Emergency Admissions For Diabetes, Kingdom Of Saudi Arabia

Emergency Admissions for Diabetes in Dammam, Kingdom of Saudi Arabia Introduction Diabetes mellitus has been identified as a major health problem in Saudi Arabia associated with the adoption of modern lifestyle that promotes poor eating and sedentary exercise habits (Elhadd, Al-Amoudi, and Alzahrani 2007). The indigenous Saudi Arabian population may also have a genetic predisposition to type II diabetes that is related to consanguinity. A review by Alqurashi, Aljabri, and Bokhari (2011) found that the prevalence of diabetes among Saudi Arabian adults increased from 4% in 1982 to approximately 30% in 2009. This is significantly higher when compared to other countries such as England, where the prevalence is estimated at 7.9%. Badran and Laher (2012) found that complications that are common among Saudi diabetes patients include retinopathy (31%), neuropathy (82%), nephropathy (40%), peripheral artery disease (61%), stroke (41%) and even death (60%). Some of these complications, such as stroke, are the causes of emergency admissions. The Eastern region of Saudi Arabi a is known to have a high prevalence of type II diabetes mellitus than the Southern region (Badran and Laher 2012). The aim of this study is to determine factors associated with emergency hospital admissions and their short term (three months) outcomes for emergency admitted diabetic patients in Dammam, Saudi Arabia. Literature review There were more than 3.8 million diabetes cases in Saudi Arabia (Ajayi andShow MoreRelatedEmergency Admission For Diabetes, Kingdom Of Saudi Arabia1142 Words   |  5 PagesEmergency Admission for Diabetes in Dammam, Kingdom of Saudi Arabia Introduction Diabetes mellitus has been identified as a major health problem in Saudi Arabia due to adoption of modern lifestyle that promotes poor eating habits and sedentary (Elhadd et al., 2007). Moreover, indigenous Saudi Arabia population has a genetic predisposition to type II diabetes that is complicated by consanguinity. According to Khalid et al. (2011) the prevalence of diabetes in Saudi Arabia increased from 4% in 1982Read MoreThe Heart Of A Heart Disappointment3537 Words   |  15 Pagestranscendently by rehashed and long admissions to healing facility (Stewart 2002). Saudi Arabia: Cardiology Department Cardiology Department provides comprehensive health care for patients with cardiovascular and thoracic vessels, and among these patients, interventional cardiac problems and open-heart surgery, and accompanied by the rehabilitation program for the heart and for guidance and medical education. Services There exist a lot of services that used in Saudi Arabian hospitals for servingRead MoreC228 – Community Health Nursing – Task 2 Essay2503 Words   |  11 Pagesinfected animal. These camels are mainly located in Egypt, Oman, Qatar, and Saudi Arabia (WHO, 2015a). 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E Commerce Of Goods, Services Or Information Between...

2.2 B2B- and B2C-Business B2B also covers e-commerce of goods, services or information between different companies. Therefore, the Business to Business Marketing a very large part of e-business. Commodity exchanges or wholesale deals can be referred to on the Internet as B2B platforms. In addition to trade in goods and their logistics, warehousing and distribution are also part of this business. Overall, these business relations can be held between manufacturers, suppliers, logistics and distribution companies. Companies that are knowledgeable about this marketing, get a cost advantage as for example the cost of purchase can be saved. Even staff and warehousing can be reduced through the electronic communication channels. Many of these†¦show more content†¦In order to achieve this, UPS has set strategic guideline to be followed to meet the target. There are three values to which special attention is paid so that UPS continues to grow: Create added value, versatility and investment. An added value is to be useful to the customer, in which the UPS Service Portfolio should be as broad as possible. This should prove a competitive advantage through quality and diversity for the customer. This helps both to generate new customers on all global markets, as well as to hold on to existing customers. But not only the types of services are responsible for the growth, the industry-leading technology that connects UPS in the context of business processes with customers also generates new customers and holds on to existing customers. The versatility is vital to the nowadays fast moving markets. Therefore, it is also a UPS strategy not to overlook the ever-changing world, but to go with it. It is particularly helpful that UPS closely communicates with its customers and accepts and acts on their wishes. Without investment it is hard to stay versatile, for this reason, this value is one of the strategic goals of the company. Only through investment can UPS keep up with its competitors or even overtake them in the key markets. To do this requires constant expansion of the infrastructure of the UPS network, a continuous supply expansion and finding logistical solutions. 3. Procurement, Production and Distribution

Review and Analysis of Recruitment - Selection and Induction Policy

Question: Critical Analysis of a policy and procedure framework for recruitment, selection and induction. a) Write a brief description of your organisation. Outline the nature of the business, its design and structure, the strategic and operational goals and the organisational climate. b) Identify opportunities to utilise specialists, e.g. recruitment agencies, remuneration specialists, vocational psychologist, staff who run security checks etc. c) Identify options for technology to improve the efficiency and effectiveness of the recruitment and selection process d) If any points i. to v. are not covered in the policy, then outline what needs to be included in revised recruitment, selection and induction policy and procedures. e) Use the Evaluation Checklist below, to critically analyse the organisations current Recruitment, Selection and Induction practices (attach this as Appendix 2 to your report). Answer: Brief Overview of the Organization Mattel Toys manufactures as well as sells high quality toys for children of 0 to 12 years. It is wholesales as well as retailer and operating in different parts of Australia. The organization was established in 1951 in Western Australia. Now, the company has shifted headquarter to Sydney. Additionally, it has expanded its operational activities in different parts of Eastern Australia and New South Wales. The major focus of the organization is to provide better quality toys to the children which will help in cognitive development of the children at the same time it will be fun to play with those toys. Offering differentiated product is the major aim of the organization. According to the positioning statement of the company, the organization has extensively focused upon manufacturing as well as selling of high quality toys for gaining huge market share and become market leader. Strategic and Operational Goals of Mattel Toys The strategic direction of Mattel Toys can be discussed by assessing the vision, mission as well as objectives of the organization. The organization has developed a strategic plan for the next five years in order to indicate the further movements and activities for achieving the objectives of the company. According to Gill (2006), vision statement of an organization assists in exploring the future direction of the company. The vision statement of Mattel Toys is to become the first preference for the children and parents through offering superior quality toy. The mission statement of Mattel Toys state the principle purpose of existence is to offer fun toys to the children as well as help in development of their cognitive skills though innovation. Additionally, it has been stated that the company wants to achieve market leadership. The goals of the company are set for achieving the vision of the company in long term. The goal of the company emphasizes on the need of the customers and d esigning products which will provide satisfaction to the customers. The company has identified the need of recruiting as well as retaining the workforce who is innovative as well as customer-centric. The employees of the organization are the major factor for contributing in the operational and expansion activities of the business. Human resource management is a major aspect for Mattel Toys and it has focused on establishment of effective policies for meeting the operational goals of the organization. Analysis of the Recruitment, Selection and Induction Policy Recruitment and Selection Policy Recruitment and selection is one of the important policies of Mattel Toys as it aims to become the first preference of the customers and market leader in Australia. Presently, Mattel Toys has an employee base of 800 in different locations. The recruitment and selection policy will be administrated by the General Manager, Human Resource. According to the policy statement of Mattel Toys, it is evident that the company focuses on designing the recruitment and selection activities in such a manner so that it conforms to the best practice standards (Bratton and Gold, 2000). Additionally, the organization emphasized on the compliance of the relevant regulatory and legislative framework. The major objective of the recruitment and selection policy of Mattel Toys is to communicate appropriate procedures for ensuring the human resource requirements are adequately catered for achieving the vision of the company. The commitment of the company to equal employment opportunity will ensure that the activities associated with the recruitment and selection activities do not encourage discrimination and ensures fair practice (Clayton and McKenna, 2002). Recruitment and Selection Procedure Recruitment First of all, the approval for recruitment is necessary. Respective managers requiring additional staff needs to fill Personnel Request Form and forward it to HR department along with job description. The HR department will fix salary for the new opening (Dessler, 2000). The HR executives, upon instruction from the HR manager will invite applications from the eligible candidates. In Mattel Toys, advertisements of vacancy are published in national daily. The advertisement can be broadcasted on air or in professional publication. Internal advertising will be published for receiving application from the existing employees. Additionally, the solicited as well as unsolicited applications kept in HR files can be considered. Outsourcing the workforce from an external agency is also a procedure of recruitment in Mattel toys (Gilmore and Williams, 2009). Therefore, the applications will be processed by the nominated Human Resource Executive. The department manager along with HR Officer will be responsible for screening the applications and short listing the name of candidates for interview. Selection The short listed applicants will be interviewed by the department manager and HR Officer. Behavioral interview, psychometric tests etc will be the part of selection procedure. Selection panel will be responsible for controlling the selection procedure (Dessler, 2000). The applicants will be treated in an unbiased manner and consistently. The questions regarding the principles of EEO and the OHS will be included in the interview questions. The documents and information of the applicants will be kept confidential as per the privacy policy of the company (Gilmore and Williams, 2009). The selected and disqualified candidates will be notified. Offers letters will be sent to the selected people and they need to sign it back in order to express their acceptance (Hancock, 2002). Induction Policy The newly appointed employees in Mattel Toys will undergo an induction procedure related to toy manufacturing as well as selling practices adopted by the organization. The induction procedure will focus on providing an overview of the company, organizational goals and its activities (Mathis and Jackson, 2003). Induction Procedure The induction program will be conducted for all employees for 4 days. An overview of the organizational history. Discussion of the organizational vision, mission and organizational goals. Allocation of an employee mentor (Mondy, Noe and Gowan, 2005). Providing training materials and guide for performing the job roles successfully. OHS related training and instructions will be provided in this phase. Connection between Recruitment, Selection and Induction Policy and Organizational Strategy The recruitment, selection and induction policy of Mattel Toys are correlated with the organizational goals and strategy. It focuses on recruiting as well as retaining the talents for the further growth of the organization. The recruitment policy and procedure significantly focuses on adoption of best practice for identifying a vacancy and communicating with the target audience. The selection process focuses on choosing best employee for the company who will be customer centric and innovative (Sadler, 2003). The induction policy was effective and focused on familiarizing with the organizational activities. Relevant Legislation Mattel Toys focus on complying with the legislative framework of Australia while undertaking the recruitment, selection and induction activities. The recruitment and selection procedure of Mattel Toys conform to the Public Service Act 1999. This law emphasizes on getting the best person who are available for that particular job. Additionally, Public Service Commissioners Directions 1999 are followed. Apart from these two acts, Mattel Toys consider Administrative Decisions Act 1977, Australian Human Rights Commission Act 1986, Fair Work Act 2009, Age Discrimination Act 2004, Freedom of Information Act 1982, Privacy Act 1988, Disability Discrimination Act 1992, Racial Discrimination Act 1975 and Sex Discrimination Act 1984 (Apsc.gov.au, 2015). Opportunities for Utilizing Specialists Mattel Toys can take aid from the external specialists for conducting the recruitment and selection process effectively in order to achieve its objectives. It has been found that the consultancy firms can be appointed for providing talent pool to the organization on the basis of specific requirement. Additionally, Mattel Toys can hire HR solution provider for carrying out the induction program effectively (Bratton and Gold, 2000). Technology Mattel Toys can launch a portal where it will post the vacancies and the eligible candidates will be able to apply for the job online. It will make the recruitment and selection process easier as well as convenient. Increasing database need to be managed effectively in order to undertake the recruitment and selection activities efficiently. Human Resource Information System will provide access to all relevant information to the concerned authority (Gilmore and Williams, 2009). Recommendation Reviewing and analyzing the recruitment, selection and induction procedure of Mattel Toys, it can be identified that the company has been managing the human resource activities effectively for achieving the organizational goals. However, it has scope to improve the current recruitment, selection and induction policy. The recruitment and selection process must include a phase where the applicants will be asked to send their feedback regarding the recruitment process. The applicants who will be selected in the interview round will be asked to provide reference for validation purpose. All the relevant documents of the candidate need to be verified before sending the offer letter. Additionally, an e-portal should be launched so that jobs can be directly posted on the site and the applicants can revert to it. Employee referral program can be initiated and upon selection of that candidate the employee who has referred him, will get a reference bonus. The salary structure must be negotiable for the right candidate. If these changes are implemented in the recruitment, selection and induction policy of Mattel Toys, the organizational performance will be improved. References Apsc.gov.au, (2015).Australian Public Service Commission - Recruitment and selection in the APS: The legislative framework. Bratton, J. and Gold, J. (2000).Human resource management. Mahwah, N.J.: Lawrence Erlbaum. Clayton, A. and McKenna, C. (2002). Effective Recruitment and Selection.LIM, 2(02). Dessler, G. (2000).Human resource management. Upper Saddle River, NJ: Prentice Hall. Gill, R. (2006).Theory and practice of leadership. London: SAGE Publications. Gilmore, S. and Williams, S. (2009).Human resource management. Oxford: Oxford University Press. Hancock, C. (2002). Effective Recruitment and Selection.LIM, 2(02). Mathis, R. and Jackson, J. (2003).Human resource management. Mason, Ohio: Thomson/South-western. Mondy, R., Noe, R. and Gowan, M. (2005).Human resource management. Upper Saddle River, N.J.: Pearson Prentice Hall. Sadler, P. (2003).Strategic management. Sterling, VA: Kogan Page. Appendix 1: Recruitment, Selection and Induction Policy of Mattel Toys Recruitment and Selection Policy of Mattel Toys Policy Statement The recruitment and selection of new employees at Mattel Toyswill at all times conform to best practice standards and comply with relevant legislative and regulatory requirements. This policy covers activities such as recruitment and selection methods, outsourcing, advertising, notification of selection outcomes and feedback to all candidates, and remuneration offers. Policy Objective The purpose of this policy and related procedures is to ensure that Mattel Toys is adequately and appropriately staffed by people who best meet the requirements for vacant positions. Commitment to Equal Employment Opportunity (EEO) ensures that all activities related to recruitment and selection is free of direct and indirect discrimination and harassment. Procedures Recruitment Approval for recruitment When the requirement to replace or appoint additional staff is identified, the manager to whom the position reports (Department Manager) must complete a Personnel Request Form and forward it to the Human Resources Department. A job description must be written or reviewed by the Manager in conjunction with HR to ensure that it is accurate and current. The HR Department will establish an appropriate salary level for new and revised positions. Commencement of recruitment activity On receipt of the appropriately authorised Personnel Request Form, the HR Department will initiate recruitment activity to fill the vacant position. HR Department representatives will liase with the Department Manager to determine the most appropriate sourcing of external applicants. Recruitment methods may include: advertising the vacant position in metropolitan or national newspapers radio advertising advertisements or advertorial input in trade or professional publications internal advertising Review of previously received applications (both solicited and unsolicited) held on MATTEL TOYS HR files. Advertising Advertisements for vacant positions should adhere to relevant legislative requirements. These advertisements should be placed in appropriate metropolitan newspapers with due regard for effectiveness of timing, placement and cost. The Department Manager should approve all advertising orders. Outsourcing In certain circumstances it may be advisable to consider outsourcing the recruitment of particular positions to an external recruitment agency. These circumstances may include: where the number of positions to be filled requires time and resources not available within Mattel Toys HR Department when a suitable candidate for a position cannot be found within a reasonable time using standard search methods for high-level positions, eg General Manager to CEO if the position(s) to be filled requires the recruiter to have a particular or specialist knowledge of the requirements of the vacant position not otherwise available within MATTEL TOYS, eg IT Design Specialist. if it can be demonstrated that an external agency may have access to quality candidates not otherwise available to MATTEL TOYS. if it can be demonstrated that outsourcing the recruitment for a position would be more efficient and cost effective, while still ensuring that process quality is maintained or improved. Mattel Toys will only use external recruitment agencies that guarantee EEO compliance. The HR Department will coordinate the use of all such agencies. Processing applications All applications will be forwarded to the HR Department. A nominated HR Officer will be responsible for handling an approved vacancy and liasing with the Department Manager and applicants. The HR Officer will assist the Department Manager by screening the applications and identifying a short list of suitable candidates for interview. Unsuccessful applicants will not be notified until after the first round of interviews has been successfully completed. These applicants are to be notified briefly, in writing, without justification of the decision regarding their application. Selection Selection processes Short-listed applicants will normally be required to participate in a selection process. Selection processes will be determined by the HR Officer in consultation with the Department Manager, and may include: behavioural interviews competency assessment, eg role-plays, case studies, written or verbal occupational tests psychometric testing (to be approved by the HR General Manager). Selection panel Wherever possible the Selection panel should consist of at least two people the Department Manager and the HR Officer. The HR Officer will brief the other members of the panel on selection techniques. At least one member of the Selection panel will have attended interview and selection skills training and/or EEO-awareness training. This person is responsible for controlling the selection process. Consistent treatment of applicants All applicants should be treated consistently, using the same specifications and job-related questions and assessment criteria. Interview questions Questions on EEO principles and occupational health and safety relevant to the position requirements will be included in all interviews for management and supervisory positions. Documentation Assessment of the applicants together with the Selection panels recommendations must be documented on the Selection Panel Summary Form and returned to the HR Department, where they will be handled in accordance with MATTEL TOYSs Privacy Policy. Reference checks Following selection processes and before a job offer is made, reference checks must be conducted on all recommended applicants by the HR Department. Notification of selection outcomes When notifying candidates of the outcome of an application, rejection letters should not be sent out until after the first round of interviews with candidates have been held. No feedback is to be given to unsuccessful candidates regarding the quality of their written application or interview performance, or the reasons for the decisions made by the Selection panel. Offers of employment will be made in writing when all selection procedures have been completed. The letter of offer will contain details of standard conditions of employment and any special conditions relating to the position. The applicant must return a signed copy of the letter of offer formally accepting the position. Salary offers in most cases will be determined by the HR Department and must clearly demonstrate equity in relation to positions at a similar level. Induction Policy of Mattel Toys Mattel Toys INDUCTION POLICY AND CHECKLIST POLICY STATEMENT GENERAL Mattel Toys believes that all new employees MUST be given timely induction training. This training is regarded as a vital part of staff recruitment and integration into the working environment. This policy, associated procedures and guidelines define the Mattel Toyss commitment to ensure that all staff are supported during the period of induction, to the benefit of the employee and Mattel Toys alike. AIM It is the aim of the Mattel Toys to ensure that staff induction is dealt with in an organised and consistent manner, to enable staff to be introduced into a new post and working environment quickly, so that they can contribute effectively as soon as possible. This induction policy, associated procedures and guidelines aim to set out general steps for managers and staff to follow during the induction process. It is expected that all managers and staff will adhere to this policy. The Mattel Toys expects that the implementation of good induction practice by managers/supervisors will: Enable new employees to settle into the Mattel Toys quickly and become productive and efficient members of staff within a short period of time. Ensure that new entrants are highly motivated and that this motivation is reinforced. Assist in reducing staff turnover, lateness, absenteeism and poor performance generally. Assist in developing a management style where the emphasis is on leadership. Ensure that employees operate in a safe working environment. Will reduce costs associated with repeated recruitment, training and lost production. THE MATTEL TOYSS COMMITMENT The Mattel Toys Human Resources Department / Head Office will: Issue guidelines to familiarise managers and staff with the induction process. Maintain and update the Induction Policy. Provide a checklist for managers and staff to follow during the induction period. Ensure there is effective monitoring of the induction process particularly in the first three months. Deal with any problems promptly providing an efficient service for both managers and staff. Review all policy, procedure and guideline documents on a regular basis. Provide relevant formal training courses necessary to assist the induction process. GUIDELINES FOR MANAGERS/SUPERVISORS GENERAL Starting a new job is a demanding and often stressful experience. Quite apart from the obvious challenge of tackling new tasks, there is also the need to become accustomed to a new organisation, a new environment and new colleagues. The purpose of induction is to support new employees during this difficult period and to help them become fully integrated into the Mattel Toys as quickly and as easily as possible. Induction has benefits for all involved in the process. Employees who settle quickly into the Mattel Toys will become productive and efficient at an early stage and in turn will experience feelings of worth and satisfaction. It is generally recognised that new employees are highly motivated and an effective induction process will ensure that this motivation is reinforced. BENEFITS OF INDUCTION The advantages of an effective and systematic induction process are as follows: To enable new employees to settle into the Mattel Toys quickly and become productive and efficient members of staff within a short period of time. To ensure that new entrants are highly motivated and that this motivation is reinforced. To assist in reducing staff turnover, lateness, absenteeism and poor performance generally. To assist in developing a management style where the emphasis is on leadership. To ensure that new employees operate in a safe working environment. To reduce costs associated with repeated recruitment, training and lost production INDUCTION CHECKLIST The Induction checklist is a very useful way of ensuring that information is imparted to new employees when they are likely to be most receptive. It avoids overloading employees with information during the first weeks whilst ensuring that all areas are covered. Managers/supervisors should ensure that these matters have been properly understood whilst the checklist is being completed, perhaps in the form of a weekly chat with the new entrant. Arrangements should also be made for the employee to visit any relevant departments with which they have regular contact in the course of their duties. At the end of the process the induction checklist should be signed by the relevant parties and placed in the member of staff's personnel file. FIRST DAY OF EMPLOYMENT Preparations should be made for the arrival of the new entrant well in advance, for example, arrangements should be made to provide desk, equipment and lockers etc. Most new employees tend to be concerned primarily with two matters: a) whether they can do the job and b) how they will get on with their new colleagues. It is therefore important to introduce them to their new workplace and colleagues at the earliest opportunity. An introductory talk will be appropriate at this time and can be combined with the provision of general information and exchanging any necessary documentation. This talk should be as brief as possible, because the employee is unlikely to be receptive to detailed information at this stage, and should be conducted by someone who is well prepared and has sufficient time available. Managers/supervisors should refer to the Induction Checklist and use it as a basis for discussion thus ensuring all documentation is complete. A tour of the workplace should be arranged for the new entrant allowing the Mattel Toys / Division to be viewed as a whole and the recruit to see where he/she fits into the organisation. The new entrant will want to get to know his/her colleagues and quickly become part of the team and time should be made for this process. Colleagues should be briefed on the new entrants arrival. If possible one of the new entrants colleagues should be nominated to ensure that he/she has every assistance in settling in quickly. INDUCTION PROGRAMMES Induction programmes must be geared to the individuals needs. Some of the more obvious new members of staff requiring special attention are as follows: School Leavers For most new employees, induction is concerned with getting accustomed to a new job. For school leavers, however, it is about adjusting to a whole new way of life - the world of work. Consequently, school leavers are likely to need more support than other groups. Wherever possible, induction and subsequent training should relate to knowledge and skills which go beyond the employees own particular job. School leavers will need guidance on wider issues, such as career planning, acquiring qualifications, coping with the routine and discipline of work and managing money. It would also be helpful for school leavers to be introduced to an approachable person to whom they could take any queries they might have. Graduates Graduates tend to have a high level knowledge but may not have the skills relevant to the job. They will want to feel that they are making a contribution from early on and to understand the organisation of the Mattel Toys and their role within it. Also they will want to have a clear picture of future career prospects and to gain broad experience with this in mind. The Trust should provide the graduate recruit with an adviser - such as a senior manager - who can organise the necessary breadth of experience and offer advice and support in relation to career progression. Managers Whilst many of the points in the checklist apply equally to all new managerial staff, in most cases individual induction programmes will be necessary. These should be drawn up in consultation with new managers, taking into account their backgrounds and experience and the nature of their new roles. Priority should be given to helping new managers establish and maintain relationships with management colleagues and opportunities should be provided for them to spend time in other relevant departments to facilitate this process. This will help managers quickly to gain an understanding of the Mattel Toyss philosophies, strategic plans and business plans. Ethnic Minorities In some cases, it may be necessary to design induction programmes with the special needs of ethnic minorities in mind. Language problems and attitudes amongst existing staff may be areas requiring particular attention. This is preparation that should be completed before any member of staff joins the Mattel Toys. The Mattel Toys will not tolerate racist or prejudiced behaviour in any form. Long-term Unemployed Previously long-term unemployed people who have been recruited may have been absent from the working environment for some time so it will be helpful to recap on some of the issues relating to school leavers. these should, of course, be adapted to suit older workers, who may need to build up confidence and the induction process can be used to update knowledge of basic office technology (photocopiers, fax machines, telephone systems, etc. as well as computers). Other Groups Other groups that may need particular consideration include disabled employees and women returning to work after having raised a family. These groups will also require the induction procedure as women returning to work may, like the long- term unemployed, be out of touch and lacking in confidence. Disabled employees may have all or a combination of induction needs, but these needs may be compounded by their disabilities. Part of the induction process for disabled employees will involve checking such things as wheelchair access to parts of the workplace, toilets and lifts etc. The necessary reasonable adjustments to the workplace required to accommodate the disabled individual should be completed prior to them commencing, and carried out in discussion with the individual or their adviser. COMPLETING THE INDUCTION PROCESS Induction can be said to end when the individual become fully integrated into the organisation. Of course, there is no set timescale within which this will happen and follow up is essential. Giving new employees the opportunity to ask questions several weeks into employment can be useful, and the induction checklist will provide this opportunity. In some areas, such as understanding wider aspects of the organisation, follow up after a number of months may be appropriate. MATTEL TOYS NAME INDUCTION PROGRAMME FOR NEW STAFF DEPARTMENT ...................................................................... NAME OF EMPLOYEE ........................................................ JOB TITLE ...................................................................... DATE COMMENCED ........................................................ This is a checklist of information for Induction which managers / supervisors should use with new staff as part of their induction programme within the first few days, and certainly within the first two weeks of employment. Health and Safety items should be identified immediately. The new employee should be asked to tick each subject as he/she has been informed about it, and sign the end of the form. The manager / supervisor then sends the form to the Personnel Department / Head Office for inclusion in the employees personnel file. Not all the following subjects are applicable to all departments. Should this be the case, record N/A. Please read the guidance notes below before completing this form. Guidance Notes Certain groups of staff have specific induction needs. the main groups are detailed below, with particular points to take account of, highlighted. ITEMS SPECIFIC TO THE FOLLOWING GROUPS OF STAFF Staff with Disabilities Disabilities include for example physical handicap, deafness, blindness, mental handicap. consider the following for discussion: Confirm the nature of the disability. Clarify if the employee has any special needs relating to disability. Check whether employee has any particular concerns regarding the workplace. Graduates and College/School Leavers These staff may have no previous work experience and will need careful integration into the department. Discuss the following: Role within the department. Reporting responsibilities. Allocation and prioritisation of work. Staff Returning to Work after a Period of Absence This includes staff who were previously unemployed, women returning after starting a family, or after any other prolonged period of non-employment. Discussion should include, for example: The difference between the employees previous working environment and this new one. Changes in skills required for this area of work. 3.Requirement for training to update skills. Managers and Professional Staff These staff need a broader induction to put their post in context. Structure and culture of department. Role in relation to Department / Mattel Toys as appropriate. Training course in supervisory and management skills, if required. ITEMS TO COVER WITH EACH NEW EMPLOYEE The Department Complete 1. Department function 2. Introduction to colleagues 3. New entrants own job 4. Supervision 5. General layout - entrances and exits 6. Telephone system, bleeps and intercom systems Conditions of Employment 1. Information on hours of work, including duty rotas, shift systems "on-call" breaks 2. Time recording, flexi-time 3. Bonus scheme, allowances 4. Probationary periods of employment 5. Mattel Toys Pension scheme and eligibility 6. Reporting in when sick including when on leave 7. Arrangements for requesting leave: annual leave, unpaid leave, compassionate leave 8. Issue of uniforms, and uniform policy, protective clothing, replacement, laundry arrangements Health and Safety, Security, Fire 1. Health and safety information relevant to the department 2. Issuing of fire instructions and procedure 3. Location of fire-fighting equipment 4. Accident reporting 5. First aid facilities/pre-employment health screening/role of Occupational Health / Mattel Toys Doctor 6. Loss of personal effects 7. Security of department/building 8. Arrangement for keys, passes, ID Badges etc. 9. Violence and aggressive behaviour 10. Management of monies/valuables 11. Major Incident procedures Conduct 1. Personal presentation 2. Disciplinary procedures 3. Courtesy to the customer and the public 4. Confidentiality 5. Noise Control 6. Acceptance of gifts 7. Statements to the Press 8. Local rules regarding smoking 9. Private use of telephones 10. Standards of Business Conduct Facilities 1. Cloakroom, lockers, lavatories 2. Canteen Education, Training, Promotion 1. Study leave 2. Means of advancement, promotion opportunities 3. Employee appraisal, review systems Employee Involvement and Communication 1. Employee or Trade Union representative 2. Communication arrangements 3. Information sources, e.g. notice boards, circulars etc. 4. Food and Health Policy 5. Handling Complaints Items Specific to Department 1. Pay 2. Notice of termination of employment 3. Sick certificates 4. Waste disposal 5. Control of infection 6. Lifting and handling OTHER RELEVANT ISSUES SPECIFIC TO DEPARTMENT I have been informed about and understand the above items. Signature:................................... Date:.............. I confirm that the above Induction Programme has been completed for the above member of staff. Signature of Head of Department/ Designated Officer:................................... Date:.............. Appendix 2: Evaluation Checklist - Evaluation of organisations Recruitment, selection and Induction practices Criteria Information, systems and processes reviewed Who was consulted What training and support is provided to relevant staff. Who provides this training? Findings (summary of gaps and opportunities for improvement). These will help to form the recommendations in your report. Ensure current position descriptors and person specifications for vacancies are used by managers and others involved in the recruitment, selection and induction processes Yes HR Manager Senior HR Officer Satisfactory Ensure that advertising of vacant positions complies with organisational policy and legal requirements Yes General Manager, Human Resource No Organization must introduce e-portal Ensure that selection proceduresare in accordance with organisational policy and legal requirements Yes General Manager, Human Resource No Satisfactory Ensure that processes for advising applicants of selection outcome are followed Yes General Manager, Human Resource No Reference validation is required. Ensure that job offers and contracts of employment are executed promptly and that new appointments are provided with advice about salary, terms and conditions Yes General Manager, Human Resource No Job offers are not provided promptly Check that induction processes are followed across the organisation Yes HR Manager Yes Senior HR Officer Satisfactory Oversee the management of probationary employees and provide them with feedback until their employment is confirmed or terminated Yes HR Manager Satisfactory Appendix 3: Implementation Plan

Ranbaxys Interview Process Essay Example

Ranbaxys Interview Process Essay Process At Ranbaxy R. P. Report Compiled By: Aditi Apoorva Nayan Swati Shivani Under the Guidance of Prof. N. N. Akhouri Ranbaxy Laboratories Limited: Ranbaxy is one of Indias largest pharmaceutical companies. Incorporated in 1961, Ranbaxy exports its products to 125 countries with ground operations in 46 and manufacturing facilities in seven countries. The company went public in 1973, and Japanese company Daiichi Sankyo gained majority control in 2008. Milestones in Ranbaxy’s Path: The year 1994 marked three distinct changes including the withdrawal of contract with Eli Lily, establishing of separate head quarters in the United Kingdom and USA and the beginning of functioning at the Gurgaon plant. By now the company had established itself in Africa, India, China, US, and UK. In 2000, the company entered, the German markets by acquiring Bayer’s generic business. In 2003,Ranbaxy received the prestigious The Economic Times Award for Corporate Excellence for ‘The Company of the Year, 2002-2003’. Ranbaxy acquires Be Tabs pharmaceuticals, Terapia and acquires unbranded generic business of GSK in Spain and Italy. In June 2008, Ranbaxy entered into an alliance with one of the largest Japanese innovator companies, Daiichi Sankyo Company Ltd. , first by purchasing 34. 8% of the total stakes followed by 64. 2% in November 2008, to create an innovator and generic pharmaceutical powerhouse. The combined entity now ranks among the top 20 pharmaceutical companies, globally. The transformational deal will place Ranbaxy in a higher growth trajectory and it will emerge stronger in terms of its global reach and in its capabilities in drug development and manufacturing. We will write a custom essay sample on Ranbaxys Interview Process specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Ranbaxys Interview Process specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Ranbaxys Interview Process specifically for you FOR ONLY $16.38 $13.9/page Hire Writer An interesting point to note is that throughout history, Ranbaxy has grown through Mergers and Acquisitions. This can be attributed to the increasing levels of inward FDI, the growth in the Indian economy, and relaxation of the constraints on Indian companies, which wanted to expand overseas. Ranbaxy Today: Today Ranbaxy is one of Indias largest pharmaceutical company, and is an integrated, research based, international pharmaceutical company, producing a wide range of quality, affordable generic medicines, trusted by healthcare professionals and patients across geographies. Ranbaxy has a presence in 23 of the top 25 pharmaceutical markets of the world. The Company has a global footprint in 46 countries, world-class manufacturing facilities in 7 countries and serves customers in over 125 countries. The Company’s business philosophy based on delivering value to its stakeholders constantly inspires its people to innovate, achieve excellence and set new global benchmarks. Driven by the passion of it’s around 14,000 strong multicultural workforce comprising of over 50 nationalities, Ranbaxy continues to aggressively pursue its mission ‘To become a Research-based International Pharmaceutical Company’. Company Vision: Achieve significant business in proprietary prescription products by 2012 with a strong presence in developed markets. Company Mission: â€Å"To become a Research-based International Pharmaceutical Company† The vision and the mission statements of Ranbaxy make it clear that, it is working on a strategy that strikes out a balance between an innovation based differentiation strategy and a cost leadership strategy. It therefore works on a Hybrid model, a unique and pro-active model that has potential to provide an excellent mix of innovative and affordable quality medicine to people around the world. The model represents a great opportunity for synergy benefits to both Ranbaxy and Daiichi Sankyo. The strategy for optimum utilization of the Ranbaxy NDDR (discover R and D) resource has also been agreed on. Financials of Ranbaxy: Ranbaxy is an Rs. 4000crore company with a profit of Rs. 571. 98crore in 2010. This was after a loss of Rs. 1044. 88crore last year. According to the financial report, the company is growing at a healthy 13% as compared to last year. Ranbaxy was incorporated in 1961 and went public in 1973. For the year 2009, the Company recorded Global Sales of US $ 1519 Mn. The Company has a balanced mix of revenues from emerging and developed markets that contribute 54% and 39% respectively. In 2009, North America, the Companys largest market contributed sales of US $ 397 Mn, followed by Europe garnering US $ 269 Mn and Asia clocking sales of around US $ 441 Mn. Recruitment: It is the practice or activity carried on by the organization with the primary purpose of identifying and attracting potential employees. RECRUITMENT CHALLENGES: Some of the Challenges that Ranbaxy encounters while recruiting potential employees: * GlaxoSmithKline Consumer Healthcare Ltd. , East India Pharmaceutical Works Ltd. , Dr. Reddys Laboratories Ltd. , Cipla Ltd. , Concept Pharmaceuticals Ltd. and Khandelwal Laboratories Ltd. are most of the competitors of Ranbaxy. So, Ranbaxy has to make sure that its image in the market remains competitive to others in order to attract potential employees. * Ranbaxy is already maintaining its brand in the market and it does not go for mass recruiting hence it is able to attract potential employees through its recruitment. * Ranbaxy Laboratories being hit by charges of sub-standard drugs, is going to increase its sales staff by a third and launch scores of new drugs that would further propel its growth in the next 25 years. It has already hired 1,500 sales executives which was the biggest recruitment drive in 14 years. â€Å"This strategy will be the foundation for Indian market for the next 25 years,† said Mr. Sobti. â€Å"We are layering new resource for the first time,† he said. By the end of 2012, Ranbaxy plans to increase its market share to at least 6% from 4. 9%. Market leader Cipla has 5. 6% of the estimated Rs 40,000-crore retail drug market. â€Å"With lesser manpower, products and coverage, the company is number two and additional resources will take it to the next big leap,† said Mr. Sobti who in the past helped Hero Honda Motors become the top selling motorbike company in the nation and hence we can expect Ranbaxy to reach the number one position soon. * In this business, the sales staff becomes vital for a company’s growth as they can directly influence doctors to prescribe a particular company’s drugs over similar drugs from rivals, other things remaining the same. Ranbaxy has 4,300 sales staff, compared with more than 5,000 for rivals, such as Cipla and Piramal Healthcare. SOURCES OF RECRUITMENT: All pre-recruitment objectives and conditions are taken into consideration by Ranbaxy before embarking on a recruitment campaign. Proactive and Reactive Recruitment: The company adopts proactive recruitment approach for freshers i. e. entry level where its focus is to create a bench strength for the company. So, before recruiting it takes into consideration the forecast for next year and feedback from functional heads to come to a target number for hiring. It zeros in on the institute primarily based on the rankings and other factors such as feedback from the management, past experience, specialization suited to the job position. For example, it would go to MICA campus it wants to hire someone from communication field. It visits the campuses during their campus recruitment season. Ranbaxy adopts a reactive recruitment approach for laterals. The company does a budgeting exercise and it puts proposal in front of the executive committee, based on the requirement of manpower in the near future. The various sources of recruitment include: * Campus Recruitment * Referrals * Direct Applicants * Consultants * Job Portals * Headhunters * Database of Previous applicants INTERVIEWS: Once Ranbaxy gets enough applicants to choose from through its recruitment processes, it shortlists candidates and starts the selection process. Interview is one of the selection stages and is very important. It gives the company time to interact with the candidate face to face and assess him/her to find whether he is right fit for the organization or not. Ranbaxy does a thorough job analysis which includes a review of the position’s responsibilities, requirements, reporting relationships, environment factors, benefits and growth opportunities before starting the interview process. For freshers, the short-listing of resume may be done on the basis of CGPA i. e. a minimum cutoff is used to screen the applicants. This cutoff varies from institute to institute, also depends on the market conditions Once short-listing is done then the stage is set to the start the interview process. The interviewers are well trained on the interview process. Types of Employment interviews at Ranbaxy: * Human Resources (HR) Interview: The Company conducts HR interview and technical interview for freshers. Interviews conducted by HR specialists are both broad-based and job specific. The HR interviewer covers a great deal of general area of the candidate that is his interests, goals and educational experiences that can be related to the job position available. * Departmental Interview: The technical interview focuses on job specifics i. e. the required skills and abilities possessed by the candidate to perform the job efficiently. This is conducted by the functional head. * Panel Interviews: A panel is where there are two or more interviewers who sit side by side and take the interview of the candidate simultaneously. Ranbaxy also employs panel interviews where the panel consists of two people; one from the HR and one from the concerned department or vertical. Panel interviews help in saving time and comparing impressions of applicants as they answer questions. This helps in reducing biases and ensures a fair selection process. Ranbaxy’s reference check is done after the interview process and it is done in a couple of days to make sure not much time is wasted. PRE- INTERVIEW PROCESS: Q. What are the pre-interview processes for the lateral hiring in your company? Ans: At the beginning of the year, we have a budgeting exercise. In line with the plans for next year, every department has a separate plan. For Example,HR plans to do the following activities this year: Training calendar, Engagement survey ,Communication training . Now all this needs manpower. So, depending on the requirements and having a look at the headcount we have, we find out how many more people are required for the year. This manpower requirement then has to be presented to the executive committee. The costs in the plan include that of the headcount. Once it gets approved,based on the plan and based on the headcount, we go ahead for the recruitment process. Then we check with the different options we have to recruit people. The options include: * Employee referrals * Direct applicants * Job portals * Consultants * Head hunting(throught LinkedIn) Department-wise Budgeting exercise For senior level recruits, we go for consultants for headhunting, but for the junior level recruits headhunting is done by the HR team of the company. Present to the executive committee Go ahead with the recruitment process Approval Consultants Head hunting Job portals Employee referrals Direct applicants Q. What is the pre-interview process for fresh recruits? Ans: After deciding the headcount requirements for the year with the help of line managers in the same way as above, we decide on the colleges we want to visit, whether it should be a tier 1 or a tier 2 institute. Then the resume shorlisting is done on the basis of fixed criteria, be it CGPA, or in some cases, graduation and 10th,12th percentage. This is done in a very objective manner, and extra curricular aren’t given any weightage. This is a proactive hiring process. The recruitment for MTs and GETs goes in synchronization with the campus recruitment process. The pre- interview process also included making a competency mapping sheet where we can keep in mind the basic skill set required for the job. The candidates are assessed for those skill sets while the interview process. Entry-Level Recruitment: This process is basically carried out while recruiting Graduate Engineer Trainees(G. E. T. ) and Management Trainees(M. T. ). These trainees are hired to enrich the talent pool of the organisation. After the short listing of resumes based on the criteria decided in conjunction with the function heads, an Aptitude Test is conducted by Ranbaxy. This aptitude test functions as a filter or a gate, here the candidates who exhibit a certain degree of aptitude for the position in question are selected for the next step of the recruitment process. After the aptitude test, comes the Group Discussion, this is conducted as a elimination process, where as aptitude test was conducted as a selection process. A G. D. is important because the person who finally gets the job will have to interact with others in the organisation effectively, work in teams, and a G. D. will allow the candidate to exhibit those qualities. Candidates who are left after the G. D. are then called in for interviews. Q. What is the interview process for fresh recruits? Ans: There are basically two panel interviews. Each panel consists of two assessors. One interview is obviously a technical interview, here the technical skills of the candidate are assessed. The questions pertain to subject matter and the interview is pretty much a structured one. The other interview is a behaviour interview popularly known as the H. R. interview on the campuses. Q. Could you please describe the behavior interview? Ans: In the behaviour interview we basically ask competency based questions, so our interviewers are trained in competency based interviewing. Q. Could you give us some sample questions that you personally like to ask? Ans: One of the questions I like to ask is â€Å"What is your biggest achievement? † and â€Å" Why do think that it is your biggest achievement? † this gives me an idea of what is the candidates self assessment and expectations of self. Also I ask the candidate to give me specific instances of where he/she displayed their strengths and sometimes I ask leading questions so as to scratch beneath the surface to make sure the candidate knows what he’s talking about. Q. Candidates are normally on the edge before interviews, how do you deal with that? Ans: I don’t go out of my way to make the candidate comfortable and neither do I advice doing that because it can also be a criteria for assessment as to how confident a person is when they face the interview panel. But at the same time I never begin a interview with threatening questions, I never ask questions to which a candidate may not know the answer. Always begin with conversational questions like â€Å"Tell me something about yourself† or â€Å"your family† to get the candidate in the flow then I move onto competency questions. Q. What is the mix of the assessors on the interview panel? Ans: Across the two panels there is a healthy mix of H. R. and functional leads, this is to assess the candidate completely on two different fronts and make the best possible decision for the company. Q. Do you use a grade sheet during interviews? Ans: Yes, we use grade sheets in entry level interviews to better differentiate among candidates because we want to have a complete picture of the candidates skills when the panel sits down to make a final decision LATERAL RECRUITMENT: Another type of recruitment done in the company is Lateral Recruitment. The candidate being recruited at this level has almost same kind of roles and responsibilities as the firm offers him without any additional or only notional increase in the salary. At the lateral level, project execution, people management, and client leadership skills become very important parameters of evaluation. Besides project and client-related responsibilities, the firm expects its senior team members to take up firm-building initiatives. 1. When asked from GM-HR Ms. Ruchira Gupta about the lateral recruitments at Ranbaxy, she provided us with the following information: 2. Lateral Recruitments at Ranbaxy continues throughout the year as and when the requirement arises. 3. The first and foremost step to carry is Budgeting Exercise done by professionals at Ranbaxy. This exercise includes the plans for next year followed by the needs and requirements of various job profiles. Forecasting of manpower is then presented to higher executive committees in the company. Then next step is to get the plan approved by the committee. 4. To carry forward the process, various sources are used to assist in the process of recruitment i. e. attracting the right fit candidate. a. Referrals . Direct Contact c. Consultants d. Portals e. Headhunting 5. Initial short listing is done using benchmark criteria such as the previous employers, the previous job role and responsibilities. 6. Next the process continues with an online aptitude test for next level of short listing and the selected candidates are called up for GD and Interview process. This process remains similar as in case of Proactive recruitment. 7. During these rounds, the company also responds to queries and the role that the candidate is being evaluated for. The intent, again, is to help the candidate make an informed decision. . The major challenge for the company is to attract best talent from the market majorly from its competitors and to retain with Ranbaxy further. For this purpose the candidate is made aware of all the best practices followed, the clarity of job role, compensations packages, rules and policies. Further they are provided with the information of culture and environment within the organization. Post Interview Process: After the interview process is over candidates are judged on the predefined criteria. The performance and the skills of the interviewee are matched against the organization requirements. Then the best fit is selected and then the whole process for reference check is started. On completion of reference check the candidate is informed whether he is selected or not, including informing about the compensation and benefits as well as when the candidate is expected to join the organization along with it some information about the work culture at the organization also those who are not selected were informed that they were not fit for particular job opening but in future if any opening would be there then they would be considered. Q: How much time do you normally need for reference checks? Ans: Our organization does not believe in keeping a task pending so we try to complete the reference check as early as possible and mostly complete the reference check is within two days. Q: Who are the people involved in reference check? Ans: If the candidate is through employee referral then that employee is best person for reference check. Otherwise we use the reference provided by he candidate, but we keep in mind the sensitivity of the process because the candidate’s reputation maybe on line. Q: How do you inform the candidates regarding the interview selection process? Ans: Mostly the candidate is informed through email and telephone that he is selected and for those who are not selected, it is through email with a thank-you note for their participation in the whole process. Q: How much time you required for to complete process? Ans: The candidate selection generally takes around a week after interview is over. Q: What about the candidates those who are not selected is their previous interview used or do they go through the whole rigmarole again for new openings? Ans: For every new job opening, we start afresh; it is a completely new process just the interviewee application is considered for that position because the candidates resume is in our database. Inferences and Conclusions: For this project we as a group decided to focus on Ranbaxy’s interview process while recruiting. We broke the entire process into three distinct equally important components namely: 1. Pre-Interview 2. Interview 3. Post-Interview Some of our deductions based on our interactions with Ms. Ruchira Gupta GM-HR Ranbaxy are as follows: †¢The company first relies on its database of past applicants for any new job vacancy that arises. After that it also takes into account the employee referrals. This saves a lot of cost in recruitment for the company. †¢Also, since the headhunting process is taken up by the HR department of the company itself, it shows that the team keeps a constant eye on the social networking sites and the job portals. †¢Fresher’s recruitment is a proactive process which always helps the company meet its requirements. †¢The recruitment requirements are taken from all the departments, who best know what would be their requirements for the next year according to their expansion plans for the year. This elps the company perfectly map its requirements in terms of people requirement with particular skill set. †¢The company already uses e-recruitment through job portals but it doesn’t have an option in their website to seek applications. This should be focused upon as many companies today have applications on their websites for job openings. †¢The company should start investing in innovative sources of recruitment which wil l help it in beating its competitors and hire the best. †¢The company does not disclose the salary package to the candidates before interview. This may create skepticism amongst the candidates and hence it is better to at least mention salary if not the entire benefits. †¢The whole process of short-listing campuses and then candidates is a little ambiguous, could be made more structured. References: 1. http://indolinkenglish. wordpress. com/2010/04/29/ranbaxy-to-step-up-head-count-launch-new-drugs 2. Arthur, Diane. Recruiting, Interviewing, Selecting Orienting New Employees. New Delhi: Rekha Printers Private Limited, 2010. 3. http://en. wikipedia. org/wiki/Ranbaxy 4. http://www. ranbaxy. com