Human Resoure Managment

7/23/2019 Human Resoure Managment

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Human Resource

Management

Final project report

HIGHNOON

LABORTORIES Submitted By:

Arslan Hameed L1S11BBAM0101

Arooj Imtiaz L1S11BBAM0082

a!!a"a Bangas# L1S11BBAM0081

Fatima rao L1S11BBAM

Submitted To:

Mam Madee#a Hamid

Submission Date:

12t# $une% 201&



Acknowledgement

We would like to express our special thanks of gratitude to our teacher Prof.

Madeeha hamid who gave us the golden opportunity to do this wonderful project

on the human resource management, which also helped us in applying practically

all the learned concepts and we came to know about so many new things. We are

really thankful to him.

Secondly, we would also like to thank our class fellows and acuaintances who

helped us a lot in finali!ing this project within the limited time frame.

1



Table of contents

Acknowledgement'''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''1

()ecuti*e summar!''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''' +

Introduction''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''',

Histor!'''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''',

Mission statement'''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''-

.ision statement''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''' -

/"jecti*es'''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''-

roductsser*ices'''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''' 8

Major competitors'''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''8

/rganizational structure'''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''8

or3 specialization4'''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''' 5

6#ain o7 command4'''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''5

Span o7 control4''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''5

epartmentalization4''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''10

6entralization decentralization4''''''''''''''''''''''''''''''''''''''''''''''''''''''10

Formalization4'''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''10

HR 7unctions'''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''' 10

ersonnel planning'''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''10

rend anal!sis met#od''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''10

Scatter plot met#od''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''11

$o" anal!sis o7 t#e position'''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''11

$o" identi9cation4'''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''11

$o" description4''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''11

urpose''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''11

Responsi"ilities and duties''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''11

2



$o" speci9cation4'''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''12

#!sicals demands and :or3ing conditions'''''''''''''''''''''''''''''''''''12

Recruitment''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''1;

ecentralized recruitment''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''1;

Internal recruitment''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''1;

Succession planning''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''' 1;

()ternal recruitment''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''' 1;

Met#ods used 7or e)ternal recruitment'''''''''''''''''''''''''''''''''''''''''''''1;

Ad*ertisement''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''1;

Re7errals'''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''1&

Selection process''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''' 1&

Initial screening'''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''' 1+

6ompleted application''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''1,

(mplo!ment test''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''1,

$o" 3no:ledge test'''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''' 1,

or3 sample test'''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''1,

Inter*ie:'''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''1,

/ne to one inter*ie:'''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''1,

anel inter*ie:'''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''' 1-

Structured inter*ie:''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''' 1-

Inter*ie: content4'''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''1-

$o" related inter*ie:4''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''1-

Situational inter*ie:4''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''1-

Sample <uestions'''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''1-

Bac3ground in*estigationRe7erence c#ec3''''''''''''''''''''''''''''''''''''''18

Induction and /rientation o7 =e: Hiring''''''''''''''''''''''''''''''''''''''''''''''18

/rientation4'''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''18

;



(mplo!ee #and"oo3''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''' 18

In7ormal orientation''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''18

raining and e*elopment'''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''15

/n t#e jo" training''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''15

rogrammed learning'''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''15

Lectures'''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''' 15

Assessing t#e training needs o7 current emplo!ees''''''''''''''''''''''''''15

Assessment center'''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''15

er7ormance appraisal'''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''' 20

(mplo!ee de*elopment''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''20

/n t#e jo" de*elopment tec#ni<ues'''''''''''''''''''''''''''''''''''''''''''''''''20

$o" rotation''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''' 20

6oac#ing'''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''20

/> t#e jo" de*elopment tec#ni<ue''''''''''''''''''''''''''''''''''''''''''''''''''20

Management games''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''' 20

/utside seminars''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''21

()ecuti*e coac#ing'''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''21

er7ormance appraisals''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''21

?rap#ic rating met#od''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''21

articipants o7 t#e appraisal'''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''21

Recommendations'''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''22

6onclusion'''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''2;

Re7erences'''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''2&

()#i"its''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''' 2&

&



+



Executie summa!y

This report provides the analysis and practical applications of all the human

resource management concepts studied in this course. The organization under

consideration is highnoon laboratories, which is renowned pharmaceutical

company. We studied all the elements of human resource management in this

organization including personnel planning, job analysis, recruitment, selection

process, orientation, training and development and performance appraisal. The

organization has implemented all the H functions very well.

,



Introduction

o History

Highnoon was incorporated as a private limited company in !"#$ in the historical

and culturally rich city %ahore, called the heart of &akistan. 'rom the very

beginning Highnoon embarked on a relentless pursuit of e(cellence led by its

visionary )hairman. %eading from the front, he developed a culture of

commitment, fierce competitiveness and distinction in every area of company*s

operation. +trategic alliances with some of the bestknown names in the global

pharmaceutical industry itre forged. Highnoon has since then, marched ahead

introducing state of the art products and setting new trends in the industry.

Highnoon*s therapeutic focus in )ardiology, -astroenterology and &sychiatry has

led to the development of franchises, which are now the most admired in the

healthcare industry. These are the company*s highly prized assets, a symbol of its

enterprising approach. nnovation has been a highly sought after attribute at High

noon all along. 'rom the very first product to the very recent introductions, speak

volumes of the ingenuity behind product selection and portfolio development. The

organizational structure allows the employees the freedom, which is necessary to

further initiative and creativity, take appropriate decisions and implement thesewith conviction. This approach has enabled High noon to bring forth worldclass

capabilities in marketing, sales, research and development and production.

Highnoon has seen phenomenal growth, which has fascinated people home and

abroad. Highnoon converted to public limited company, and listed on /arachi and

%ahore bourses in !""0. Highnoon %aboratories %imited was the sole agent of

+olvay &harmaceuticals 1-ermany2 till 3une 45!!. Highnoon continues on its path

to discovery, scaling new heights and see new higher challenges. Highnoon the

success story, carries on.

-



o Mission statement

We strive to maintain e(cellence in our business practices with the objective to benefit6

7 8edical )ommunity

7 )onsumers

7 +takeholders

7 9mployees

7 And to improve the :uality of %ife by providing :uality &roducts

)onsistently.

o Vision statement

At Highnoon %aboratories we understand the duties of being a responsible

corporate citizen and stand true to our conviction and promise to work for the

betterment and prosperity of our people.

“HIGHNOON FOR A HEALHIER NAION!

o O"#ecti$es

The management has set for itself the following objectives. These are the

hallmarks of our journey towards a Healthier ;ation6

7 9(cel in meeting customer needs.

7 8aintain leadership in national pharmaceutical industry.

8



7 -ain confidence of <octors, &harmacists and )onsumers

who use our products.

7 +eek employee involvement, continuous improvement and

enhanced performance goals.

7 9nhance e(port business.

o "!oducts#se!ices

8edicines, nutrition products and pharma products

Aerotec rabecid

Avotin +kila(

Tagip %oprin

Alcac pratec

&rospan Tagip

/estine )yrocin

=lokium )idine

o Ma#or com%etitors

7 -etz pharma

7 -+/

7 ))%

7 +AA8

5



o Organi&ational structure

$o!% s&eciali'ation'

There is high degree of work specialization in highnoon. Highly specialized person have been hired according to the re>uired e(perience and background used

for this purpose.

10



()ain of command:

Highnoon has a strict chain of command. %ine management strictly followed by a

company. ;o one is allowed to talk consultant or higher authority directly. There

is a proper system who report to whom.

S&an of cont!ol:

Highnoon has a narrow span of control. t refers that a number of employees a

subordinate has. n highnoon, there are appro(. 4 to ? employees working under

one manager.

De&a!tmentali'ation:

Highnoon is highly departmentalized. t has applied departmentalization

according to function. t means that people with common knowledge, skills

working in common unit.

(ent!ali'ation # decent!ali'ation:

Highnoon is centralized rather than decentralized. 9very decision and policy is

made by the top management or 8<. t has a top to down management.

*o!mali'ation:

Highnoon has highly formalized employees. They must follow rules and

regulations set by company management.

o HR functions

"e!sonnel &lannin+

'orecasting personnel needs

/nowing the fact that every method has its flaws, they plan or forecast personnel

needs using two methods6

11



T!end analysis met)odTrend analysis is the process of comparing business data over time to identify any

consistent trends or results. @ou can then develop a strategy to respond to these

trends in line with your business goal.

Scatte! &lot met)od

A scatter plot is a two dimensional diagram that displays individual data points

based on intersection of two variables, shown as vertical and horizontal a(es.

They use it for data analysis and decision making.

,ob analysis of t)e &osition

$o" identi9cation4

Name6 Wameez >adri

(e%artment6 esearch and development

)o" title6 < manager

Location6 %ahore

*u%er$isor+s name6 Abubakar khan

*u%er$isor+s title6 < senior manager

12



,ob desc!i&tion:

urpose

As a manager of research and development department, they have to plan,

perform and monitor all activities related to research and development, design and

testing of our products, incorporating technology and cost reduction measures.

Responsi"ilities and duties

i. To support business goals.

ii. Transfer new technologies, products and manufacturing process into and

out of company.iii. Assess the re>uirement for new products based on market needs in

cooperation with sales department.iv. +ubmit periodical reports to management showing the status of <

progress.

v. )oordinate with concerned department to update the product range.vi. <ocument all phases of research and development.

vii. +uggest training tools to enhance employee performance and skill

development.

,ob s&eci-cation:

8inimum >ualification6 bachelor level degree

9(perience6 B years but less than ? years and more e(perience in business

management, research and development and lighting technology field.

S3ills and a"ilities

i. 9(cellent communication and presentation skills.ii. 8anagerial skills

iii. %eadership skills

iv. <ata collection, analysis and documentation skills.

1;



Super*isor! responsi"ilit!

8anager of one department comes in a supervision of him.

#!sicals demands and :or3ing conditions

While performing the duties on job the employee is fre>uently re>uired to sit and

talk and hear as well as heCshe is also re>uired to walk, stand and hands.

'urthermore being a manager of research and development department re>uires

little physical effort. The working condition will be normal air conditioned during

summers.

o Recruitment

ecentralized recruitment

Highnoon conduct decentralized recruitment. 9ach of them can make recruitment

decision within their sections. They have freedom to set their own recruitment

strategies.

@ Internal recruitment

Highnoon prefers internal recruitment over e(ternal recruitment. nternal

recruitment is when job vacancy is filled by one of the employee within the

organization. nternal vacancies are advertised to the staff through notice boards,

intranets or even during staff meetings. t gives e(isting employees opportunity to

advance in their career in the organization and it makes them motivated.

Succession planningHighnoon uses the system of succession planning.

+uccession planning means systematically identifying, assessing and developing

leads or successors of the organizational job vacant in future. t is mostly used for

e(ecutive jobs.

1&



@ Exte!nal !ec!uitment

Highnoon also uses e(ternal recruitment.

9(ternal recruitment is when organization look for applicants outside the

organization to fill a vacancy.

Met#ods used 7or e)ternal recruitment

Ad*ertisement

Highnoon mostly uses advertisement for e(ternal recruitment. Advertisements are

mostly posted in newspaper, sometimes on radio, depending upon the kind of

people you are recruiting. The job description and the job specification are

mentioned in the advertisement.

Hig#noon :e"site

They also use their own website to recruit employees. The vacancy is posted in

the career opportunity section of their website. The following link is6

http6CCwww.highnoonlabs.comCloctestC

*ia Internet

highnoon also uses internet for recruiting purposes. There are many websites for

advertising the job openings online like rozee.pk and many others where the job

openings are announced with the re>uired job description and job specification

and the eligible candidates can apply.

Re7errals

Highnoon prefer referrals for recruiting.

eferrals are given by the employees. 3ob openings are posted on the notice

boards and employees are re>uested to refer someone from their social circle like

friends and family who are suitable for the job. They consider it an effective and

reliable method of recruitment.

1+

http://www.highnoon-labs.com/loctest/

http://www.highnoon-labs.com/loctest/



initial

screening

completedapplication

emplo!ment test

AaB jo"3no:ldge

test

A"B :or3sample test

inter*ie:

AaB one toone

inter*ie:

A"B panelinter*ie:

"ac3groundc#ec3

jo" o>er

o Selection &!ocess

This is the process through which highnoon selects the employees6

Initial screening

n this initial screening stage, all the employees who do not meet the minimum

>ualification are e(cluded and the pool of candidates is filtered.

1,



6ompleted application

n this process the employees who are most suitable with the job and are more

skilled and e(perienced are filtered further and the test dates are sent to all of

them.

Em&loyment test

Highnoon conducts two types of employment test6

a $o" 3no:ledge test

n this kind of the test, all the knowledge related to the actual job is tested and the

candidates are filtered on the basis of how well they know the job. 'urther

candidates are filtered in this process and the candidates who passed are sent the

dates for the work stimulation test.

" or3 sample test

n this type of test they provide the candidate any activity or task which is

re>uired for the job and the candidate is tested how well the candidate can manage

the activity or the task.

Inte!ie.

nterview is a goaloriented conversation in which the interviewer and applicant

e(change information in facetoface meeting to investigate areas not addressed

by the application form or tests. Highnoon conducts two types of interview6

a /ne to one inter*ie:

This type of interview is conducted when the employees passes the employment

test. There is a one to one interview which is conversation or test between an

interviewer and a candidate and both parties will come up with an opinion after

the interview ends.

1-



" anel inter*ie:

After a candidate passes the previous interview, a panel interview is conducted in

which different people of the organization sit together and the candidate is

interviewed by all of them. Then the re>uired number of candidates is finalized.

Nature o, inter$iew'

Structured inter*ie:

Highnoon conducts structured interviews. n structured there is a fi(ed pre

designed format interview in which all >uestions are prepared and are asked in the

same order to each interviewee.

Inte!ie. content:

Highnoon uses two types of contents in the interview6

@ $o" related inter*ie:4

Highnoon uses this type of interview. n this interview the candidates are asked

>uestions about the job itself. The knowledge of the candidate is tested in it.

@ Situational inter*ie:4

n this interview the candidate is given a scenario or a situation he Cshe may have

to encounter in future and asked that how heCshe will react and what heCshe would

do in the situation.

Sample <uestions'

:. how can you make your workers work efficientlyD

:. what made you choose to apply in research and development managerD

:. What would you do if the work of a subordinate or team member was not up to

e(pectationsD

:. What would you do if the priorities on a project you were working on changed

suddenlyD

18



o Bac%+!ound inesti+ation#Refe!ence c)ec%

After the interview, highnoon don*t go for background investigation for this level

1rd manager2.

)o" o,,er

'inally after the processes the finalized candidates are offered a job in the

organization.

o Induction and O!ientation of Ne. Hi!in+

O!ientation:

Highnoon gives orientation to its new employees on their very first day. And the

orientation is conducted by the H specialist and then further by immediate

supervisor. They do not as such use orientation check list for this purpose.

(mplo!ee #and"oo3

They provide the employees with the small book where company*s document and

rules regulations of firm are listed. The H policies like leave, employee fringe

and benefits are listed in.

In7ormal orientation

Highnoon highly emphasizes informal orientation because they think employees

must feel warmth welcomed and at ease with organization. The employee must

begin its socialization process and learn from it. Highnoon believes that a person

learns best when the person is comfortable and at ease for which they arrange

annual dinners.

15



o T!ainin+ and Deelo&ment

Highnoon use different training methods but most commonly used are6

On t)e /ob t!ainin+

Highnoon prefers the employees to learn by actually doing it or performing it. En

the job training means the training the employees at the place of work while

heCshe practically doing the job.

@ rogrammed learning

Highnoon stresses upon the fact that the employees learn best when they

understand and learn at their own pace.

&rogrammed learning is a techni>ue in which a learner is presented with a small

chunk of information like facts and problems and is allowed to respond after

understanding it. Then the accuracy of answer is tested and feedback is provided

to the employees.

@ Lectures

Highnoon also uses lectures for training their employees. +ometimes %ectures get

boring but they can effective as well. %ecturing is a >uick and simple way to

present knowledge to large group of trainees.

Assessin+ t)e t!ainin+ needs of cu!!ent

em&loyees

9ffective training consists of properly assessing the laggings of employee and to

train them accordingly. Highnoon uses following methods to assess the training

needs of employees6

@ Assessment center

Assessment center comprises the range of activities or simulations designed to

test the skills re>uired for a job and for future potential the organization is looking

20



for. t is done to find out that how employees perform in various situations, which

are often modeled on real life work based scenarios.

@ er7ormance appraisal

&erformance appraisal is also a very good evaluation techni>ue. t gives you a

complete detail of employee performance, where is the employee weak and what

skill does it lack. Highnoon uses the performance appraisal to judge the training

needs of employees.

Em&loyee deelo&ment

Highnoon focus on many developments of employees. t implements differenttechni>ues for development of employees. +ome techni>ues are on the job while

some are off the job.

On t)e /ob deelo&ment tec)ni0ues

@ $o" rotation

A job rotation is a techni>ue in which employees are moved between two or more

jobs in a planned way in order to e(pose the employees to different e(periencesand wider variety of skills which enhances job satisfaction are cross train them.

@ 6oac#ing

Highnoon mostly uses this development techni>ue. )oaching is a process which

enables individual to achieve their full potential. )oaching often provides a

positive feedback about employee efforts. +imultaneously it brings performance

issues to an employee*s attention when they are minor and assist the employee to

correct them.

21



O1 t)e /ob deelo&ment tec)ni0ue

@ Management games

Highnoon conducts management games for its employees. -roups are formed and

they are given different tasks to be performed like the ones they have to deal in

practical work. +uch activities helps employees learn the best by being involved.

t helps them to develop their problem solving skills and organize themselves.

@ /utside seminars

Highnoon also conducts outside seminars and send its employees to the

conference for keeping their knowledge up to date. t helps them in their actual

job and they feel more confident and motivated with ac>uiring the latest

knowledge.

@ ()ecuti*e coac#ing

t also conducts e(ecutive coaching and hires the outside consultant who

>uestions the e(ecutive*s boss, subordinates and family in order to identify the

strengths and weaknesses. t is used to develop top manager*s effectiveness.

o "e!fo!mance a&&!aisals

?rap#ic rating met#od

Highnoon uses graphic rating method to appraise its employees. n this methodevery employee is rated by a range of performance values for lists of its traits. The

assigned values for the traits are then totaled and then the employees are

appraised and rewarded according to those scores.

22



articipants o7 t#e appraisal

n highnoon the appraisal is only done by the immediate supervisor. Enly the

immediate supervisor takes part in appraising the employees.

Recommendations

Highnoon seems to have very mechanistic organizational structure. t must

make it a bit fle(ible so the organization can adapt to the changes more

efficiently.

Highnoon must add more ways of recruitment. The more of recruitment are

used, the better pool of candidates a company can make which will be very

helpful in effective recruitment.

Highnoon must improve its research and development department as

innovations and discoveries are the most important part of a pharmaceuticalcompany.

The must also increase the focus on the off the job development techni>ues.

They must arrange more activities for the development of employees.

The most important thing that needs attention is the participants of the

appraisal system. They must include more people for the appraisal of

employees like peers, subordinates and rating committee because if only an

immediate supervisor is appraising the employee, there might be factor of

biasness involved. This can be unfair and make the employee unmotivated.

2;



(onclusion

e concluded t#at t#e compan! is :or3ing <uite #ard "ut #as a

long :a! to go' #e compan! #as to 7ace a lot o7 strong

competitors' #e compan! must create a *er! strong competiti*e

edge t#at :ill attract all t#e consumers' #e compan! needs to

use strong mar3eting tec#ni<ues to reac# di>erent doctors and

tell t#em a"out t#eir medicines and #o: t#e! are "etter t#an

ot#ers' #e! must :or3 on t#e recruitment met#ods and t#e

appraisal met#ods o7 t#e compan!' #e emplo!ees are t#egreatest asset o7 an! compan! so t#e! must 7ocus on t#e

moti*ation% training and de*elopment o7 emplo!ees'

=o: da!s%

people are more inclined to:ards Internet 7or o"taining

rele*ant in7ormation' It is t#e time 7or p#armaceutical companies

to "uild t#eir mar3eting strategies around t#is digital media

t#roug# e"site mar3eting% online mar3eting'

2&



Refe!ences

#ttp4:::'#ig#noonCla"s'com

#ttp4#umanresources'a"out'comodglossar!rgrecruitme

nt'#tm

#ttp4:::'#umanresources'#r*inet'comper7ormanceC

appraisalCmet#ods #ttp4:::'#umanresources'#r*inet'comper7ormanceC

appraisalCmet#ods

()#i"its

$o" application 7orm

/rientation c#ec3 list

Inter*ie:ee <uestionnaire

http://www.highnoon-labs.com/

http://humanresources.about.com/od/glossaryr/g/recruitment.htm


http://www.humanresources.hrvinet.com/performance-appraisal-methods/




http://www.highnoon-labs.com/







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