the final report hr

8/9/2019 The Final Report hR

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SUBMITTED TO: PROF. MOHSIN RAUF

PRESENTED BY:

INSAA WAHEED L1R06MBBF2035.

ARSLAN MEHMOOD L1R06MBBF2036

ASIM NISAR L1R06MBBF2016

NABEEL AHMED L1R06MBBF2038


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TABLE OF CONTENTS

Dedication. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 04Company logo and history . . . . . . . . . . . . . . . . . . . . . . 05Company profile. .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 06Company Mission and Vision. . . . . . . . . . . . . . . . . . . . . 07Core values and departments. . . . . . . . . . . . . . . . . . . . . 08Company financial statements. . . . . . . . . . . . . . . . . . . . . 11Organization chart. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13Job description . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . 14Job specification . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . 17Job advertisement. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20


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TABLE OF CONTENTS (CONTINUED)

Internal hiring of GM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21External advertisement . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22Selection criteria and test . . . . . . . . . . . . . . . . . . . . . . . . . . 23 Interview panel composition. . . . . . . . . . . . . . . . . . . . . . 28 Interview questions. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29 Interview assessment form. . . . . . . . . . . . . . . . . . . . . . . . 42 Induction program. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43Training and development program. . . . . . . . . . . . . . . 44Performance assessment criteria. . . . . . . . . . . . . . . . . . 46Performance appraisal form. . . . . . . . . . . . . . . . . . . . . . 48

REFERENCES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52


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DEDICATED

TO OUR

PARENTSWHO HAVE ALWAYS BEEN A

SOURCE OF INSPIRATION FOR

US. THEY WERE ALWAYS

THERE WHENEVER WENEEDED THEM AND OUR

SUCCESS IS THE FRUIT OF

THEIR HARDWORK AND

PRAYERS.


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AINAPharmaceuticals Ltd

Companys Profile

Company History:

Established in 1965 originally founded in 1948 as a partnership firm

between four partners Arslan, Insaa, Nabeel and Asim sharing profitsand losses equally. They named their firm AINA by joining the initial lettersof their names. After 5 years it was converted into a company from apartnership firm. It became one of the leading pharmaceutical

companies in the country after providing number of medicines in the 1971war event. In the year 1977, due to nationalization, the company wastaken over by the government where it grew by progressing leaps andbounds.

But in 1992 the company was denationalized and became aP

rivate LtdC

ompany from aP

ublic Ltd. Many multinationals became itsshareholders but the maximum shares were being held by the companyemployees so they took over the management.

From day one to present, the company is trying to serve thenation with the best possible products and efforts.


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COMPANY PROFILECompany name AINA Pharmaceutical Co., Ltd.

Head office 159 A, Gulberg II, Industrial Area, Lahore. Pakistan.Tel: +92 (42) 7185492-9 Fax: +92 (42) 548-879

Established 1965 (Originally founded in 1948)

Capital Rs. 95 million

Directors Representative Director andPresident

Arslan Mehmood

Board Director Insaa Waheed

Board Director Nabeel Ahmed

Board Director Asim Nisar

Board Director Shahid Mehmood

Director Salman Masood

Director Pervaiz Bashir

Director Shaukat Elahi

No. of employees 170

Annual turnover Rs. 5 billion

Trading banks Citi bankHBL Ltd

MCB Bank

Standard Chartered Bank

ABN Ambro (Barclays Bank)

Main businesses (Production)Manufacture of chemicals required for MedicinesManufacture of finished products (pharmaceuticals)

Manufacture of raw materials for drugsContract research and manufacture of pharmaceuticals and

intermediates

Plants Processing Plant54- B, Industrial Area, Kasur. Pakistan.

Tel: +92(52)242-7631

Fax: +92(52)246-7473

Testing and packing Plant

55- B, Industrial Area, Kasur. Pakistan.

Tel: +92(52)453-5341

Fax: +92(52)453-5041

Technology Development6-A 11, Ghazi Road, Okara District.Pakistan.

Tel:+92(47)452-3192

Fax: +92(47)452-3193

Affiliated Companies AINA Food Co., Ltd.Purchases and sales of pharmaceuticals,chemicals and food materials for medicines.

AINA Chemical Industries Co., Ltd.

Sales of chemicals (ferrous sulfate etc)

Mission Statement:

Commitment


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To be a leading healthcare company producing highquality affordable pharmaceuticals while serving thebest interests of the Patients, Customers, Employees andShareholders.

Objective

Integrity to our partners and to each other. Excellence in practice, products and in people. Efficiency in process. Quality in products and personnel. Standardization of methods, tools, and processes.

Dedication

We shall:

Adhere to local laws and Legislations. Train ourEmployees to perform their best. Provide equal opportunity of employment.

Vision of the Company:

Achieving Excellence in the Healthcare Business throughIntegrity in Medicine, High standard of Quality,Productivity & Innovation.

Core values and beliefs of Company:


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We respect each individual, professionalism & believeeach employee has a potential to contribute in thesuccess of our company.

We believe in ethical practices & doing things withcomplete honesty & integrity.

We believe in achieving excellence by beingdetermined, confident & passionate in whatever we do.

We appreciate the ability & courage to think big with theflexibility & openness to accept change.

We believe that each employee needs to respect & owncollective decisions & put their earnest effort to makethings happen.

We believe in caring for our people, developing theircompetencies & aiming at continuous higher standards

of performance. We are customer driven. We always feel a sense of

urgency in anticipating customer needs & expectations& delivering them.

Departments/ specialties:


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The company has the following departments:

Production department:The company has a production department that is divided into

Processing Plant and Testing & Packing Plant. In the processing plant the

medicines are produced by going through a series of processes and thenthey are sent for their testing and packing in the testing and packingplant.

Human Resource Department:

Our HR Philosophy aims at creating high performing and empowering

workforce and culture in the organization.

Research and Development Department:

AINAs R & D Centre, approved by theDepartment of Science and Technology,Government of Pakistan, is actively

engaged in a process of continuous upgradation by the development of newprocesses and products. Our In-house R &

D Centre has modern infrastructure whichenables us to develop wide range ofconventional dosage forms and line

extensions involving innovative valueadded products for local and exportmarket. We are involved in developmentof dosage forms in various therapeutic

segments like Nutritionals, Antibiotics,Cardiovascular drugs, NSAIDS, Antidiabeties & Herbal Drugs. Our currentthrust is towards development of innovative dosage forms in the areas of

tablets, syrups, aerosols & herbal formulations.


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AINA PHARMACEUTICAL LTD

Balance Sheet

As on --------------


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Organization Chart for Company:


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BOARD OF

DIRECTORS

GM

MARKETING& SALES

DEP

PRESIDENT

VP MANAGEMENTVP OPERATIONS

PUNJAB AREAMANAGER

M & S DIV

NON

MANAGERIAL

STAFF

INCHARGE

PRINT MEDIA

INCHARGESUPPLY CHAIN

PUNJAB

INCHARGE

ELECTRONICMEDIA

GM PRODUCTION DEP

GM R & D DEP

GM UALITY CONTROL DEP

GMF

INANCEDEP

GM HR DEP

SINDH AREAMANAGER

M & S DIV

BALOCHISTAN

AREA MANAGER

M & S DIV

NWFP AREAMANAGER

M & S DIV

NONMANAGERIAL

STAFF

NONMANAGERIAL

STAFF

INCHARGE

PROMOTION

SCHEMES PUNJAB

THIS POSITION REPORTS TO THE VP MANAGEMENT


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JOB DESCRIPTION

Job title: General manager

Department: Marketing & Sales Division

Report to: Vice President Management

Prepared by: Arslan Mahmood

Prepared date: May 1, 2007

Approved by: Insaa Waheed

Approved date: May 15, 2007

Job summary

Ensures corporate business opportunity objectives and maximizes bestpractices by analyzing the progress and success of products distribution tocustomers, marketing programs, sale forecast and related businessactivities. Make strategic plans for marketing and sales division with toplevel management and ensures its implementation by properly directingand coordinating the lower level management

Duties to be performed regularly

(In the light of 4ps of marketing)y Analyzing pharma market for price settlement of medicines.y Maximizing the use of marketing and sales force.y Analyzing all attitudinal, behavioral, and demographic survey to

implement on the pharma target market.

y Determine the track on which the companys sales volume will beachieved.

y Continually develop internal and external network of contacts.y Responsible for tracking analyzing and reporting, best practices for

each market on periodic basis.y Collaborate effectively with a diverse group of people across

organizational and international boundaries.

y Work effectively and autonomously in a team environment.y Ensure task time-lines, quality, and efficacy at all times.y Analyze and or model current and proposed

information/business/technical process flows.y Present information to area management and marketing in a

professional and timely manner.


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y Proactively search for new value-added business practices andopportunities to maximize distributor effectiveness and efficiency.

y Ensure outstanding customer services to all internal and externalcustomers.

y Produce recommendations to improve product offerings, andbroad system functionalities.

y Establishes the overall strategy and approach to completing aproject, including training needed for the project team, reportingstructure of the project, frequency of interaction between

managers and reports, number and frequency of project teammeetings, need for and extent of involvement of external projectstakeholders, the nature of the change control process, andtraining needed for end-users.

y Maximize the re-use of technology, materials, or methods fromprevious projects to facilitate improved processes and deliverables.

Duties to be performed occasionallyy Host brainstorming sessions and work with individual proponents to

drive thoughts and ideas.y Any additional projects as assigned by management.y New Project Oversight in marketing area.y Dealing with sale tax department.y Manage customer expectations by appropriately updating key

stakeholders (management and customers) regarding new project/ analysis status.

Principal Responsibilities and Accountabilities

y Carries out supervisory responsibilities in accordance with theorganization's policies and applicable laws.

y Responsibilities include interviewing, hiring, and training employees;planning, assigning, and directing work; appraising performance;rewarding and disciplining employees; addressing complaints and

resolving problems.


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Reporting relationships

This position reports to:

The Vice President Management on regular basis.

This position has authority over:

The area manager will report to him and he can call any personunder this department to report to him.

AUTHORITY OF POSITION

This Position has the following specific authorities.

y Authority to Hire/Terminate Employmenty Authority to plany Authority to train employees.y Authority of appraisal of subordinates.



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JOB SPECIFICATION

QUALIFICATION OF POSITION

M.B.A. with quantitative emphasis or equivalent experience (i.e.marketing, economics, accounting, statistics, finance, or math

background)

EXPERIENCE

y Ten years of experience in marketing (promotion) preferred.y Demonstrated knowledge of Excel, Word, and PowerPoint, with

particular expertise in visual presentation techniques across these

software tools.

ADDITIONALQUALIFICATION

y Marketing Analyst Iy Marketing Analyst II

Travelling & health and safety

y Health and safety would be ensured within the work as well as afterthe full time.

y Special leaves would be given to the G.M. if he / she is not feelingwell and will also be provided medical allowances.

Personality traits:

The skills and abilities required are :

Critical Thinking Judgment and Decision Making ComplexProblem Solving Finger & Manual Dexterity Speech Clarity Deductive ReasoningCompensation and appraisal


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y The performance of the employee will be evaluated against the setof rules and policies and will be appreciated by supervisor if tasksare fulfilled effectively.

y The efficient and effective performance of the employee will becompensated by providing him with different bonuses and cash

rewards.y Excellent employee performance will be upraised by promoting him

to a higher position in the organization.

Language skills

y Ability to read, analyze, and interpret common scientific andtechnical journals, financial reports, and legal documents.

y Ability to respond to common inquiries or complaints fromcustomers, regulatory agencies, or members of the businesscommunity.

y Ability to write speeches and articles for publication that conform toprescribed style and format.

y Ability to effectively present information to top management,public groups, and/or boards of directors.

Mathematical skills

yAbility to apply advanced mathematical concepts such asexponents, logarithms, quadratic equations, and permutations.

yAbility to apply mathematical operations to such tasks as frequencydistribution, determination of test reliability and validity, analysis ofvariance, correlation techniques, sampling theory, and factor

analysis.

Reasoning ability

yAbility to define problems, collect data, establish facts, and drawvalid conclusions.

yAbility to interpret an extensive variety of technical instructions inmathematical or diagram form and deal with several abstract and

concrete variables.


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Physical demands

While performing the duties of this job, the employee is regularly requiredto sit and talk or hear. The employee frequently is required to use hands tofinger, handle, or feel. The employee is occasionally required to stand,

walk, and reach with hands and arms.

Work environment

y Work is performed in a pleasant and comfortable environment.y The working environment would be hygiene free, neat and clean.y Noise level is moderate within the organization.

________________________________________________________________I hereby accept the terms and conditions mentioned above in the

document and will abide by these during the tenure of myemployment with Muslim Commercial Bank (MCB).

SIGNED: ______________________ _______________________Employee Employer (MCB)

DATED:________________ DATED:________________


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Job Advertisement:

Generally, recruitment is done through employment agencies and

classified ads but current employee is often the best of the candidates.Job Advertisement includes:

Advertising in magazines Advertising in newspaper Media College Recruitment Recruitment Through Internet

To Hire a General Manager, the Recruitment Policy is Internal and if nosuitable match is found then we will go forExternal Source of Candidates.Internal Recruitment is more reliable to choose a GM from one of the

experiences Area Managers because General Manager lies in the Toplevel management of Hierarchy and several important positions falls

under thisP

ost. We internally recruit GM by giving ranks to the presentArea Sales Managers and externally we use advertising tool for RecruitingProcess by giving advertisement in Newspaper, Magazine and onInternet. All vacancies are to be advertised in leading newspapers. Theadvertisement includes all the details of the said vacancies. Theadvertisement will have the company name, address and contactnumber. Candidates recommended by company employee may beconsidered but the laid down procedures to be followed. The criteria for

the post will mention qualification, experience and the preferable skillsrequirements in the advertisement.

INTERNAL HIRING FOR

GENERAL MANAGER


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DIVISION

AREA MANAGER

AREAMANAGER

PUNJAB

NEEDS

IMPROVEMENT

AREAMANAGER

SINDH

NEEDSIMPROVEMENT

AREA

MANAGER

BALOCHISTAN

NEEDS

IMPROVEMENT

AREAMANAGER

NWFP

NEEDS

IMPROVEMENT

PRESENT

PERFOMANCE

PROMOTION

POTENTIAL

OUTSTANDING

SATISFACTORY

NEEDS

IMPROVEMENT

OUTSTANDING

SATISFACTORY

NEEDS

IMPROVEMENT

E


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AINAREQUIRESGENERAL MANAGER

MARKETING AND SALES

DIVI I N

AINA is one of the leading pharmaceuticalcompanies in Pakistan with a history of over 42years of serving mankind with the best possible

services and pharma products. It provides highest

salaries and pleasant working environment.

ELIGIBILITY FOR THE JOBYou must have:

yAn MBA degree with majors marketing,economics, statistics and financial analysis.

yMinimum of 10 years experience is required inM&S division of a multinational company.

yExcellent academic track records.yPractical knowledge of marketing techniques.yKnowledge of market trends is an advantage.yGood business analytical skills.yCreative skills and ability to design strategies.

A SELECTION TEST WILL

BE CONDUCTED.Interviews will be taken if the applicant

qualifies the test.

If you feel you have what we need then apply inconfidence with 1 page CV and a recent passport size

coloured photograph at [email protected]. You can alsoapply online at our website

www.ainap.com.pk/careers.aspAINA PHARMACEUTICAL LTD

159 A, Gulberg II, Industrial Area, Lahore.Tel: +92 (42) 7185492-9 Fax: +92 (42) 548-879

UAN# 111-146-142

DO YOU HAVE THEPASSION FOR

LEADING ANDDECIDING? DO YOU

ENJOY MEETINGCHALLENGES ANDTIGHT DEADLINES?

IF SO WE HAVEJUST THE JOB FOR

Y .

Selection Criteria:


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Since General Manager is a high post so we have already screenedpeople by writing the experience and educational requirements. As theGM is to deal with people and handle all the affairs of marketing for allthe provinces so he should have good mental abilities and powerfulhuman skills and personality, so we designed a personality, motivational,psychological, brain storming and human skills test for this post.

Following is the Online Selection Test taken for selecting the BestCandidate:

AINA PharmaceuticalsSELECTION TEST

Name: ENROLMENT # DATE:

1- You suspect that someone close to you is unhappy about something

you have done, but when you ask how he or she felt about it, the person

simply said OK. How do you respond?

o Take what was said at face value that everything really is OK.o Wait until you think the time is right and then encourage the person to

open up and talk about how he or she truly feels

o Assume that the person would rather not talk to you about it respect the right to silence on this matter.

2- You arrive at a party and contrary to your expectations you find that

you know very few people. How do you respond?

o straight for the few people you know in the hope that theyll introduceyou to some of the other guests

o Let your host and your friends know that you have arrived, and thentake the plunge by introducing yourself to some of the other guests.

o Stay for a little while, making sure that you at least talk to your host.

3- It is some time since you had any contact with one of your friends.

How do you respond?


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o Take the initiative and get in touch with the friend to ask how he or she isgetting on.

oReason that, like you, the person has probably been busy and will get intouch with you in his or her own good time.

o Assume that the person has found new friends and dont expect to hearfrom him or her any further

4- You are introduced to someone who seems to be nervous and hesitant

about engaging in conversation. How do you respond?

o Pretend to listen and take an interest in what the person is trying to saybefore moving off to talk to somebody else.

o Listen carefully to what the person is saying, dont interrupt and whenyou do speak, try to respond positively to what the person has said.

o Take advantage of the first pause in the conversation to start talkingabout yourself

5- You have just made friends with someone who is new to the area in

which you live. How do you respond?

o Introduce the person to your friends, but only when you are forced todo so

o Use every opportunity to introduce the person to your network offriends and social contacts

o Allow the person to settle in and to develop other friendships byhimself or herself.

6- A friend has run into a serious problem and is in urgent need of your

help. To offer that help would cause you a great deal of inconvenience.

How do you respond?

o Agree to help, but only if no one else can be foundo Recognize the seriousness of the persons predicament and offer your

support

o Point out the inconvenience it would cause you and suggest that theperson try someone else.


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7- You are in conversation with someone who is trying to explain

something to you but is taking a long time about it and you have

important things to do. How do you respond?

o Make any excuse you can think of to bring the conversation to an endo Explain to the person that you have pressing things to do and ask him

or her to sum up the main points in the argument.

o Say nothing, but make a point of looking at your watch.8- A colleague is talking to you about a complex issue, but you are

having difficulty in concentrating on what they are saying. How do you

respond?

o Try to give the impression that you are listening and wait until theordeal is over.

o Suppress a yawn, say that you are very tired, and ask if you can talkabout it some other time.

o Keep asking questions until you have developed an understanding ofwhat the person is saying.

9- You are in conversation with someone and your eyes seem to be

telling you something different from what your ears are hearing. How

do you respond?

o Say as politely as you can that you are unclear about what is beingsaid and seek clarification about the matters that concern you.

o Treat with suspicion what is being said but make a mental note tocheck it out later.

o Shrug off your doubts and take what is being said at its face value.


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10- You have left a series of messages on a persons answer-phone

saying that you need to speak urgently, but he or she has not returned

your calls. How do you respond?

o Check up to see if anyone knows why the person might not beresponding to your calls, and if there doesnt seem to be a problem,

try again.

o Leave another message on the answer-phone voicing your frustration.o Try to contact the person again, but this time using as many different

methods as are available to you.

11- You are talking to someone over the phone and you detect from the

pauses and tone of voice that the person you are speaking to may be

deliberately holding something back. How do you respond?

o Let the person know that you think - that he or she is trying to deceiveyou

o Distrust what was said and try to find out from other sources what theperson might have been holding back

o Sum up what you think the person has said and ask directly if there isanything else he or she wants to tell you or that you should know

12- A newcomer to your group is having difficulty understanding itsjargon and in-jokes. How do you respond?

o Carry on as usual its up to the newcomer to adapt to the group andnot the other way round

o Correct the newcomers misunderstandings whenever they occur.o Find time to explain some of the jargon and in-jokes to the

newcomer and encourage others to do the same.


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13- You begin to sense that too many jokes are being made at the

expense of a good-natured member of your team, and that the person

concerned has had enough of being treated in this way. How do you

respond?

o Have a quiet word with each of your colleagues to voice yourconcerns over the way they are treating their teammate and suggest

that they change their behaviour.

o Try to deflect the humour away from the person concerned towardsother members of the team

o Do nothing wait for the other members of the team to get themessage and stop what they are doing.

14- A number of minor setbacks in quick succession have left everyonein your team feeling depressed and dispirited. How do you respond?

o Keep smiling, adopt a positive and optimistic attitude, and try to getyour team-mates to put the setbacks into perspective

o Give the team a good talking to by telling them to grow up and pullthemselves together.

o Do nothing just wait for everybody to get over it in his or her owngood time.

15- Members of your group normally get along with each other

extremely well, then suddenly they start to bicker among themselves for

no apparent reason. How do you respond?

o Encourage people to bring their hidden agendas out into the open inan attempt to clear the air and get relationships back to normal.

o Join in the bickering take advantage of the opportunity to get a fewthings off your chest about one or two of your colleagues.

o Try to avoid making matters worse keep to yourself and when youdo speak, take care not to give people any ammunition they can useagainst you.


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16- You have had a team meeting and everyone has agreed to do things

in the same way. Two people in the team then proceed to ignore the

decision and do their own thing. How do you ro Allow the rest of the team some time to put pressure on them to

conform.o Confront them with the evidence and question their integrityo Request a meeting at which the matter and its implications are

discussed by the whole team

17- A normally reliable member of your team arrives late and is clearly

agitated over something. How do you respond?

o Allow the incident to pass without comment.o Demand an immediate apology to the rest of the team followed by an

explanation.

o Ask if the person needs some time to himself or herself and offer yoursupport if it is needed.

18-A member of your group is a perfectionist who worries about small

things. He or she has refused all offers of help to get an urgent job done on

time. How do you respond?

oRemind the person of the consequences of continuing to refuse offersof help and ask how he or she proposes to get the job done on time.

o Tell the person that he or she is letting the group down by refusingoffers of help.

o Get the group together, including the person concerned, to agree thebest course of action.

19-You are out shopping and a man collapses with what looks like a

heart attack. What do you do?

o Drop all your bags & screamo Perform heart massage until the medics arrive.o Whip out your medical kit & try a few quick cures.


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20- You are on holiday abroad & get hopelessly lost driving from the

airport to your hotel. What do you do?

o Switch on your personal satellite information systemo Drive around in circles for three hours hoping to get there in the endo Abandon your car & take a cab - you can collect the vehicle later

21- You don't know where it came from, but a cow is rampaging

through your garden. You

o Telephone the police for help.o Coral the animal & milk if it necessaryo Hide under your bed

22- You are in the middle of an important dinner party when the hired

help spills hot soup all over your boss's lap. How do you cope?

o You pour the entire contents of a jug of water over her lap, explainingthat your prompt action will prevent burns, then lay out a change of

clothes in the guest bedroom & return to the party while she changes.o You dab frantically at the ruined outfit with a napkin while screaming

at the water.o You strip your unfortunate boss by force if necessary, cover the sore

areas in cling film and bundle him/her off to hospital.

23- A relative highly unpopular with your family has announced that he

will be coming to you for the holiday period. What happens?

o You panic & phone up with a story that you all have bubonic plagueo You write a welcoming letter with the postscript: `By the way, as we

are having problems with subsidence & dry rot, I hope you will not

mind sharing a tent with the children in the garden`.o You book a holiday, then write to say that unfortunately you will be

away


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24- The car breaks down in the middle of nowhere. What do you do?

o Strike out cross-country using position of the sun to guide you to thenearest town.

o Sit in the vehicle & hope that somebody will come soono Call for help using your mobile phone

25- What do you keep in your handbag or backpack?

o A horrible jumble of things you needed for years that makes findingyour purse a job for the commandos

o A first aid kit, electronic filofax with internet facilities, waterpurifying tablets & your passport.

o Money, handkerchiefs & your diary.26- You are in the cinema hall & smell smoke. What do you do?

o Quietly leave your seat & alert the usheretteo Scream `Fire!` at the top of your voice & rush for the exito Grab a fire extinguisher & prepare for action

27- What do you think of camping holidays?o Tortureo

Great family funo An opportunity to practice your survival skills.

28- You are on holiday and get the chance to go on a two-hour camel

trek. What do you do?

o Leap abroad & set off without waiting for the guideo Ask if you can go on a one-hour camel trek instead - just in caseo Sneak off in the opposite direction


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29- You feel frustrated and irritated by a difficult task that you have

been asked to do.

How do you respond?

o Take a short break from it to clear your mind and to devise a plan fortackling the job effectively.

o Keep your frustration to yourself, and get on with it as best you can.o Grumble about it to anyone who will listen and get it over with as

quickly as you can.

30- You are working on an important task which you used to findinteresting but you have done it so often that you are now bored

with it. How do you respond?

o Think out a way of doing it as quickly and effectively as possible onthis occasion, and then explore the possibility of a job swap.

o Put it to the bottom of the pile and get on with other, more interestingthings

o Get on with it, but give minimal time and attention to it.31- You have worked hard to achieve your targets and find that you

have exceeded them. How do you respond?

o Enjoy the moment and then sit back and rest on your laurelso Build on your success by setting yourself some new goals to aim for.o Maintain your effort so that your performance does not slip back from

the standard you have established

32- You have come up with some ideas for solving a problem but havebeen told by others that your ideas have little chance of success.

How do you respond?

o Think about what the others have said, modify your ideas, and thentake a calculated risk of putting them into practice.

o Bow to the others superior judgment and forget all about it.o Ignore their advice, trust your own judgment and get on with it.


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33- You have been working on something for a period of time and arehaving difficulty in judging how well you are doing and how you

might improve. How do you respond?

oJust carry on with what you were doing because no one to date hascriticized your performance

oTrust your own judgment and modify your actions accordinglyoCarry out a self-evaluation, discuss it with someone whose judgment

you trust, and modify your actions accordingly

34- You are checking through some data with a view to making adecision and realize that some important bits of information are

missing. How do you respond?

o Assume that the missing data is unimportant and make a decisionon the basis of the information at your disposal

o Take the trouble to chase up the missing data and only make adecision when all of it is available to you

o Make an informed guess about the missing information and makeyour decision accordingly.

35- You have been asked to work on a task you dislike intensely. Howdo you respond ?

o Do it as quickly as you can but with minimum effort.o Keep putting it off in favour of tasks on which you prefer to work.o Get on with it to the best of your ability, giving it as much time and

effort as you are able.

36- You are working on an important task and your colleagues askyou to break off to go for an early-evening drink. How do you

respond?

o Thank them for asking and explain why you cant go with them onthis occasion.

o Turn down their invitation flat without thanks.o Say that you will join them later if you can, even though you have

no intention of doing so


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37- You are faced with a long and difficult task that requires hardwork and painstaking attention to detail to achieve your goal.

Someone suggests a quick and easy way of doing it.

oGive careful consideration to the advice, but reject anything thatmight jeopardize the standard of your work.

oIgnore the advice and stick to the tried and true method of doing thejob irrespective of how long it takes.

oTake up the suggestion immediately and get the job done as quicklyas you can.

38- You have been asked to take on an extra responsibility that youknow is important to your team, but you think that you will find

the new role difficult. How do you respond?

oAgree to take it on, but with no intention of giving it priority overyour existing commitments

oTurn down the request on the grounds that you have more thanenough to do already.

oSay that despite the hard work that the extra responsibility entails,you are ready to face up to the new challenge

39-

The team of which you are a member has been successful eventhough your part in its achievements has been minor, How do you

respond?

o Show your pleasure at the teams achievements and pride in yourown contribution, however minor.

o Congratulate your team-mates and then get on with what you weredoing, leaving them to celebrate their achievement

o Refuse to join in the celebrations on the grounds that you had littleto do with the teams success


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40- You have been working very hard over a period of months in anattempt to improve your performance, but with little evidence to

date that you are succeeding. How do you respond?

o Keep going in the belief that you are right to set yourself high goalsand that you will reach them in due course.

o Reduce your efforts on the grounds that you can perform at a levelthat satisfies other people without having to try so hard

o Reaffirm your commitment to achieving your goals, but seek toimprove the methods you are using to achieve them

41- A problem has come to light in something on which your team isworking and you can help them to resolve it. How do you respond?

o Put forward your ideas before anyone else has a chance to get inahead of you.

o Wait to be asked if you have any ideas for solving the problemo Set out your ideas to the team with confidence and ask them to help

you to implement them

42- You are a member of a group in which no one will volunteer totake on an important task. You are confident that you could do it

well. How do you respond?

o Do nothing wait to be asked.o Let it be known to the group that you would be willing to take on the

task, and that with their support you are confident in your ability to do

it well.o Dont hesitate volunteer to do the job without consulting anyone

43- A vacancy has occurred for a job that would require you to takeon extra work and responsibility. How do you respond?

o Dont apply you can do without the hassle.o Show that you have confidence in your own ability by submitting

your application for the job

o Wait to see if someone more experienced or better qualified than youare decides to apply.


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44- A high-profile working party is being set up to investigate ways oftackling a problem. You have not been asked to join, but

understand that volunteers may be considered. How do yourespond?

o Dont volunteer on the grounds that if you havent been asked to joinalready, someone must think that you are not really cut out for it.

o Put your name forward to serve on the group and let it be known thatyou are confident in your ability to make a positive contribution to its

work

o Let it be known that if no one else volunteers you will be willing to doso.

45- You can see that a crisis is developing and no one present seemswilling to take control of the situation. How do you respond?

o Take the initiative yourself by assuming control of the situationuntil the necessary support arrives.

o As quickly as you can find someone who is capable of takingcontrol of the situation

o Mind your own business you dont want to get the blame ifsomething goes seriously wrong.

46- You have been asked if you would be willing to attend an event asback-up to the main team even though the chances are that you will

not be called upon to do anything. How do you respond?

o Accept the invitation as a chance to be involved and to learn fromwhat will be a new experience.

o Turn down the invitation on the grounds that your time would bebetter spent doing something more productive

o Accept the invitation but let it be known that you would rather bedoing something else.


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47- Some unexpected bad news has left you and your colleaguesfeeling anxious and depressed about future prospects. How do you

respond?

o Suggest that you all go out for the evening and forget about it whileyou have a good time.

o Allow yourself to be drawn into the general mood of pessimism.o Do your best to stay cheerful and concentrate your thoughts on trying

to find ways of turning the situation to your advantage.

48- You have been given some negative feedback on your

performance, which you were not expecting. How do you respond?

o Listen to the criticisms without comment, but inwardly reject themo Flatly refuse to accept the evidence on which the feedback is based.o Listen carefully to the feedback and consider ways in which you can

use it alongside your own evaluation to improve your performance

49- Despite your best efforts you are persistently failing to meet the

performance targets you have set for yourself. How do you respond?

o Stick to your performance targets, but re-examine the ways in whichyou are seeking to achieve them, if necessary increasing your efforts.

o Refuse to give up and resolve to try harder in futureo Reschedule your performance targets downwards to a level that you

know you can achieve

50- Without warning, you have been asked to change the role in theteam you are familiar with for one that will be new to you. How do

you respond?

o Turn it down on the grounds that it is unfair to expect you to take onnew responsibilities at short notice

o Discuss what the new role would entail, then after due considerationback your own ability to respond to the challenge by accepting the

job.

o Agree to do the job for a trial period if certain conditions are met


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51- You are working to a strict deadline on an important projectwhen you run into an unexpected problem. How do you respond?

oDo what it takes to complete the project on time to the highestpossible standard.

o Explain the circumstances and make a plea for extra time tocomplete the work to your satisfaction

o Keep quiet about it and settle for doing the best that you can in thecircumstances, cutting corners if necessary.

52- You have had a job interview, but were unsuccessful even thoughyou appeared to be the best-qualified candidate. How do you

respond?

o Say that you thought that you had a good interview, and that you musthave come up against somebody who happened to perform better than

you did on the day.

o Blame yourself for not having done sufficient preparation for theinterview.

o Pretend that you under-performed in the interview because you didnot really want the job.


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Interview Panel Composition & Questions

After the candidate qualified the test, he will go through an interview

which is another tool for selection criteria. Since this position is thebackbone of the Marketing and Sales Division so our interview is acombination of the following:

1- Situational Interview2- Behavioral Interview3- Job-Related Interview

INTERVIEW PANEL

1-President of AINA2-VPOperation AINA3-HR Specialist AINA4-VP Management

These four people are suitable for conducting the interview becausePresident knows better about companys objectives and goals. He canbetter explain the output that he wants from the Candidate. In addition,VP management and VP operations has information about the

responsibilities and required skills while HR specialist plays sporting role. Heassists both the VPs in conducting better interview. General Manager has

to report directly to the VP management.

All members of the Selection Committee will fill in the Interview AssessmentForm after asking the interview questions in their interview, along with

individuals view and recommendation. The selection Committee willreview the forms filled by other members, discuss the assessment in detailsand decide further course of action.


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INTERVIEWQUESTIONS

1. Why should I hire you?2. What are your greatest strengths?3. What are your greatest weakness and how you overcome

them?

5-Why do you want to work at our company? And why areyouleaving your current job?

6-Tell me about a situation when your work company wascriticized?

6-How do you feel about reporting to a younger person?7-Would you lie for the company?8-Can you work under pressure?9-What makes you angry?

10- If given confidential information how would you deal withit?

11- What were the toughest decisions you ever had to makeand the toughest part of your proceeding job?

12- What was the most boring phase in your past job?13- What changes would you make if you come on board?14- How do you feel about working nights and weekends?


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15- Do you have the stomach to fire people? Have you hadexperience firing people?

16- What would you say if the higher management is crazyabout an idea but you think it stinks?

17- How would you react if one of your subordinates is yourpast enemy?

18- Give me an example of your creativity ( analytical skills,managing ability

etc )while at work?19- How may hours a week do you normally work ?20- Do you like taking work even at your home?21- Whats the most difficult part of being a G.M.Marketing &

Sales Division?

22- What was the toughest challenge you have ever faced ?23- What would you do if you hire people?24- How much money in salary do you expect?25- Why should I hire you from the outside when I could

promote someone from within?

26- Tell me something you have heard about our company ?27- If you won a lottery of 1 billion rupees what would you do?

Would you leave this job?

28- If your subordinates are negative minded or stubborn thenhow would you deal with them?


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29- What would you do to motivate your employees?30- If any conflict arises between you and top level

management then how would you resolve that?

31- How would you manage if your supervisor overloads workon you and dont appraise you?

32- If you need to organize a team people for a project andyour best chosen people are not on good terms with

each other how would you resolve these workplace

conflicts ?

33- What strategies would you develop for the achievementof goals ?

34- How would you appraise your subordinates?35- What measures would you develop if your companys

actual performance does not match with your goals?

36- How would you react to uncertainty abnormal situation incompany?

37- What plans would you design for the growth of company?38- May I contact your present employer?


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NAME: POSITION APPLIEDFOR:

AGE: DEPARTMENT:

VP management VP operations GM HR

President

AINA PHARMACEUTICALS

INTERVIEW ASSESMENT FORM

Sr. Description Excellent Good Average Evaluation

1. Appearances poise &

Maturity

2. Professional qualification

3. Presentation reasoning &

Judgment

4. Related work experience &

Work knowledge

5. Potential for development

TOTAL MARKS 100 62 48

Please not: usually evaluation would range between 40% to 80%

Other remarks (if any)

Expected salary

Expected benefits


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Induction Program:

New Employee orientation programs are designed to assist newemployees adjusting to their jobs and work environment and to instill apositive a work attitude and motivation.

Orientation Plan:

For the post of general manager marketing and sales division oneorientation day is not enough, because this job includes manyresponsibilities. So this induction program consists of 1 month in which In

charge Consultant and Human Resource Manager will introduce a New

Employee to Company.

On joining, the employee will be given appropriate orientation, including:

A complete round trip of the company. A complete round trip of all the departments in different provinces. Meeting with all staff members. Informing him about all the rules and policies of the Company. Tell him about all health and safety issues. Telling him about all the facilities they have.Training needs assessment:

Each Year the supervisor assess training needs for his employees in hisdepartment on the prescribed training need assessment form. In the caseof special training, the concerned departmental heads are responsible to

nominate employees of their department on training request and forwardto the HR department for arranging training program. The HR departmentshall obtain approval from the President in the case of external program.


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Training & Development Program:

Training refers to the method used to give new or present employee the

skill they need to perform their jobs. Training is hallmark of goodmanagement. Following are the training methods:

On the job training Informal learning Programmed learning Computer based training Job instruction training Apprenticeship training Simulated training

Lecturers

This job is related to practical work thats why on the job training method isused. Training program for this post is prepared centrally by the HRdepartment for all and circulated to the concerned departmental heads.Individual heads of departments shall provide input to the HR department

in the regard for finalizing of the Program. The following areas are givenpriority:

Legal issues Office productivity Hrm strategies Effective office administration management Safety, health and environment Manufacturing management Information technology General management Operations of marketing. Marketing Mix. Branding. Price settlement polices. Creating competitive advantage. Promotional schemes. Distribution and supply chain management.The sub heads which also needs training for some of the above are:


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LEGAL ISSUES

Labour Laws A ManagerShould Know Contract Labour (Regulation & Abolition Act) EPF & MP Act - Implementation & ESI ACT Law relating to Bonus, Gratuity, Maternity Benefit & Workmen's

Compensation Legal Aspects of Disciplinary Action Law relating to Trainees, Bonds, Probationers, Temporary & Casuals

OFFICE PRODUCTIVITY

Professional Excellence forExecutive Assistants Decision Making Process & Creative Problem Solving Presentation Skills Effective Written Communication Corporate Finesse & Business Etiquette Time Management

HRM STRATEGIES

Effective Interviewing Skills Recruitment, Selection & Training Compensation Structuring

MotivationT

echniques &S

ubordinate Development Performance Appraisal & Counseling S killsEFFECTIVE OFFICE ADMINISTRATION MANAGEMENT

Effective Office Admn. & Cost Control Measures Leave Rules, Muster Keeping, Attendance Staff Utilisation Office WorkPlanning Scheduling & Controlling Effective Office Management

SAFETY, HEALTH AND ENVIRONMENT

Industrial Safety Management Laws & Procedures for Factory Managers on SHE Safety in Construction Water Management Safety Audit


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Electrical Safety Environment Protection

MANUFACTURING MANAGEMENT

Supervisory Skills to Enhance Productivity & Performance Supply Chain Management Systematic Plant Maintenance Inventory Management Purchase Management Quality Management

INFORMATION TECHNOLOGY

Supply Chain Management Data Security & Storage Application of IT in HRM Effective Use of IT in Financial Accounting CRM & Customer Development NetworkSystems & Management

GENERAL MANAGEMENT

Human Resource Management Financial Management Marketing Management Materials Management Corporate Planning Information Technology in Management Stress Management

The date and venue of the above programmes will be

informed/announced from this site from time to time.

Performance Assessment Criteria:

A performance appraisal is a written evaluation of the performance of anemployee over a specified time period which can be of 1 year.

Performance appraisals are designed to provide employees with aknowledge of their performance over time; to identify strengths and areasof concern in an employees job performance and to provide an


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opportunity for an employee and his/her supervisor to meet and clarifyjob expectations.

An important part of evaluation process is the discussion of the

performance appraisal with an employee. The performance appraisalinterview should take place in private. It provides an opportunity forsupervisors to give positive feedback to employees whose performance

has been satisfactory, and to discuss problem areas with an employeewhose performance has been less then good. A less then goodperformance appraisal is not discipline in and off itself and should not beused as a punitive tool to correct specific violation of rules all incidence ofmisconduct. These should be dealt with at the time they occur by means

of progressive discipline. It is imperative that supervisor point out anemployee an area of weaknesses, council him or her regarding ways tocorrect the problem, and give an employee a chance to improve beforeissuing a less then good performance appraisal.

Performance appraisals are required at the following times:

Annually for all permanent employees, at least three monthsprior to an employee's anniversary increase date.

During an initial or promotional working test period. In order to amend a previously submitted "less than good" rating

due to a marked improvement in an employee's performanceand restore the anniversary increase;

At such other times it is determined that the quality of service ofan employee should be recorded.

Annual appraisals shall primarily base upon achievement of targets and

objectives, plus how an employee fares vis--vis/taraits andcharacteristics in the annual appraisal as spelled out in the format. The HR

department completes relevant columns of the annual appraisal sheetand sends the same to individual supervisors.


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AINA Pharmaceuticals

Annual Appraisal

Employee Name: Code #

Designation: DEPT: Section:

Appraisals:

Leave Record:

Attributes Max Assess HRM Review For

Management

Attitude toward work/General Behavior 20 50% weightage

shall be given forUniform/Personal Hyg. 10 achievement of

AgreeObjectivesEfficiency/Output 40 & Targets.

Regularity/Leave Record 10

Punctuality 10

Team Work/ Corporation 10 Assessment/50

TOTAL 100


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QUALIFICATIONS:

ACADEMIC:TRAINING:

Leave record:

JOB BEHAVIOURS EXHIBITED IN PERFORMANCE PERIOD:

MANAGERIAL BEHAVIOURS

NIL GOOD V.GOOD EXCELLENT

Exercise of Leadership 0 - - 1-2 - - 3 - - 4 - - 5

Quality of Suppression 0 - - 1-2 - - 3 - - 4 - - 5

Degree of Delegation 0 - - 1-2 - - 3 - - 4 - - 5

Development of Subordinates 0 - - 1-2 - - 3 - - 4 - - 5

Motivation of Subordinates 0 - - 1-2 - - 3 - - 4 - - 5

_____/25

C/L S/L A/L W/OPAY TOTAL

Late Coming during the Year


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PERSONAL BEHAVIOURS

Degree of Initiative 0 - - 1-2 - - 3 - - 4 - - 5

Quality of Decision Making 0 - - 1-2 - - 3 - - 4 - - 5

Problem Solving 0 - - 1-2 - - 3 - - 4 - - 5

Crisis Handling 0 - - 1-2 - - 3 - - 4 - - 5

Team Spirit Exhibition 0 - - 1-2 - - 3 - - 4 - - 5

Communication Effectiveness 0 - - 1-2 - - 3 - - 4 - - 5

Work Habits 0 - - 1-2 - - 3 - - 4 - - 5

Safety Consciousness 0 - - 1-2 - - 3 - - 4 - - 5

Enthusiasm 0 - - 1-2 - - 3 - - 4 - - 5

TOTAL POINTS _____/50

_____/75

a) TOTAL POINTS _______/75x30= _______POINTS RATING

* If this section (Managerial Behaviors) is not used, use the formula below:

TOTAL POINTS __________/50x30 = _________POINTS RATING

b)POI

NTS

RATI

NG ________/30x

100 = _________ % = _____________PERFORMANCE

COMMENTS:

RECOMMENDED TRAINING & DEVELOPMENT ACTIONS:

RECOMMENDED CAREER PROGRESSION ACTIONS:


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RECOMMENDED ACTIONS FOR COUNSELLING (IF NEEDED)

Additional Remarks/Comments (if any):

VP management VP operations GM HR

President


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REFERENCES

SEARCH ENGINES:

1.www.google.com.pk2.www.yahoo.com3.www.answers.com4.www.ask.com5.www.wikipedia.org.com6.www.humanresourcemanagement.com7.www.medleylab.com

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