerely yours Mohammad Kaosarul Islam ID No # 40507053 EMBA Programme Department of marketing University of Dhaka Dhaka-1000 Executive Summary Management is the process of effectively achieving the objectives of the organization with and through human resource. Management process consists of some functions that are planning, organizing, leading, and controlling. And HRM is the management of the all people that run the company.
In the report, at first the focus has been given on a general idea about the Human Resource Management and its framework in Silva Pharmaceuticals Ltd. In the theoretical part, I have emphasized my discussion on the recruiting, selection, socialization, orientation, employee training and development. Then the focus has been given on recruiting specially and the condition of the recruiting in this company and then I have discussed about the selection and its process and I have analyzed the company’s position in terms of selection of skilled and knowledgeable employees.
In the next, I have focused on the training and development of the employees that involves the topics about socialization, orientation and training and development of the new and current employees. I have also focused on the company’s position in every phase of the above sectors. At last I have provided some suggestions for the betterment of the company so that the company can do well in the future in terms of HRM sector. ACKNOWLEDGEMENT The report has been prepared on a topic that involves the enthusiastic support of many people.
Without their help it would not be possible to prepare the report. I would like to express my sincerest gratitude to all of them. At first, I want to acknowledge Mr. Abul Kashem, Manager (Dept. or HR), Silva Pharmaceuticals Ltd. for providing me some necessary information to prepare this report. His valuable advice and suggestions has helped to learn the theoretical aspects of the topic and to acquire the practical knowledge in the related field. I would also like to give thanks to all other employees of human resource department of our company, Silva Pharmaceuticals Ltd.
INTRODUCTION Human Resource Management (HRM) is a very important task of any company. Basically, HRM is the management of all employees of an organization that run that organization. Every big company has a HRM department to handle these activities. Management of the internal people is the most important task of any company to achieve its objectives because they are involved to achieve these objectives. The primary activities of HRM are Staffing, Training and Development, Motivation, and Maintenance. Staffing includes strategic human resource planning, recruiting, and selection.
Training and Development includes orientation, employee training, employee development, and career development. Here I will focus on the discussion of recruiting, selection, socialization, orientation, employee training and development and these practices in my working company, Silva Pharmaceuticals Ltd. OBJECTIVES OF THIS REPORT Most of large companies in Bangladesh usually have their own HRM department for the managing of their human resources with a view to generate maximum output. The paper has studied that how a HR department should work on staffing, training and development activities.
A special emphasis has been given to study the HRM practices in one of growing pharmaceuticals companies of the country. The Theoretical Aspects of Staffing, Training and Development Staffing includes strategic human resource planning, recruiting, and selection. Training and Development includes orientation, employee training, employee development, and career development. Here I will focus on the discussion of recruiting, selection, socialization, orientation, employee training and development and these practices in my working company, Silva Pharmaceuticals Ltd. Recruiting
Recruiting is the process of discovering potential candidates for actual or anticipated organizational vacancies. Or, from another perspective, it is a linking activity –bringing together with jobs to fill and those seeking jobs. What factors affect recruiting efforts? Although all organizations will, at one time or another, engage in recruiting activities, some do so to a much larger extent than others. There are some variables which will influence the extent of recruiting. These factors are: • Size of the organization that means the number of employees working in the organization. Employment condition of the community where the organization is located. • Working condition and salary and benefit packages offered by the organization • The effectiveness of the past recruiting efforts will show itself in the organization’s historical ability to locate and keep people who perform well. • The condition of the organization, either it is growing or declining. Recruiting sources Recruiting is more likely to achieve its objectives if recruiting sources reflect the type of position to be filled. The Internal Search:
Many large organizations will attempt to develop their own employees for positions beyond the lowest level. These can occur through an internal search of current employee, who have either bid for the job, been identified through the organization’s human resource management system, or even been referred by a fellow employee. Employee Referrals/Recommendations One of the best sources for individuals who will perform effectively on the job is a recommendation from a current employee. Such a recommendation reflects on the recommender. Employee referrals also have acquired more ccurate information about their potential jobs. The recommender often gives the applicant more realistic information about the job than could be conveyed through employment agencies or newspaper advertisements. The External Sources In addition to looking internally for candidates, it is customary for organizations to open up recruiting efforts to the external community. These efforts include: advertisements (including Internet postings), employment agencies, schools, colleges and universities, professional organizations, and unsolicited applicants. Selection
Selection activities typically follow a standard pattern, beginning with an initial screening interview and concluding with the final employment decision. The selection process typically consists of eight steps: (1) initial screening interview, (2) completing the application form, (3) employment tests, (4) comprehensive interview, (5) background investigation, (6) a conditional job offer; (7) medical or physical examination, and (8) the permanent job offer. Each step represents a decision point requiring some affirmative feedback for the process to continue.
Each step in the process seeks to expand the organization’s knowledge about the applicant’s background, abilities, and motivation, and it increases the information from which decision makers will make their predictions and final choice. The Selection Process Initial Screening As a culmination of our recruiting efforts, we should be prepared to initiate a preliminary review of potentially acceptable candidates. This initial screening is, in effect, a two-step procedure: (1) the screening of inquires and (2) the provision of screening interviews.
If our recruiting effort has been successful, we will be faced with a number of potential applicants. Based on the job description and job specification, some of these respondents can be eliminated. Factors that might lead to a negative decision at this point include inadequate or inappropriate experience, or inadequate or inappropriate education. There might also be other “red flags” identified, such as gaps in the applicant’s job history, many brief jobs, or numerous courses and seminars instead of appropriate education. Figure: The Selection Process
Completion of the Application Form Once the initial screening has been completed, applicants are asked to complete the organization’s application form. The amount of information required may be only the applicant’s name, address, and telephone number. Some organizations, on the other hand, may request the completion of a more comprehensive employment profile. In general terms, the application form gives a job-performance-related synopsis of what applicants have been doing during their adult life, their skills, and their accomplishments. Employment Tests
Organizations historically relied to a considerable extent on intelligence, aptitude, ability, and interest tests to provide major input to the selection process. Even handwriting analysis (graphology) and honesty tests have been used in the attempt to learn more about the candidate –information that supposedly leads to more effective selection. There are literally hundreds of tests that measure intellect, spatial ability, perception skills, mechanical comprehension, motor ability, personality traits, as well as “reading, math, and mechanical dexterity skills. ”
The Comprehensive Interview Those applicants who pass the initial screening, application form, and required tests are typically given a comprehensive interview. The applicants may be interviewed by HRM interviewers, senior managers within the organization, a potential supervisor, potential colleagues, or some or all of these. The comprehensive interview is designed to probe areas that can not be addressed easily by the application form or tests, such as one’s motivation, ability to work under pressure, and ability to “fit in” with the organization. Background investigation
The next step in the process is to undertake a background investigation of those applicants who appear to offer potential as employees. Background investigations are intended to verify that what was stated on the application form is correct and accurate information. This can include contacting former employers to confirm the candidate’s work record and to obtain their appraisal of his or her performance, contacting other job-related and personal reference, verifying the educational accomplishments shown in the application, checking criminal records, and also legal status. Conditional Job Offer
If a job applicant has passed each step of the selection process so far, it is typically customary for a conditional job offer to be made. Conditional job offers usually are made by an HRM representative. In essence, what the conditional job offer implies is that if everything checks out okay –passing a certain medical, physical, or substance abuse test –the conditional nature of the job offer will be removed and the offer will be permanent. Medical/Physical Examination The next-to-last step in the selection process may consist of having the applicant take a medical/physical examination.
Physical exams can only be used as a selection device to screen out those individuals who are unable to physically comply with the requirements of a job. Permanent Job Offer Those individuals who perform successfully in the preceding steps are now considered to eligible to receive the employment offer. The offer typically is made by an HRM representative. But that individual’s role should be only administrative. The actual hiring decision should be made by the manager in the department where the vacancy exists. Socialization Socialization is the process of adaptation that takes place as individuals ttempt to learn the values and norms of work roles. It is a process of helping new employees adapt to their new organizations and work responsibilities. This program is designed to assist employees to fully understand what working is about in the organization and to get them to become fully productive as soon as possible. When we talk about socialization, we are talking about a process pf adaptation. In the context of organization, the term refers to all passages undergone by employees. For instance, when you begin a new job, accept a lateral transfer, or get a promotion, you are required to make adjustments.
You must adapt to a new environment –different work activities, a new boss, a different and most likely a desire group of coworkers, and probably a different set of standards for what constitutes good performance. What are the assumptions of employee socialization? ? Socialization strongly influences employee performance and organizational stability. ? Organizational stability is also increased through socialization. ? New members suffer from anxiety. ? Socialization does not occur in a vacuum. ? The way in which individuals adjust to new situations remarkably similar.
The Socialization Process Socialization can be conceptualization as a process made up of three stages: pre-arrival, encounter, and metamorphosis. The first stage encompasses the learning the new employee has gained before joining the organization. In the second stage, the new employee gets an understanding of what the organization is really like, and deals with the realization that the expectation and reality may differ. In the third stage, lasting change occurs. Here, new employees become fully trained in their jobs, perform successfully, and fit in with the values and norms of coworkers.
Outcomes Prearrival Stage It is a socialization process stage that recognizes individuals arrive in an organization with a set of organizational values, attitudes, and expectations. The may cover both the work to be done and the organization. For instance, in many jobs, particularly in high-skilled and managerial jobs, new members will have undergone a considerable degree of prior socialization in training and in school. Encounter Stage It is the socialization process stage where individuals confront the possible dichotomy between their organizational expectations and reality.
Upon entry into the organization, new members enter the encounter stage. Here the individuals confront the possible dichotomy between their expectations –about their jobs, their coworkers, their supervisors, and the organization in general –and reality. Where expectation and reality differ, new employees must undergo socialization that will detach them from their previous assumptions and replace these with the organization’s pivotal standards. Metamorphosis Stage Finally, the new member must work out any problem discovered during the encounter stage.
This may mean going through changes –hence we call this the metamorphosis stage. It is a socialization stage whereby the new employee must work out inconsistencies discovered during the encounter stage. Metamorphosis is complete –as is the socialization process –when new members have become comfortable with the organization and their work teams. In this situation, they will have internalized the norms of the organization and their coworkers; and they understand and accept these norms. Orientation New-employee orientation covers the activities involved in introducing a new employee to the organization and to his or her work unit.
It expands on the information received during the recruitment and selection stages, and helps to reduce the initial anxiety we all feel when beginning a new job. For example, an orientation program should familiarize the new member with the organization’s objectives, history, philosophy, procedures, and rules; communicate relevant HRM policies such as work hours, pay procedures, overtime requirements, and company benefits; review the specific duties and responsibilities of the new member’s job; provide a tour of the organization’s physical facilities; and introduce the employee to his or her manager and coworkers.
New-employee orientation task can be done by either the new employee’s supervisor, the people in HRM, or some combination thereof. In many medium-sized and most large organizations, HRM takes charge of explaining such matters as overall organizational policies and employee benefits. In other medium-sized and most small firms, new employees will receive their entire orientation from their supervisor. Of course, the new employee’s orientation may not be formal at all. Although these programs may function differently, it is our contention that new-employee orientation requires much more.
For instance, in today’s dynamic organization, it is imperative that new employees understand what the organization is about. More specifically, these individuals need to understand the organization’s culture. HRM’s Role in Orientation HRM plays a major role in new-employee orientation –the role of coordination, which ensures that the appropriate components are in place. In addition, HRM also serves as a participant in the program. As job offers are made and accepted, HRM should instruct the new employee when to report to work.
However, before the employee formally arrives, HRM must be prepared to handle some of the more routine needs of these individuals; for example, new employees typically have a long list of questions about benefits. HRM should provide this information before the new-employee orientation because it saves time. HRM must spend some time in orientation addressing what assistance it can offer to employees in the future. This point can not be minimized. HRM provides an array of services, like career guidance and training, to other areas of the company.
They must continue to provide their services to the employees and departments of the organization. And one means of affecting this service is to let these new employees know what else HRM can do for them. Employee Training Training is a learning experience in that it seeks a relatively permanent change in an individual that will improve the ability to perform on the job. We typically say training can involve the changing of skills, knowledge, attitudes, or behavior. It may mean what employees know, how they work, their attitudes toward their work, or their interaction with their coworkers or supervisors.
Although employee training and employee development are similar in the methods use to affect learning, their time frames differ. Training is more present-day oriented; its focus is on individuals’ current jobs, enhancing those specific skills and abilities to immediately perform their jobs. For example, suppose one enters the job market during one’s senior year of university, pursuing a job as a marketing representative. Although he or she has a degree in Marketing, when he or she is hired, some training is in order.
Specifically, he or she will need to learn the company’s policies and practices, product information, and other pertinent selling practices. This, by definition, is job-specific training, or training that is designed to make him or her more effective in his or her current job. Employee development, on the other hand, generally focuses on future jobs in the organization. As your job and career progress, new skills and abilities will be required. For example, if you become a sales territory manager, the skills needed to perform that job are quite different from those required for selling the products.
Now you will be required to supervise a number of sales representatives, requiring a broad-based knowledge of marketing and very specific management competencies like communication skills, evaluating employee performance, and disciplining problem individuals. As you are groomed for positions of greater responsibility, employee development efforts can help prepare you for that day. Determining Training Needs Training Approaches The most popular training and development methods used by organizations can classified as either on-the-job or off-the-job training. On-the-Job Training
The most widely used training methods take place on the job. The popularity of these methods can be attributed to their simplicity and the impression that they are less costly to operate. On-the-job training places the employees in actual work situations and makes them appear to be immediately productive. It is learning by doing. For jobs that either are difficult to simulate or can be learned quickly by watching and doing, on-the-job training makes sense. During World War II, a systematic approach to on-the-job training was developed to prepare supervisors to train employees.
This approach was called job instruction training (JIT). JIT proved highly effective and became extremely popular. JIT consists of four basic steps: 1. Preparing the trainees by telling them about the job and overcoming their uncertainties; 2. Presenting the instruction, giving essential information in a clear manner; 3. Having the trainees try out the job to demonstrate their understanding; 4. Placing the workers in the job, on their own, with a designated resource person to call upon should they need assistance. Off-the-Job Training
Off-the-job training covers a number of techniques –classroom lectures, films, demonstrations, case studies and other simulation exercises, and programmed instructions. The facilities needed for each technique vary from a small, makeshift classroom to an elaborate development center with large lecture halls, supplemented by small conference rooms with sophisticated instructional technology equipment. Off-the-job Training Methods Classroom Lectures: Lectures designed to communicate specific interpersonal, technical, or problem-solving skills.
Video and Films: Using various media productions to demonstrate specialized skills that are not easily presented by other training methods. Simulation Exercises: Training that occurs by actually performing the work. This may include case analysis, experimental exercises, role playing, or group decision making. Computer-Based Training: Simulation the work environment by programming a computer to imitate some of the realities of the job. Vestibule Training: Training on actual equipment used on the job, but conducted away from the actual work setting –a simulated work station.
Programmed Instruction: Condensing training materials into highly organized, logical sequences. May include computer tutorials, interactive video disks, or virtual reality simulations. Employee Development Employee development, by design, is more future oriented and more concerned with education than employee job-specific training. By education we mean that employee development activities attempt to install sound reasoning processes –to enhance one’s ability to understand and interpret knowledge –rather than imparting a body of facts or teaching a set of motor skills.
Development, therefore, focuses more on the employee’s personal growth. Employee Development Methods Some development of an individual’s abilities can take place on the job. We will review several methods; three popular on-the-job techniques (job rotation, assistant-to positions, and committee assignments) and three off-the-job methods (lecture courses and seminars, simulation exercises, and outdoor training). Job Rotation: Job rotation involves moving employees to various positions in the organization in an effort to expand their skills, knowledge, and abilities. Job rotation can be either horizontal or vertical.
Vertical rotation is nothing more than promoting a worker into a new position. Assistant-to Positions: Employees with demonstrated potential are some times given the opportunity to work under a seasoned and successful manager, often in different areas of the organization. Working as staff assistants or, in some cases, serving on special boards, these individuals perform many duties under the watchful eye of a supportive couch. Committee Assignment: Committee assignments can provide an opportunity for the employee to share in decision making, to learn by watching others, and to investigate specific organizational problems.
When committees are of a temporary in nature, they often take on task-force activities designed to delve into a particular problem, ascertain alternative solutions, and make a recommendation for implementing a solution. Lecture Courses and Seminars: Traditional form of instruction revolved around formal lecture courses and seminars. These offered an opportunity for individuals to acquire knowledge and develop their conceptual and analytical abilities. For many organizations, they were offered in-house by the organization itself, through outside vendors, or both.
Simulations: It is any artificial environment that attempts to closely mirror an actual condition. Simulation decision games and role-playing exercises put individuals in the role of acting out supervisory problems. Simulations, frequently played on a computer program, provide opportunities for individuals to make decisions and to witness the implications of their decisions for other segments of the organization. Outdoor Training: A trend in employee development has been the use of outdoor (sometimes referred to as wilderness or survival) training.
The primary focus of such training is to teach trainees the importance of working together, of gelling as a team. Outdoor training typically involves some major emotional and physical challenges. This could be white-water rafting, mountain climbing, paint-ball games, or surviving a week in the “jungle”. Background of Silva Pharmaceuticals Ltd. Silva Pharmaceuticals Ltd. is a growing up company in the pharmaceutical sector of Bangladesh. It is a company of Al-Amin Group. It started its business activities on 25 June, 2003.
Then the company had only 16 products that mean the company started its business with 16 products. The company had only four District Marketing Offices (DMO) and they are Dhaka DMO, Bogra DMO, Chittagong DMO and the Noakhali DMO. And now the company is more matured and it has developed in every sector. Now the company has 11 DMOs and now the company has almost 88 products. The company has introduced 3 products in the last month (April, 2006). So the company now is in a growing condition and to keep up this situation or to sustain this growth rate, every sector of the company should work heart and soul.
And if the company can maintain this growth rate then in the near future this company will be one of the leading pharmaceutical companies of the country. Human Resource Management Achieving organizational goals can not be done without human resources. Human resources of a company are the people who actually make the company. It’s people –not building, the equipment, or brand names –that make a company. Management is the process of effectively achieving the objectives of the organization with and through human resource. Management process consists of some functions that are planning, organizing, leading, and controlling.
And HRM is the management of the all people that run the company. In Silva Pharmaceuticals Ltd. , all the DMOs’ activities are directed and controlled by a corporate office which is in Dhaka. And the Human Resource Management (HRM) Department of the company operates its activities from the corporate office. The main structure of the HR department of Silva Pharmaceutical is as under: Why more recruiting in Silva Pharmaceuticals Ltd.? Silva Pharmaceuticals Ltd. is not a very large organization. But in the context of Bangladesh, it may be considered as a large organization.
So the company has to recruit employees almost continually. And as in pharmaceutical sector of Bangladesh, the shifting practice from one org. to another is very high; the company often has to face recruiting. More shifting occurs for the employment condition. Working conditions and salary and benefits packages offer by Silva Pharmaceutical is comparatively worse than other similar companies, so this company has to face recruiting more. And as the company is growing it needs more employees, so the company has to make new appointments.
Recruiting practices in the company: Silva Pharmaceuticals Ltd. also recruits its employees from all of the above sources. It develops its own employees for positions beyond the lowest level. These can occur through an internal search of current employees. This process has some advantages. But the practice of this process is limited in this organization. Most of the employees of the company are collected through employee referrals or recommendation. The practice of this process is very high in Silva. This process has some advantages, but also some disadvantages.
Employee referrals lead to nepotism, that is, hiring individuals who are related to persons already employed by the organization. It also minimizes an organization’s desire to add diversity to the workplace. So, more practice of recommendations should be stopped. The company also recruits some employees from the external sources. Though the process is costly and time consuming, the company should increase the practice of this process. Through this the company can find and recruit more skilled and knowledgeable employees because it follows some judgments.
Selection system in this company: Silva Pharmaceuticals Ltd. does not follow the selection process accurately. No company can maintain all of the above steps, but a well managed company tries to follow the process. But our company selects many employees randomly and without any use of the selection steps. In some cases, the company follows the initial screening stage, completed application stage, comprehensive interview stage with a low background investigation and the job offer stage. This process is somewhat maintained when the company select an employee for a top vacant post.
But when the company selects general employees, it hardly follows the selection process. Most of the time, the top executives or top management personnel appoint people according to their own choices. But a pharmaceutical company’s activities are more team based, here every employee is important. So the HR department should employ the most intelligent and skilled employees through maintaining the selection process because the above process can able to find out the most knowledgeable and smart person for a specific post. Socialization practice in Silva:
Socialization practice in Silva Pharmaceuticals Ltd. is not adequate and the company does not follow the socialization process precisely. Every large and well human resource management practiced company has a good socialization system and tries to follow the socialization process. There is no designed program in this company to assist employees to fully understand what working is about in the organization and to get them to become fully productive as soon as possible. The company takes some unstructured and ill-designed activities in terms of socialization. Here the prearrival stage is very weak.
Here expectations of the employees and reality differ, so new employees should undergo socialization that will detach them from their previous assumptions and replace these with the organization’s pivotal standards. The company should develop its socialization process because the company’s new employees’ productivity, commitment, and turnover depend on good socialization process. Orientation program in Silva: For the higher level employees those are employed by the company, our company arranges some orientation program. But for the lower level workers there is no orientation program.
And even the orientation program of the company which it maintains is not systematic and adequate. As orientation expands on the information received during the recruitment and selection stages, and helps to reduce the initial anxiety new employees feel when beginning a new job, the company should try to maintain an organized orientation program for all of its employees. The condition of employ training in the company: Work in the pharmaceutical sector needs training. Every employee of the company should be well trained because theoretical knowledge and practical situation are different in this sector especially in our country.
The marketing activities of a pharmaceutical company totally depend on its personnel. So, every employee of a pharmaceutical company should be trained which will help him. But in our organization, only the medical promotion officers (MPOs) are trained through classroom lectures. And for them there is no on-the-job training system. The distribution assistances (DAs) those who play an important role in the overall process of the company’s activities, are not trained and for them there is no on-the-job or off-the-job training system.
For all the new employees of the organization, the company should arrange at least off-the-job training system. Most of the DAs of the company come to this company without any prior knowledge about this sector, so they should be trained up properly for the betterment of the company. The nature of employee development in Silva: Employee development generally focuses on future jobs in the organization. As an employee’s job and career progress, new skills and abilities will be required. So, the company should take the employee development program to enhance the skills and abilities of the current employees.
But our company has no designed program for the development of the human resources. So, our company should develop every employee through a well designed program. Suggestions for the Company 1. The company should minimize the recruiting from employee referrals and it should try to hold its employees by giving some more benefits. 2. HR department should employ the most intelligent and skilled employees through maintaining the selection process because the above process can able to find out the most knowledgeable and smart person for a specific post. 3.
The company should develop its socialization process because the company’s new employees’ productivity, commitment, and turnover depend on good socialization process. 4. The company should try to maintain an organized orientation program for all of its employees. 5. For all the new employees of the organization, the company should arrange at least off-the-job training system. 6. The company should develop every employee through a well designed program. Limitation and Caveats of this Study The study which I have conducted, have some limitations; which have an impact on the term paper.
The limitations are as follows: 1. The lack of sufficient time and monetary support. 2. The internal problems which I have found out from the employees’ interviewing and my observation may be vary because I am not professional or experienced much and my observation period was not sufficient. 3. The lack of efficiency in using the measuring tools and approach. Conclusion HRM is one of the important tasks of all companies. Every large company sets a HRM department to handle all of its employees properly because a company’s success depends totally on its people who run the company.
Like other companies, human resource management is very important in pharmaceutical company like our Silva Pharmaceuticals Ltd. as the need for its products directly related with human life. It’s handing, transporting, and storing involves special care, which requires more skilled and experienced people. But the HRM department of this company is not so strong and it does not maintain all the phases of HRM for many reasons. Silva Pharmaceuticals Limited being one of the growing pharmaceutical companies should adopt appropriate techniques to ensure that. Otherwise, it will be quite challenging to remain the growing situation of the company.
The future of pharmaceutical sector is encouraging. More so, the market growth of this sector indicates that new companies are like to participate in the future. Necessary preparation has to be taken to confront the new competitors. Quality and time will be prime factors to determine the fittest to stay in this competitive market. If the company will take a sound HRM procedure, with the present state of Silva Pharmaceuticals Limited has the potential to increase its market share and continue its growth. [pic] ———————– Initial screening Completed application Employment tests Comprehensive interview Background examination f required Medical/physical examination if required (conditional job offer made) Permanent job offer Reject applicants Conditional job offer Productivity Commitment Turnover Prearrival Encounter Metamorphosis Is there a need for training? What are the organization’s goals? What tasks must be completed to achieve their goals? What behaviors are necessary for each job incumbent to complete his or her arranged tasks? What deficiencies, if any, do incumbents have in the skills, knowledge, or abilities required to exhibit the necessary job behavior? Manager (HR) Deputy manager (HR) Executive (Recruiting) Sr. Executive (Training)