Advanced HR Management Final Exam

Professor: Dr. Abd El Nasser Ghanem

Advanced Human Resource Management Course

Final Exam Answer

Question 1?

1. Question (1) (6 Degrees):

Compensation system is a very important strategic tool of organization management; it is
composed of a package of different types of direct, indirect, monetary, nonmonetary, fixed,
and variable compensation, and based on a mix of the entitlement philosophy and
 performance-oriented philosophy. Each organization Forms its own compensation system
according to a variety of factors, such as its industry labor market, its strategic objectives, its
competitors, and other.
Please analyze the compensation system of your organization, identify its
component in terms of type, philosophy, and explain to what extent it is suitable for
achieving your organization’s strategic objectives. In addition, please indicate any
modifications you suggest to increase its strategic effectiveness
Answer question 1:

Compensation system

It is regular that any “Restructuring” is followed by a process of job analysis, due to

many changes in tasks, workflow, authority, responsibility and other.

Performance = Willingness * Ability * Conditions

Compensation system combines compensation and benefits with personal growth

opportunities inside a supportive work environment. A strong rewards system can help
organizations to maintain a balance between providing competitive compensation and
stick to a suitable budget.

My organization is called BMIC, The Assessment of compensation system important

outcome of this phase is a report, which includes:

BMIC organization goals and key measurements of the performance or behavior that
the reward program will support are the following:

Objective Targets Weight Concerned Owner

Ensure no injury for Zero fatality rate for BMIC 5% All Plant Team HSE
all BMIC employees (zero fatality) Manager
Employees. Zero Lost time injury frequency
rate for BMIC employees (zero
LTI's)
25% reduction for the number of
contractors LTI's compared with
2018.
4 HSE training hours/employee
(BMIC employees).(Hold Corona

1|Page
 virus)
95% closing for hazard alert and
unsafe conditions reported for
each department.
Reduce OOL dust emissions
frequency by 25% in 2019
compared with 2018.
80% closing of housekeeping
ATR.
Close EEAA Plan regarding coal
Complying with legal
project and getting the renewal
requirements and HSE
of EEAA approval for coal using. 5% All Plant Team
Improve Workplace Manager
Finalize leagal requirement of
environment
quarry and getting the renewal
quarry approval for limestone
using.
Finalize leagal requirement of
EEAA for the gas and dust
mointor.
Sustain Production > 1000000 TPY for
performance Clinker
Production
Optimize Clinker 30% All Plant Team
Production > 1100000TPY for Manager
and Cement
Cement
Production
< SHC 835 Kcal/kgCL with coal
806 Kcal/kgcl HFO
Optimize Energy < Total plant SPC 94 kwt/tcem Pro.& Main.
20% All Plant Team
use Power factor > 95% Managers
implement 95% of the BMIC
Eenergy management Plan
Reliability factor > 97.5% for
MIX crusher & 24 MTBF
Reliability factor > 97.5% for
RAW & 60 MTBF
Achieve reliable Reliability factor > 97.5% for Kiln Mainentance Mainentance
30%
Production & 400 MTBF team Manager
Reliability factor > 97.5% for
coal mill & 60 MTBF
Reliability factor > 97.5% for
cement mills & 60 MTBF
> 98.1% performance factor
Optimize Quarry
> 95% thermal substitution coal
operation and Coal Production Production
< 5% thermal substitution HFO 10%
& pet cock team Manager
consumption Implement 100% new quarry
mining plan
Recycle 100% rejected cement
Achieve financial Production Production
Bags damaged % < 0.003% 15%
success team Manager
Control received raw

2|Page
 coal/petcock moisture content
max 7% net cal >6800
Serpt additive < 0.05 %
CEM additive >17%
Physical stock deviation max +-
2% deviation
Optimize and control main
storage and bags storage (one
physical check every 3 months -
cross check every month With -
+0.3% max
Physical stock deviation max +-
0.05 % deviation / RM Physical
stock deviation max +-2%
deviation
identify list of absolute spare Perp. Storage Perp.stroage
storage optimizatios parts and send it to purshasing 35%
team Manager
departement
list and include 100% remaning
coal spare parts in the spare
parts storage
Daily using and upload data on
SAP
Daily issuance of spare parts
and goods
PR formtion cycle max 3 days
Max 3% of production above
2% Free CaO
Average of C3S = 51%
S.D of C3S< = 3%
Achieve the agreed Lunch Cem type 2 32.5 N AP production Production
10%
quality targets Cement strength 28 days > 45 &qaulity team Manager
N42.5 and > 35 N32.5
To ensure optimizing the clinker
chemistry with maximum
addition of coal & petcock
implement internal training plan
at least 75% (Hold Corona virus)
One round job rotation at least
improve reporting skills at least
Develop and built one employee from each 5% all plant team All Plant team
BMIC team department
improve coaching, feedback and
delegation skills for suborinate
implement access gate control
written permission policy
Study AFR Project Mainentance
5%
complete masonry cement silo team

3|Page
 project
implement new projects / water Main.
New projcets
wells mainatenatnce and upgard Manager

 The behaviors and values is to be rewarded is as following

Core : Adhering to principles and values

Executives / Top Management Engineers / Staff
* Relating and Networking * Leading and supervising
Applying expertise &
* Persuading & Influencing *
technology
* Formulating strategies and concepts * Analyzing
Delivering results & meeting customer
* * Learning & Researching
expectations
Coping with Pressures &
* Entrepreneurial & commercial thinking *
Setbacks

Managers / Section heads Technicians

* Deciding & Initiating action * Working with people
Applying expertise &
* Leading and supervising *
technology
Following instructions &
* Planning and organizing *
procedures
Delivering results & meeting customer Adapting and responding to
* expectations
*
change
Achieving Personal Work &
* Adapting and responding to change *
Objectives

What is BMIC composition system

1- Base Pay both two categories are existing in BMIC

 Hourly pay the payment based on time, used for contractor people and
outsourcing team
 In contrast, the payment based on consistent payments (salaries) regardless of
the number of hours for technical BMIC team in both head office and plant
2- Performance-oriented philosophy will be evaluated below
3- Direct (Performance) financial and tangible (Monetary) bonus linked to
performance

4|Page
 4- Indirect (Membership) financial and tangible (non-monetary) Medical Insurance
and social care and transportation allowance

The compensation systems identify its component in terms of type, philosophy BMIC
as the following:-

1- Performance-oriented philosophy
 BMIC does not give an automatic yearly increase in base pay to
employees who spent a year there, The annual increase will depend on
organizational performance
 No one can guarantee for additional increase simply for completing
another year, but incentives reflect performance and financial situation
of the company.
 BMIC respect employees’ performance and Variable bonus or annual
increase may be paid on basis based on performance and financial
success of the organization
Yes, Performance-oriented philosophy is supporting BMIC to achieve financial success and to
sustain company performance and achieving their goals. Bcz it depend on performance criteria.

Suggestion or modification needed for BMIC compassion system strategic effectiveness.

1- Make part not exceed 20% of monthly compensation to be Variable pay is to be

linked directly to individual performance in a form of bonuses.
2- Combined the two philosophies of Performance-oriented philosophy annual and monthly
bonus and Entitlement philosophy for normal legal annual increase.

3- Evaluate and modify salaries average according to External equity refers to How a
job’s pay rate in similar compared companies.

Question 2?

1. Question (2) (6 Degrees):

Explain in your own words the advantages of “Balanced scorecard” as a strategy
performance management tool or a structured report that can be used by managers to
keep track of the execution of strategies. In addition, please identify its four perspectives

5|Page
 from your organization’s point of view, and give example of your organization’s strategic
objectives in each perspective taking in your consideration its current strategic
objectives
Answer question 2:

The advantage of barnacled scorecard tool?

 Improve and make the company more alignment and break silos between
different departments which support achieving organization strategic goals.
 Enhance and adapt communications skills, support team to well communicate
internally and externally.
 Connect, link and connect the organization strategy and operation performance.
 Focused more on organization strategy and company goals achievement.
 Circle and Integrated strategic planning and management of the organization

Please identify its four perspectives from your organization’s point of view

The following are

1- Financial: BMIC identified relevant financial measures. Example: Achieving

financial success (Optimize Energy use)
2- Customer: BMIC identified relevant measures about "What is important to our
customers and stakeholders?" Examples: Achieving customer satisfaction & Lunch
Cem type 2 32.5 N AP
3- Internal business processes: BMIC identified relevant measures about
introductions. Example: Sustain company performance (Optimize Quarry
operation and Coal & pet cock consumption)
4- Learning and growth BMIC identified relevant measures about, Example: Develop
and strength BMIC team

Question 3?
3- Question (3) (6 Degrees):
Explain the stages of the Career paths. Describe each of these stages and the
characteristics of each.Moreover, please write a report on the stage you are in now,
your progress in it, and how do you prepare for your following stage?
Answer question 3:

6|Page
Career Path Stages

1- Exploration: Individuals take many important career decisions before entering the
labor market. It is assumed that parents and teachers early in our lives identify
the alternatives available to us and guide us in appropriate directions.
2- Establishment: Where the individual starts to search for the appropriate job, he
has many tracks but he is not experienced in any of them, relaying on his
strengths and skills to choose the most appropriate paths in accordance with his
characteristics. This stage is characterized by concern risk, tray and error.
3- Achievement: begins after the individual has settled in a specific job and after
acquiring a sufficient experience in the new field, he is promoted here to better
positions with greater responsibility in this area in which he settled. He has both
the appropriate experience and motivation and power required for achievement
and innovation in the field in which he settled, and begins the stage of
achievement and creativity.
4- Maintenance: The employee has accomplished many achievements in the
achievement stage, and has almost reached the maximum ambitions in the
professional field, so he has less effort and motivation and will seek to focus on
the aspect of respect for himself and get it from others by supporting them and
give them his experiences.
5- Pre-retirement: where the employee has achieved his professional goals, he
becomes less effort and has more experience, thus he utilize these expertise in
the appropriate tasks, which are often consultancy.

 I am plant manager as my career stage now is Achievement I have passed many

Establishment stages many years ago I was deputy plant manager, I have settled
in a position of deputy plant manager job and I have a sufficient experience in the
new field, and I promoted in my company to be plant. I have both the
appropriate experience and motivation and power required for achievement and
innovation in my the field
 I am preparing for my next career path to reach max maximum ambitions in the
professional field by the following

7|Page
 I. Learning and certified MBA and prepare DPA Later.
II. Focus in areas out of my scope to develop my skills like marketing and
finance.
III. Job rotation.
IV. Make 360 evaluation and serve to improve my weakness
V. Prepare and implement succession plan
VI. Prepare and implement talent plan

MY DEVELOPMENT PLAN

INDIVIDUAL DEVELOPMENT PLAN

Current Strengths Inspiration on development activities

1-Ability to communicate across team members and departments. On-the-Job :

2-Accontable –reasonable.  New work assignment (stretch

assignment)
3- Problem solving  Project responsibility
 Observe a colleague (with
4-Achieving personal work goals and objectives. debrief)
 Do something under
5- Analyzing and writing reports ‘observation’
 Get feedback
6- excellent leadership and managerial skills  Ask somebody to ‘coach you’
while you are working
 Assist a ‘functional expert’ on
a new task

Tools :

 Benchmarking
 Best Practices
Required Skills  Literature and internet

1-Coaching and giving feedback

Off-the-Job :
2- MBA & DBA
 Formalized coaching session or
mentoring

8|Page
3- more focus on marketing and financial areas .  Work assignment in another
plant , department
4-Select team member and build organization.  Internal training (Unit,
Technical Centers, Division or
Group)
 External Training

How to get there? Follow up

Question4?

4- Question (4) (6 Degrees):

Internal equity is an important factor for compensation system success. Explain what
is meant by internal equity? Why it is important? How it can be achieved? Should the
job evaluation depend on an appraisal of the jobholder's performance? Why? Or Why
not? Prepare a scale for evaluating jobs of for your organization?
Answer question 4:

Internal equity: How fair the job’s pay rate is, when compared to other jobs within the
same company.

9|Page
The internal equity can be achieved by respecting designing should aim to achieve inter
equity, which is balance between the inputs an individual brings to a job & the
outcomes he or she receives from it.

Inputs include experience, education, skills, efforts and time.

Outcomes includes pay, benefits, recognitions, and any other rewards

We can achieve internal equity as following:

 Put in place a designed approach to measure jobs and salaries to diagnose,

understand and address salary variance in your workforce.
 Be transparent about pay policies, trends and the changing demands of your
workforce. Speak openly about the skills needed and the skills you expect you’ll
need in the future. This is not necessarily confined to your company – there may
be a need for this on a national or international level, especially when it comes to
training young people.
 Be realistic and plan for these changes.
 Develop a compensation strategy that includes a risk management plan. Map out
all the internal and external pressures that have historically affected salary levels,
as well as those likely to in the future. And devise solutions to mitigate each risk
when they occur. From skills shortages, to downturns, rogue business managers
who recruit their own talent and ignore salary bands: Each eventuality can be
planned for and tackled. Stakeholder management is key when an organization’s
reputation is risk.

Yes, the job evaluation should depend on an appraisal of the jobholder's performance,
because they are being fairly treated by comparing their own inputs/outcomes ratio to
the input/outcome ratio of others.

10 | P a g e
The following are two a scale samples for evaluating jobs of for BMIC organization

Individual Key results

Result
# Objectives Weight % Rating % % Comments
( Weight
× Rating )
1-Achieve yearly production 4.315
m.tons
1 2-C3S Stdv less than 2.0%
30% 0.0%
3-Isolated clinker less than 1.0%
4-Max 770 Kcal/Kg clinker
2 5-Max17.85 Kwh/Tclinker
20% 0.0%

3 Max 300 mg/t clinker 20% 0.0%

1-Frequency Rate Max 3.7
2-Severity Rate Max 0.6
4 3-Cleaning and arrangement at working
15% 0.0%
area
1-Finish SOPs and all production
documents
5 2-Kiln rate capacity 102% 15% 0% 0.0%
3-planning and implementation of
employee development plans
Tota
100% 0%
l

At year start

Complete the following sections:

- Section A: Person Data

11 | P a g e
 - Section B: Assignments
Description of Assignments: What should be achieved and by when. Results should be formulated SMART: Specific,
Measurable, Achievable, Realistic and Timely.

- Section C: Competencies
Manager selects which competencies are most important for the employee to demonstrate during the coming year
and which will be evaluated at year end.

- Section D: Development Plan

Establish the development plan for the coming year (Objectives and Activities). Development activities should be
agreed between employee and manager.

1) Mid-year

It is recommended to conduct a mid-year review after approximately six months to discuss the employee’s performance
and needs for further support or development, if any. Also, the mid-year review is a chance to adjust the Assignments,
i.e. to check if those that were established at year start are still relevant, and if new Assignments should be added.

2) At year end

Complete the following sections (continue completing the form that was partially completed at year start):

- Section B: Assignments
Manager rates the employee’s performance against fulfillment of each assignment. Assignments that have turned
out not to be relevant may be rated as 0 = not applicable and will not be taken into account in the final
performance rating. Add assignments that were not initially foreseen.

- Section C: Competency Rating

Manager rates the employee performance against those competencies which are relevant for the job. See
guidance.

- Section D: Development Plan

Indicate whether the planned development activities have been completed or not. If not, the reasons can be
explained in the Comments field.

- Section E: Manager’s comments and rating

Manager briefly describes the employee’s main strengths and development areas as they have been observed over
the past year in relation to the performance of the job. Manager assigns an overall total rating of the employee’s
performance, taking into account accomplishment of assignments, additional significant accomplishments and
performance of the ongoing basic responsibilities.

- Section F: Employee’s comments

Employee adds any comments that he/she may have regarding the past year performance, the rating, wishes for
future such as professional growth, support from manager or similar.

Note: When the performance review process has been fully established, the yearly performance review will
consist of two parts: One part which is looking back at the past year, and one part which is looking forward.

12 | P a g e
Section A: Person Data
Employee Full Name: Employee Code:
            
Title: Department: Manager name:
                 
Period under review: Start date: End date:
                 

Section B: Assignments

1 - Needs Significant Improvement

Describe 3-5 assignments that are to be accomplished by the employee
within the review period.

(Meets Expectations)

2 - Partly Satisfactory
An assignment is a task or piece of work allocated to the employee as

4 - Very Satisfactory

0 - Not Applicable
part of a job. A job consists of many assignments so consider what is
5 - Outstanding

3 - Satisfactory
most important.

1. Health & Safety

2. Plant Performance

3. Cost & Cash

4. People

13 | P a g e
 5.      

Section C: Competency Rating

 Manager indicates relevant competencies at year start

Deciding and Initiating Action
Cooperating & Deciding
Supporting & Leading

Leading and Supervising

Adhering to Principles and Values

Working With People

Relating and Networking

& Presenting
Interacting

Persuading and Influencing

Presenting and Communicating Information

Writing and Reporting

& Interpreting
Analyzing

Applying Expertise and Technology

Analyzing

Learning and Researching

Conceptualizing
Creating &

Creating and Innovating

Formulating Strategies and Concepts

Planning and Organizing

& Executing
Organizing

Delivering Results and Meeting Customer Expectations

14 | P a g e
 Following Instructions and Procedures

Adapting and Responding to Change

& Coping
Adapting

Coping With Pressure and Setbacks

Achieving Personal Work Goals and Objectives

& Performing
Enterprising

Entrepreneurial and Commercial Thinking

Section D: Development Plan

Objective: Activity: Completed:

(How will the development activity improve skills, (Briefly describe the (Check the suitable box,
capabilities or competencies in relation to the current development activity
indicate the reason if not
position, future positions or overall professional which could be on-the-job
development) training, site visit, e-
completed)
learning, a course or task)
1.             Yes No

2.             Yes No

3.             Yes No

Comments:      
Section E: Manager’s comments and rating

Strengths:      

Areas for      

improvement:

Additional      
comments:

Overall Outstanding
total rating: Very satisfactory
Satisfactory – Meets expectations
Partly satisfactory
Needs Significant Improvement
Section F: Employee’s comments

     

15 | P a g e
 Beginning of year
Signature by: Signature by:
Employee Direct Manager
Date:       Date:      

End of Year
Signature by: Signature by: Signature by:
Employee Direct Manager Indirect Manager
Date:       Date:       Date:      

Question5?

5- Question (5) (6 Degrees):

Explain in your terms the concept and characteristics of the psychological
contract to explain it to someone who has never heard about it before. Moreover, please
write a report on your organization (or one in which you are interested) to clarify certain
real situation that can be described as violation or termination of the psychological contract
in two ways:

  Violation of Psychological contract of management towards employees

  Violation of staff Psychological contract towards the organization.

Answer question 5:

Psychological contracts

 Psychological contracts are a set of ‘promises’ or ‘expectations’ that are

exchanged between the parties in a relationship.
 These parties include employers, managers, individual employees and their
colleagues. Unlike formal contracts, they are often hidden; tend to be invisible,
assumed, unspoken, and informal.
 Psychological contracts have a great impact on aspects such as psychological well-
being, satisfaction and loyalty, so this area has become one of the most emergent
areas in the domain of organizational research.
 The definitions of psychological contract are focused on the expectations the
employees have of the organization, and those the managers have of their
employees.

16 | P a g e
  Psychological contract is 'an unwritten agreement that exists between the
employee and employer that contains a set of mutual expectations'
 Mutual obligations involve the incentives promised by an organization in
exchange for contributions promised by the employee.

Expectations

Employees expectations : -Competitive compensation system -Career

development opportunities -balancing work and family life.
 Employers expectations: - Continuous skill improvement - Reasonable time with
organization - Extra effort when needed.

Psychological contracts Characteristics

 Psychological contract is not like the formal contract which is drawn up once; it is
revised and reformed several times along the employment life
 Psychological contracts are employee’s perceptions about the implicit and explicit
reciprocal obligations they and their employer share. Employees may perceive
that their psychological contracts have been violated when obligations are not
fulfilled, and previous work has found that employees may react negatively to
such violations.
 The psychological contract is violated when employees believe that their
employers have not fulfilled their obligations
 The psychological contract violation is linked to poor psychological well-being
which is expressed in ways such as intention to leave, complaints, and less loyalty
 Psychological contract violations appear to be more common among highly-skilled
new entrants into the workforce due to their expectations being higher than what
they find in the actual organizational environment.

Real Violation of Psychological contract of management towards employees (BMIC)

 Stop overtime payment last six months

 Reduce meal quality and quantity
 Forced team to take unplanned vacations

17 | P a g e
  Miss commutation of informing the team by internal and extranl factors which
affect company performance

Real Violation of staff Psychological contract towards the organization (BMIC).

 Weak response toward emergency cases

 Weak response toward extend work after working HRS
 Weak response toward Quality of job in some cases.

Question6?

6. Question (6) Case Study (10 Degrees):

The Questions:
1.     Study the case and comment on the strategic direction of the hotel, do you
agree with it in the current timing? Why or why not?
2.     Identify the main problems of HR facing Mariam now in both the operational
role and strategic role?
3.     Suggest solutions Mariam may use to solve the current operational and
strategic problems, and what priorities should she start with.
4.     Please identify behaviors and competencies employees should have to
support the new competitive strategy.
5.     Please suggest HR policies and activities that support the required behaviors
and competencies in all HR functions (such as selection, appraisal,
compensation, etc..?
Answer question 6:

1- The general strategic direction of the hotel is Differentiation of the hotel, the new
competitive strategy aiming: “To use superior guest service to differentiate the
Hotel. But I totally disagree agree on the strategic direction in the current timing
due to the following because
 Lack of HR Management system
 Lack of development planning for the employees
 Lack of succession and talent planning
 Low employee skills

18 | P a g e
  Lack of work load distribution
 Lack of job planning and control
 No clear work instruction
 No clear job description
 Strategic goals and objectives are not communicated and cascaded to low level
 Bad work environment

2- The following are the main problems of HR facing Mariam now in both the
operational role and strategic role?
1- Lack of HR Management system
2- There is no clear work description
3- There are no clear work instruction and polices
4- There is no clear wok planning
5- There is development planning
6- Lack of alignment and commutations skills
7- There no work values
8- Lack of succession and talent planning
9- There is no fair compensation system
10- Bad work environment and Psychological contract needed to be maintained
11- Hotel employee culture toward change
12- Current vision, mission and polices for the hole will not support strategic
direction

3- Suggest solutions Mariam may use to solve the current operational and strategic
problems, and what priorities should she start with.
 Mariam has to build modern HR management system to support strategic
direction of the hotel is Differentiation of the hotel, the new competitive
strategy aiming: “To use superior guest service to differentiate the Hotel
 Marian has to lead internal analyses McKinsey to identify strength and
weakness

19 | P a g e
  Marian has to lead external analyses, PESTEL analyses and priorities the
external analyses to identify opportunities and Threats
 Marian has to lead committee to make EFAS and IFAS
 Make The Strategic Fit: TOWS Matrix to identify strategic direction
 SWAT analyses are required

Priorities:-

I. Identify and overcome Internal weakness and external Threats that may affect
strategic direction of the hotel
II. Modify and polices that support general strategic direction based on current
analyses
III. Modify organization and restructure it according to the neneds.
IV. Build modern HR system considering the following Build function of HR
management Identify Dimensions of HR management
Through Planning, Staffing, Organizing, Directing and controlling by setting
goals and choosing alternatives (plans) needed to achieve the goals.

20 | P a g e
 Identifying tasks necessary to achieve the goals, and by whom (what jobs) -
and how tasks are grouped into organizational units
The process of hiring, training, appraising, compensating, and caring of
employees’ health & equal opportunities and process by which managers
instruct, guide and oversee performance and motivate people to achieve goals
and checking current performance against predetermined standards to ensure
adequate progress and satisfactory performance.
a. Make Job analyses
b. Make HR planning
c. Do necessary Requirement
d. Selection of the needed team
e. Make Performance Appraisal
f. Development and training
g. Modify compensation system

4- Identify behaviors and competencies employees should have to support the

new competitive strategy.

The following are Competency and behaviors profile should support strategy of the
hotel

Executives / Top Management Supervision staff

* Relating and Networking * Leading and supervising
Applying expertise &
* Persuading & Influencing *
technology
Analyzing and
* Formulating strategies and concepts *
reporting
Delivering results & meeting customer
* * Learning & Researching
expectations
Entrepreneurial & financial and commercial Coping with Pressures &
* *
thinking Setbacks

Managers Workers
* Deciding & Initiating action * Working with people
Leading , coaching and Applying expertise &
* *
supervising technology
* Planning, controlling and * Following instructions &

21 | P a g e
 organizing procedures
Delivering results & meeting customer Adapting and responding to
* *
expectations change
Achieving Personal Work&
* Adapting and responding to change *
Objectives
5- Please suggest HR policies and activities that support the required behaviors
and competencies in all HR functions (such as selection, appraisal,
compensation, etc..?
1- Make Integrated company policy
2- Update Organization chart Creating a flat and egalitarian organization
3- select and Hiring the right people
4- make HR Planning including Make Succession and talent planning
5- Making information easily accessible to those who need it
6- Providing security to employees
7- Human Resource Management best practices
8- Self-managed and effective teams
9- Training in relevant skills
10- Identify Objectives and goals
11- Make Job discretion
12- Make Balanced scorecard
13- Make Work instructions
14-
15- Make Compensation and benefits policy, Fair and performance-based
compensation
16- Make Hiring and selecting policy
17- Make Performance evaluation policy
18- Make Overtime policy
19- Make Vacations policy
20- Make Transportation policy
21- Make Training and development policy
22- Travelling policy
23- House allowance policy
24- Leave form
25- Vacation form

22 | P a g e
26- Mobil policy
27- Code of ethics policy
28- Appraisal form and guide lines
29- Attendance policy

23 | P a g e