HUMAN RESOURCE

Project
We Innovate, Develop, Engage, We are all
the company
AGENDA

Project scope and methodology

Project outputs

Results and Recommendations

 Meet The Team

Reda Abouelyazed

Ayman Yehia
22221037013
Reda
Reda
Mahmoud Mohamed Reda
Ali
22211036051
 Our
Com
pan
y

• Our company established in 1988

• Our company one of the biggest manufacturing
company working in electronics and home
appliance field
• We are working hard to be one of the market leader
in MENA.
• Supporting Egyptian economy through increasing
exportation values of our products and finding and
create job vacancies to fight unemployment.
• The company capital is 1.2 billion EGP.
• Number of employees 3200.
 HR Project Infrastructure
Vision

Company Strategy
Our Company
Organizational chart

Mission
Job Description
HR Project Infrastructure

Measuring the effectiveness of systems

Activate the systems

Training Understand
system and Performance Job Grad Skill
Recruitment structure, competency
strategy,
policies of management system compensation system
organizational
succession system Chart and job
stricture
planning description
 Our Vision

To be the market leader in MENA for

manufacturing electronics and home 100%
appliance.

To always be trusted by customers and

partners; through offering brands, products
and services for a better community.
100%
 Our Mission

Market Business Effectiveness & Efficiency Developing

•To be the market leader in MENA
for manufacturing electronics and
home appliance.
• Establishing win-win business
relationships with our
suppliers
• Maintaining the core values of
the organization.
• Enhancing employees’
effectiveness, productivity,
efficiency and satisfaction
• Working for a better community
as a social-responsible
organization.
• Developing a distinguished
family-like business
environment.
• Maximizing the company’s
values
 Our Values

Code of Conduct Ombudsman

Code of Ethics (make

decision ---Ethical Policies
Dilemma)
 Growth strategy
Our company strategy is to make a growth through:
Company Strategy

Vertical integration
( backward and forward)
Producing components of final
products to face any lack of
supplying.
Opening retail chain to sell our
products to control market
•

selling price and monopoly.

Horizontal Integration
( increase products Varity to match all
Intensive Strategies
customer needs).
( Market Penetration -Market
Development– New Product
Development).
To increase sales opportunities
and number of customers and
met our customer satisfactions.
 Phase outputs
Organizational chart

General structure of the organization (transitional and future).

Departmental Charter.
Detailed chart for each Department.
Organizational chart Report.
•
General chart of the organization

CEO
GM
Detailed chart for each Department

Example
 Recommendations

• Review the organizational chart every two years to measure the effectiveness of
the structure and make the necessary adjustments (if any), or review it when
changing the company's strategy.
• The chart should not be constantly changed because of its impact on the structure
of grades and wages, as well as on the conduct of internal operations.
• There should be no change, deletion, or addition of any job or change in the nature
of the work of any employee without the knowledge and approval of Human
Resources through the “Job Amendment( change of status) Form”
 Job Description
Phase Outputs
- Determine the Major responsibilities and duties of the job.

- Determine Qualifications, experience, and skills of the

Job Holder needed to perform the Job.

- xxxx number of job description documents according to the jobs

on the approved structure.

- xxx training needs documents.

 The Cycle of competencies

Competency frame
work Competency Matrix

Competency system report

( Behavioral indicator
Concerned about our competency
framework that consists of:
1- 8 groups for Competency .
2- 19 skills.
3- 112 behavioral indicators.
 Understanding
Competency Job grading& Training and Succession
Strategy, org Chart, Performance
frame work Compensation and Recruiting & plan
and Job Description
benefits Selection management

COMPETENCY FRAME WORK

Our competency framework will be drawn from the global competency framework of SHL International, which was
founded in 1977 and currently has a presence in more than 50 countries serving more than 15,500 customers.

N.B: SHL A universal Competency Framework (UCF) provides a rational, consistent, and practical basis for
understanding people’s behaviors and help in recruiting certain at work and their likelihood of succeeding in certain roles
and environments.

- Our competency framework consists of:

1- 8 groups for Competency .

2- 19 skills.
3- 112 behavioral indicators.
 Understanding Strategy,
Job grading& Compensation Training and Succession
org Chart, and Job Competency frame work and benefits Recruiting & Performance
Description plan
Selection management

COMPETENCY FRAME WORK

Competency framework. -1
(The Cycle of Competencies)

3- Competency System
2- Competency Matrix
for each sector. OUTPUT STAGE Report.
(Behavioral indicator)
1 - Our competency cycle consists of 8 groups of competency & 19 skills

- Decision making and quick action.

- Leadership and supervision.

- working with people.

- Achieving personal business goals.
- Business thinking.

- Communication and making relationships.

- persuasion and influence.
- giving information.

-Adapt and respond to change.

-Dealing with pressures and obstacles.

- Planning and Organizing. - Report writing.

- Achieving results and meeting client expectations. - Use of expertise and techniques.
- Follow processes and procedures. - Analyzing.
- Learning and research.
- creativity and innovation.
- Forming new strategies and concepts.
Competency Leadership and decision Interact and Analysis and Explanation Creativity and imagination
making provide
information
Job
Decision supervision working with Communication persuasion giving Learning creativity and Forming new
making and people information and innovation strategies
quick action research

HR Operations √ √ √ √ √ √
Manager

Recruitment √ √ √ √ √
manager

Personnel √ √ √ √ √
affairs
manager

Training √ √ √ √ √ √
Manager

payroll √ √ √
manager
3- Competency System Report. (Behavioral indicator)

1- Leadership and decision making

2-Support and Collaboration
1.1 Decision making and quick action
- Mention a situation that forced you to take a quick action ? 2.1 - working with people
- Describe a situation where you used to identify the needs of
- Describe a decision that makes you to take a risk ? your team ?
1.2 Leadership and supervision.
- Describe a situation where you provided a support to other
- Describe a situation in which you led a team to achieve a specific
goal ? people ?

- Describe a situation in which you encouraged your team in a

positive way to show there abilities in a strongest way
 Salary Structure

Compensation Job Grading

& Pay and Benefits Policy

Benefits
Compensation and benefits
analysis

Salary Scale
concerned about the benefits and Payroll Reports
compensation for employees and
the improvement of salaries that
are matched by the market
 Job grading and Salary Scale

Job grading structure for the support

sectors and for the industrial sectors

Pay and benefits policy

Salary structure for the support sectors

and for the industrial sectors

Analytical file for all employees to

compare the current Salaries with the
salary range
.The total cost of implementing each
proposal

Job grading and salary structure report

 Job grading and Salary Scale

Conducting a study to determine the fair and reasonable

compensation for a (worker) job in various industries in line
with market price, complexity and relative hardship.
Hay Salary Survey Salaries Benchmark

01 Pirelli

02 Leoni

03 Kohler- Jacob Delafon

04 El Araby Group of Companies and Factories

05 Olympic Group

06 Bavaria

Manufacture companies
Job Grading and Salary Scale

Pay Policy
A- SALARY POSITION

Supervisory And Middle

Phase Outcome
management
 Job grading structure for the support sectors
and for the industrial sectors

 Pay and benefits policy

 Salary structure for the support sectors and

for the industrial sectors

 Analytical file for all employees to compare

the current Salaries with the salary range

 The total cost of implementing each proposal

Supportive and technician
L6: L10 Top management
 Job grading and salary structure report
Job Grading and Salary Scale
Hay - Peer market Market

Stage Outcome
Total earn Salary - Monthly
Hay Group 10th 25th
50th 75th 90th
Reference Points Lower Lower
Median Upper quartile Upper decile
level decile quartile

Level 21 880 - 1055 96,898 108,363 128,738 152,513 191,708

 Job grading structure for the support
77,752 89,526 102,206 119,591 148,839
Level 20 735 - 879
sectors and for the industrial sectors
Level 19 614 - 734 41,476 63,155 78,441 96,240 112,789

Level 18 519 - 613 30,126 41,953 54,157 68,458 78,201  Pay and benefits policy
Level 17 439 - 518 21,153 29,607 38,463 47,801 57,941

14,289 18,954 26,792 35,320 44,331  Salary structure for the support sectors and
Level 16 371 - 438
9,885 14,370 19,314 24,541 30,035
for the industrial sectors
Level 15 314 - 370
6,725 9,882 13,872 18,144 25,921
Level 14 269 - 313  Analytical file for all employees to compare
Level 13 228 - 268 5,291 7,475 10,573 13,455 17,665 the current Salaries with the salary range
Level 12 192 - 227 4,113 6,039 8,199 10,812 14,104

Level 11 161 - 191 3,844 4,838 6,240 8,537 11,255  The total cost of implementing each
1,774 2,455 3,590 4,907 6,655 proposal
Level 10 135 - 160
1,605 2,135 3,021 4,238 5,562
Level 9 114 - 134  Job grading and salary structure report
Level 8 98 - 113 1,334 1,811 2,630 3,693 4,936

Level 7 85 - 97 1,298 1,703 2,354 3,206 4,150

Level 6 73 - 84 1,204 1,586 2,145 2,887 3,567

Job Grading and Salary Scale

Phase Outcome
 Job grading structure for the support
sectors and for the industrial sectors

 Pay and benefits policy

 Salary structure for the support sectors and

for the industrial sectors

 Analytical file for all employees to compare

the current Salaries with the salary range

 The total cost of implementing each

proposal

 Job grading and salary structure report

Job Grading and Salary Scale
Job Grading and Salary Scale

Implementation
Performance Vision & Mission
Strategic Goals
Management
System Development & engagement

Improve the company's

reputation

Financial Goals
Concerned about the development Sectors development
of everything related to the
performance of the organization
 1 Efficiency and Effectiveness

Developing the company's performance

2
to achieve the desired goals

Strategic 3 Improving the brand name and

Goals trademarks

Implementation of the sectors

4
development plan

Establishing a research and

5 development department
 Strategic Goals Road Map

HR Customer
Perspective Perspective

Operations Services Financial

Perspective Perspective Perspective
 Strategic Goals For 2022

Brand name Increasing Marketing

Improvement Efficiency

Improve Financial Customer Service

Planning Development

Strengthening Improve Customer

Relationships with Satisfaction
Partners
 Performance
strategic Management
HRM System
Sectors' Objective
A coded file for searchability at
the perspective, target, sector
level

HR performance management
PLAN
system templates
Goals Results
Performance Management
System Policies and Procedures
Manual

A report to measure the effectiveness

of the performance management
system
 Sectors’ Objectives For 2022

Commercial Sector Financial Sector Sales Sector HR Sector

C12-2022 FI-11-2022 SA-10-2022 HR-09-2022

● highest ● Budget ● performance

● Achieving sales
commercial value development development
goals
● Business Process ● Financial ● achieving
● Sales development
Development Supervision strategic HRM
Performance Management
System Templates
 Performance
Management Workflow
Human Resources Policy and Producers
 Performance Management System Result
Sectors performance appraisal results "average performance 90%”

0
Commercial Sector Sales Sector Financial Sector Human Resources
Sector

This statement expresses the company’s general performance on all sectors,

based on linking all departments with the human resources department to
implement the company’s vision and achieve the goals, and the
performance of the sectors ranged between 85% to 100% and thus
exceeded the percentage of last year, which amounted to 55%
 Assignment

Training Training
& Performance Evaluation

Succession Planning
Development

Succession
Succession Planning
Training & Succession Planning Outputs

• Activate skill competencies in different systems : (Assignment, performance evaluation, development,

succession)
• Using a systematic method to identify training needs using a competency framework that reflects the
behavioral indicators required of all company, employees, depending on the nature or level of the job.
 Some benefits that the employees and the employers derive from training and development programs:
Training and Development :
Employees gains: Employer gains:

Career advancement Profit and growth

Self-development Reduced attrition rate
Better finances Good reputation
Enhanced productivity Skilled workers

Training and Development program:

encourage employees to attend seminars, conferences and learning events that will help them rise to
the top
of their field. Employees are awarded a development budget for being used throughout the calendar
year.
The employees work with their reporting managers and other heads to decide which training and
development programs are appropriate for them.
 We use a succession plan template to identify suitable replacements for soon to be retired employees
in key positions. With a table like the one below, you can not only plan for the moment the employee
retires but also for the immediate future.
Succession Planning
Thank You