Marigold: Pros and Cons

The folllowing sample essay on Marigold Essay discusses it in detail, offering basic facts and pros and cons associated with it. To read the essay’s introduction, body and conclusion, scroll down.

HR Planning and Recruitment Planning for Marigold

HR planning (Management Study Guide 2012)

HR planning which is also referred to as manpower planning includes putting the right number and right kind of people at the right place and time, doing the right things as suitable to achieve organizational goals. It must be done in systems approach and can be carried out by a set of procedures which are as follows:

1.  Analyzing the current manpower
2. Making future manpower forecasts
3. Developing employment programs
4. Design training programs

We will use the above mentioned steps to arrive at a plan for Marigold.

Analyzing the current manpower: Marigold has 75 senior management and 425 middle and Junior executives resulting in a sales team of 500 people. We would require 30 additional resources to achieve the target of 5% increase on revenue in both soap and detergent sector respectively.

For this the following things are analyzed

1. Type of organization
2. Departments to be catered
3. Number and quantity of such departments
4. Employees in these work units Marigold is a FMCG company and the sales and distribution departments are the most important department on Marigold.

Sales team is one of the biggest epartments as this is the team that generates revenue and the engine that drives Marigold as the top player in FMCG market. Since Marigold has a large sales force and arriving at a Job profile and Job specifications are very easy as the required resources that need to be hired fall in the same Job description.

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Making future manpower forecasts: We already know we need 30 new resources 6 higher management and 24 middle or junior level executives. The rationale behind this is to achieve a growth of 5% in soap and detergent sectors.

The forecast can be made through the following techniques )

• Expert Forecasts: This includes informal decisions, formal expert surveys and Delphi technique.
• Trend Analysis: Manpower needs can be projected through extrapolation (projecting past trends), indexation (using base year as basis), and statistical analysis (central tendency measure).
• Work Load Analysis: It is dependent upon the nature of work load in a department, in a branch or in a division.
• Work Force Analysis: Whenever production and time period has to be analyzed, due allowances have to be made for getting net manpower requirements. )
• Other etnoas: several Matnematlcal models, witn tne ala 0T computers are usea to forecast manpower needs, like budget and planning analysis, regression and new venture analysis. We used work load analysis, trend analysis and expert forecast to arrive at the required need of 30 resources.
• Developing employment programs Once the current inventory is compared with future forecasts, the employment programs can be framed and developed accordingly, which will include recruitment, selection procedures and placement plans.
• Design training programs These will be based upon extent of diversification, expansion plans, development rograms, etc.

Recruitment Tutor2u

Training programs will depend upon the extent of improvement in technology and advancement to take place. It will also be done to improve upon the skills, capabilities, knowledge of the workers.

Recruitment planning: Recruitment Planning is a planning for effective sourcing, screening, evaluating, selecting and monitoring for hiring the appropriate candidates for appropriate Jobs. According to Edwin B. Flippo, “Recruitment is the process of searching the candidates for employment and stimulating them to apply for Jobs in the organization”.

The Process includes five stages:- ?Planning. ?Strategy Development. ?Searching ?Screening ?Evaluation and control. Requirement plan for sales executive: Plan of execution for recruitment: First week create a database for recruiting the candidates by internal source and external source. Second week filter the candidate by checking their resume and call the selected candidates for first round for interview, also the candidate’s role in the organization is made clear as what is expected out of them. In the third week the selected candidates from second week are called and required numbers of candidates are selected as per requirement.

In the final week selected candidates are called for induction program where their goals are given. The candidates who are 95 % meeting the requirements we can keep them in buffer candidates list as for Manpower Plan. Requirement plan for sales Manager: The Requirement plan for manager would be different from the sales executive, as tnls post requlres tne experlence as well as tne Knowledge 0T company Tor adaptability of organizational culture. The Plan would be: 1. Internal Job Posting 2. Transfer 3. Internal Referrals 4. Performance screening 5.

Interview and selection 6. Poaching Poaching tne well This would help in getting not only the manager level position but also the team that goes along with the manager. In order to achieve the sales target of 5 % more from the market shares it is not going be an easy Job. The recruitment process will play a major in deciding whether those fgures will be achievable. Ans. 2 Appropriate sources of recruiting candidates: There are two types of recruitment: Internal Recruitment. External recruitment. Sources of Recruiting Source: naukrihub. om (2012) Internal Recrultment: Internal recruitment is a recruitment which takes place within the concern or organization. Internal sources of recruitment are readily available to an organization. Internal Sources of Recruiting: Transfers: The employees are transferred from one department to another according to their efficiency and experience. Promotions: The employees are promoted from one department to another with more benefits and greater responsibility based on their efficiency and experience. Upgrading and Demotion: Upgrading and demoting present employees to higher or lower levels bases on their performance.

Deceased/Disabled employees: The Dependents and relatives of deceased employees and disabled employees are lso done by many companies for the betterment of the relative families. Advantages of internal recruitment: Gives existing employees greater opportunity to advance their careers in the business. May help to retain staff that might otherwise leave. Requires a short induction training period. Usually quicker and less expensive than recruiting from outside. Disadvantages of internal recruitment: Limits the number of potential applicants for a Job. External candidates might be better suited / qualified for the Job.

Another vacancy will be created that has to be filled. Existing staff may feel they have the automatic right to be promoted, whether or not they are competent. External Recruitment: External sources of recruitment have to be solicited from outside the organization. External sources are external to a concern. But it involves lot of time and money. External Sources of Recruiting: Press advertisement: Advertisements of the vacancy in newspapers and Journals are a widely used source of recruitment. The main advantage of this method is that it has a wide reach.

Educational institutes: Various management institutes are a good source of recruiting well qualified xecutives, and staffs etc. They provide facilities for campus interviews and placements. This source is known as Campus Recruitment. Placement agencies: Several private consultancy firms perform recruitment functions on behalf of client companies by charging a fee. These agencies are particularly suitable for recruitment of executives and specialists. It is also known as RPO (Recruitment Process Outsourcing). Employment exchange: ernment esta Dllsnes puDllc employment excnanges tnrougnout tne country.

These exchanges provide Job information to Job seekers and help employers in identifying suitable candidates. Labor contractors: Manual workers can be recruited through contractors who maintain close contacts with the source of such workers. This source is used to recruit labor for construction jobs. Unsolicited applicants: Many Job seekers visit the office of well-known companies on their own. Such callers are considered nuisance to the daily work routine of the enterprise. But can help in creating the talent pool or the database of the probable candidates for the organization.

Employee referrals/recommendations: Many organizations have structured system where the current employees of the rganization can refer their friends and relatives for some position in their Recruitment at factory gate: Unskilled workers may be recruited at the factory gate these may be employed whenever a permanent worker is absent. More efficient among these may be recruited to fill permanent vacancies. Advantages of external recruitment: Outside people bring in new ideas. Larger pool of workers from which to find the best candidate. People have a wider range of experience. Disadvantages of external recruitment: Longer process.

More expensive process due to. Advertisements and interviews required. Selection process may not be effective enough to reveal the best candidate. Ans. 3 Initial Screening Matrix Screening Matrix is a tool which supplies a summary of candidates and qualifications that helps in determining who will proceed through the final assessment or interview process. The Screening Matrix is used to: 1 . Establish objective, Job-related criteria which will be consistently applied to all Applicants and which can be quantifiably measured. 2. Stipulate each qualification on the matrix. 3 Determine IT quallTlcatlons need to oe welgntea Initial Screening:

Initial screening is a process to check the candidate(s) by cross references and past data in order to make sure that the person is of sound mind and attitude and does not have a criminal record. Depending on the past, we have to check their academic qualifications also. It should normally be done under a week. Each applicant should be acknowledged immediately. Within one week applicants should receive notification of the receipt of their application or inquiry. Using the developed screening matrix evaluate the applicants applying the established criteria and moving only the qualified applicants to the next level.

Rank the candidates and select top applicants for interviews. Critically review the selected group to ensure that qualified pools of candidates will be interviewed. Applicants that are unsuccessful should be notified at this time. And lastly, forward the files of the selected top candidates to be interviewed along with the “Interview Questions” to be asked to Human Resource Department for compliance review and approval. The screening can be divided into various ratings ranging from A to E with A being the best and E the poorest. Initial Screening Matrix for Junior & Middle Level Sales Management: Candidate ame: Candidate no. E-mail id: Interview date: Fields Ratings Remarks c Communication Skill Convincing Skill Knowledge Related Experience Attitude Overall personality Target orientation QuallTlcatlon Parameters: A = Excellent, B = Good, C = Average, D = Satisfactory, E Signature of candidate Signature of Interviewer = Poor Initial Screening Matrix for Senior Level sales Management: Candidate name: Leadership skills Stress handling capacity Managerlal skills Communication skills Convincing skills Selling skills Related experience References: Management Study Guide (2012), ‘Manpower Planning'[online] ttp://www. anagementstudyguide. com/manpower-planning. htm[accessed 18/0112013] Edwin B. Flippo, Naukrihub. com (2012) ‘Recruitment definition’, ‘Sources of Recruitment’ [online] http://www. recruitment. naukrihub. com/meaning-of- recruitment. html [accessed 18/0112013] Tutor2u (2012) ‘Recruitment – internal and external’ [online] http://www. tutor2u. net/business/people/ recruitment_internal_external. asp [accessed 18/0112013] Bibliography: Adhikari, D. R. (1999) Human Resource Management in Nepal: Policies and Practices (1st Edition), Austria: Leopold-Franzens University Agrawal, G. R. (2004) Dynamics of