A c a d e m i c y e a r : 2 0 1 3 / 2 0 1 4 G r o u p : C ; S e m e s t r : 7
HR practices in
companies:
SONAS ID Corporation
08/01/2014
TEAM MEMBERS:
CP: EL BOUANANI Fatima Azzahra BAHJI Boubker
LABIAD Soukaina BENZAKOUR Kenza
FENNASS Raja CHAKIB Karim
EL KATIAB Ghizlane BELBEKRI Houda
Supervised by : Mr GASSEMI Karim
End of course Project
PFC HRM : SONASID Company 1
General introduction
Acknowledgement
We are anxious to thank Mr. Karim GASSEMI who supervised us during the half-year
and directed us for the realization of the project.
We are also anxious to express our profound feelings to Madam Sonia DARIF
responsible of development human resources at SONASID And Miss Sabrina
HAFIANE responsible communication in the Human Resources Direction at
SONASID, wish we granted an enormous support to lead to successful conclusion
our project she offered us the opportunity to discover closer the business world, by
granting us a few hours of her, precious time to supply us all the information which
we needed and to answer all the questions that we sent to her.
Mission
The mission of the project in HR is essentially included in the consolidation of the
theoretical experiences of the course and the partial dumping in the business world.
Who represents a big added value to our School program.
It is perfectly simple to master the course of the Human resources management
indeed it is a course which contains several models and theories which need a
continuation in the reality of the business world. It is from this perspective that we led
our study with the company SONASID. This consists in a fine analysis on the HR
practices within the Moroccan companies; this practical case turns out enriching as
far as he allowed us the realization and the implementation of all that we acquired at
the level of the theoretical course.
PFC HRM : SONASID Company 2
The project team
For the realization of the end of course project we contacted two companies which
are as follows: PROMOPHARM and SONASID. As regards the company
PHROMOPHARM we did not find information on the persons in charge of the society
seen that the access to the site of the company is secured by a password.
Then, Miss Rajaa FENNASS and Miss Houda BELBEKRI put in touch us with two
persons in charge within the direction human resources within the SONASID. So our
study based essentially on the Society SONASID leader on the Moroccan market of
steel-making and Moroccan leader on the long products in association with the
person in charge development human resources of the company: Mrs: Sonia DARIF.
And the person in charge Communication within the human resources department
Miss Sabrina HAFIANE.
We tried, during the realization of this project, to base us on the knowledge which we
acquired in the course of Human resources management, and to put into practice
them. This work served us for exceeding the theoretical phase towards another one
considered practical which is beneficial for us grafting that students and students in
ENCG Casablanca.
To do it, we divided the plan of our project in two big sections, the first one being
dedicated to the study of the company and its environment, The second part being
dedicated to the description and the analysis of the various practice HR within the
company SONASID through the answers supplied during both interviews realized
with the persons in charge within the human resources direction.
The distribution of the tasks between the members of the group was as follows:
The first distribution concerns the part of the company which we have to
analyze the external environment of the company and the organization interns
of the company SONASID:
The distribution of this part was as follows:
1- Description of the business sector of the company: Kenza BENZAKOUR
2- History of development of the company: Ghizlane EL KATIAB
3- Organization interns of the company: Boubker BAHJI
4- Analysis of the wallet(portfolio) of products and services(departments) of the
company: Karim CHAKIB
PFC HRM : SONASID Company 3
5- Elaboration and analysis of the matrix SWOT: Fatima Azzahra EL
BOUANANI; Rajaa Fennass; Soukaina LABIAD; Houda BELBEKRI
6- Recommendations for the development: Fatima Azzahra EL BOUANANI; Rajaa Fennass; Soukaina LABIAD; Houda BELBEKRI; BAHJI boubker; CHAKIB Karim ; EL KATIAB Ghizlane; BENZAKOUR Kenza
The second part concerns the description and the analysis of the development of the human resources of SONASID:
1- Organization and roles of the function Human resources: Fatima Azzahra EL
BOUANANI; Rajaa Fennass; Soukaina LABIAD; Houda BELBEKRI
LABIAD Soukaina
2- Analysis of the processes of the Administrative management of the Human
resources: FENNASS Rajaa; EL BOUANANI Fatima Azzahra
3- Analysis of the processes of the development of the Human resources:
Training process and the process of elaboration of the plan training : EL BOUANANI Fatima Azzahra
Process of recruitment : BENZAKOUR Kenza Process of evaluation and GPEC : BELBEKRI Houda; BAHJI boubker;
CHAKIB Karim 4- -Information system of the human resources: BELBEKRI Houda; FENNASS Rajaa
PFC HRM : SONASID Company 4
TABLE OF CONTENTS
General introduction .......................................................................................... 1
Presentation of the company, its business sector and her internal organization:
........................................................................................................................... 6
I. Activity sector: .......................................................................................... 7
II. THE COMPANY HISTORY ...................................................................... 8
III. Internal Organization ............................................................................... 9
IV. Analysis of the portfolio of products and services ................................. 12
V. SWOT Analysis of SONASID: ............................................................... 14
VI. Recommendations for the development: .............................................. 15
Organization and roles of the function Human resources at SONASID .......... 16
I. The organization of the function RH ....................................................... 17
II. The missions of the department RH ....................................................... 19
III. Description of the strategic role of human resources administration ...... 21
Position of the role of the Director of Resources by Ulrich 2000 Model . 21
Position of the role of HRD Sonasid by Charles-Henri Besseyre des
Horts ............................................................................................................. 22
IV. Brief description of the various projects and HR sites ........................... 23
V. Analysis of the distinctive values of the Human Resources Department
against the main competing business on the market: .................................. 24
Analysis- of the process of the administrative management of the staff. ........ 26
I. Description of the various activities of the administrative HR................. 27
II. Description and analysis of management activities of the trade unions . 27
III. Description of the process of elaboration of the budget of the human
resources ...................................................................................................... 28
IV. Identification and analysis of the various practices relative to the control
of the social management: ........................................................................... 29
Analysis of the process of development of the human resources within
SONASID ......................................................................................................... 34
I. Analysis of the training process .............................................................. 35
PFC HRM : SONASID Company 5
1. Role of training whitin the company SONASID ................................... 35
2. The process of the training within the company SONASID: ................ 35
3. Description of the strategic role of the training in SONASID: .............. 37
4. Elaboration and operationalization of a training plan calculated
indicator: .................................................................................................... 37
II. Analysis of the recruitment process: ...................................................... 38
1. Definition and types of recruitment: ..................................................... 39
2. Process of recruitment:........................................................................ 39
III. Description of the process of evaluation ............................................. 41
1. GPEC .................................................................................................. 41
2. Inform .................................................................................................. 43
3. Attract .................................................................................................. 44
4. Develop ............................................................................................... 44
5. Retain .................................................................................................. 44
IV. Description of the evaluation process (Process Mapping annual
evaluation) .................................................................................................... 46
Information system of the human resources ................................................... 50
I. Analysis of existing Information system Human resources: ................... 51
II. Description of the components of existing HRIS .................................... 51
III. Description of the stages of implementation of HRIS ............................. 53
IV. Description of the role of the SIRH for the support of the activities of the
human resources department. ...................................................................... 54
Conclusion ....................................................................................................... 55
PFC HRM : SONASID Company 6
Presentation of the company, its business
sector and her internal organization:
PFC HRM : SONASID Company 7
I. Activity sector: SONASID the Group operates in the sector of the steel industry, almost all of its
business is conducted in Morocco. Lead Actor in the construction sector, the
company is Sonadid Moroccan leader in steel long products (concrete reinforcing
wire & machines) with 69% market share at the end of 2008.
With over 900 employees and through its industrial sites in Nador Jorf Lasfar Sonadid
has annual production capacity of over one million tones aimed primarily at the
domestic construction sector.
The SONASID group is also positioned in the market for industrial fittings and fittings
"building" through its subsidiary long metal frames
The metal sector is the most affected by the decline in industrial production,
according to a survey published by Bank Al Maghreb.
Indeed, this sector has decreased by -61 %. This is due to a frenzy of steel imports
from Europe, where the steel industry is in deep crisis.
Faced with this dumping, Maghreb Steel took the authorities to put in place measures
to protect local production and jobs. Leader in the field of flat steel, Maghreb Steel is
increasingly exposed to unfair competition from imports.
Resumption of international steel market is not a motivating factor for Maghreb Steel
only, but also for the industry in general who knows underproduction.
The current global steel production is estimated at 1.6 billion tonnes, a ratio of 230kg
per capita while domestic production is estimated at 1.5 million tonnes for domestic
production capacity estimated at 2.5 million tonnes, representing a ratio of 75kg per
capita. Note that with a level of production cost comparable steel production in
Turkey is 15 times greater than that of Morocco.
Result of know - how and the latest technology , quality products Maghreb Steel is
recognized nationally and internationally. Indeed, the company's exports reached
1.14 billion dirhams , representing more than 150 000 tons of steel exported during
the year 2012. Despite the crisis, the turnover of Maghreb Steel remained at DH 2.7
billion in 2012 , 43% for export.
If the investigation by the Department upon request Maghreb Steel confirms dumping
of imports from the country of Turkey and the European Union, no measure has been
taken to date. Despite numerous complaints calling to adopt emergency measures to
save the industry.
PFC HRM : SONASID Company 8
Shareholders and financial institutions have fulfilled their part of the market while
ensuring continued activity despite the economic downturn. It is now the role of the
Government to take immediate action to preserve this industrial investment.
The State shall secure the area
According to the Association of steelmakers Morocco, Morocco is part of the
autonomous country in the production of steel. This is due to the cumulative
investments that reached DH 13.3 billion since 2006 for the segment of long and flat
steel that. According to the same source steels.
II. THE COMPANY HISTORY Sonasid saw the light of day in 1974, later to become the largest entity in the
Moroccan steel industry. The objective of the Moroccan Government through
its creation was to establish the first link in an industry capable of meeting
domestic needs in steel bars and wire rods for the housing, public works and
civil engineering sectors.
After a business corporation with a registered capital of 390 000 000 Dhs, Sonasid
was created by the Government of Morocco in 1974 to meet domestic requirements
in steel items.
Production was initiated in March 1984 with the Nador rolling mill, located just 18 km
to the south of the city. Its production capacity is of 600 000 tons per year of steel
bars and wire rods. In 1996, Sonasid listed 35% of its capital on the stock market and
in 1997; the Government transferred 62% of the capital to a consortium of
institutional investors led by SNI.
To confront new market constraints and competitive requirements, in July 2002,
Sonasid launched a new production unit in Jorf Lasfar, a region extremely favorable
to industrial development. The new rolling mill registers an annual output of nearly
300 000 tons per year.
Nevertheless, in 2003, with the lifting of trade barriers, the four-party agreements,
and the arrival of a new player on the domestic market, competition is intensifying.
Thus, Sonasid engaged in an ambitious project entailing the creation of an electrical
steel works at Jorf Lasfar, which began operating in August 2005 making it possible
to put out from 625 000 to 1 000 000 tons of steel per year. It is a project that
perfectly responds to the issue of competitive pressure.
Key dates:
1974 Government creates Sonasid.
1984 Start up of output by the Nador rolling mill.
1991 Liberalization of imports.
1996 Listing of 35% of the capital on the stock market and start up of Longomtal Industries in Casablanca.
PFC HRM : SONASID Company 9
1997 Transfer by the Government of 62% of the capital of Sonasid to a consortium of institutional investors led by SNI.
1998 Acquisition of Longomtal Industries.
2000 Launching of work on Jorf Lasfar rolling mill.
2001 ISO 9002 Certification for the Nador site. NM Certification for non-wieldable FeE400 and wieldable FeE500 items.
2002 Start-up of new rolling mill at Jorf Lasfar. Launch of electrical steel works at Jorf Lasfar.
2003 ISO 9001 Certification Version 2000. Launch of TPM at Nador and Jorf Lasfar. Signing of principal contracts for the electrical steel works.
2004 NM (Moroccan Standards) Certification for steel bars at Jorf Lasfar.
2005 Commissioning of the electrical steel works at Jorf Lasfar.
2006 Award of the first Price of Security at work.
III. Internal Organization Board of directors:
M.Andr BOCK The chairman of the board of directors president
M.Hassan BOUHEMOU Member of the board
M.Paul TETTEROO Member of the board
M.JAVIER SERRA CALLEJO Member of the board
Mme.Farah OULIDI Member of the board
M.Mohamed LAMRANI Member of the board
M.Robert ENGEL Member of the board
M.Enrique de LA RUBIERA Member of the board
M.Francis LEFEVRE Member of the board
M.Aymane TAUD Member of the board
M.Jean Pierre MULLIE Member of the board
ATTIJARIWAFA BANK Reprsente par M.Ramses ARROUB
Member of the board
CAISSE INTERPROFESSIONNELLE MAROCAINE DE RETRAITE Reprsente par M.Hicham BELMRAH
Member of the board
RMA WATANIYA Reprsente par M.Azeddine GUESSOUS
Member of the board
PFC HRM : SONASID Company 10
Strategy committee:
M.Andr BOCK The chairman of the board of directors president
M.Ayoub AZAMI CEO
M.Mohamed LAMRANI Member of the board
Missions: Prepare SONASID s strategic orientations and investment programs in
view to their presentations to the meeting board. To follow the budgetary
implementation
Periodicity: Quarterly
Executive committee:
M .Ayoub AZAMI CEO
M.ABDELJALIL AJDOUR Commercial&Marketing Director
M.ABDELILAH FADILI Financial Director
M.Mohammed MOUKASSI Scrap and valorisation Director
M.Karim EL OUARDIRHI Purchasing and logistics Director
M.Chakib BENAZZOUZ Human resources and communication Director
Missions:Control the operational activity of the company. Analyze the national and
international situation and its impact on the activity of the company. Prepare the
Boards of Directors and committees
Periodicity: weekly
Risk Committee and Accounts:
Missions :Rule on all matters that may affect the financial statements and risks. In
this context, the Committee shall define the method of establishing and stop and
consolidated accounts as well as the methodology for determining provisions. It
examines the interim financial statements, annual reporting risks. It ensures the
consistency and relevance of mechanisms for internal control procedures, risks and
ethics. He finally decides on the quality of work performed by the auditors and judges
their independence.
Periodicity: biannual
Compensation and nomination committee:
Missions: Approve the remuneration policy and human resource
management. It defines the conditions of the overall remuneration of staff,
develops policy benefits for employees, defines the succession plan for key
PFC HRM : SONASID Company 11
positions within the company, manages high potential and reflects on policy
formation. It examines the evolution of the wage bill and internal equity.
Periodicity: Annuelle
Organogram:
CEO A.AZAMI
HRD C.Benazzouz
Purchasing and logistics Director K.Elouardirhi
Investment Director P.Turpel
Jorf A.Faih
Nador B.Benayada
technical .M J.Riondet
Financial Director A.Fadili
Information System and Organization Manager
S.Elhajjouji
M&C Director
J.Ajdour Scrape Director
M.Moukassi
Security S.Berrada
Internal Audit S.JEMJAM
PFC HRM : SONASID Company 12
IV. Analysis of the portfolio of products and services
All products
Rond bton
PFC HRM : SONASID Company 13
Fil machine
All products, the market share of SONASID spends more than 75 % in 2007 to nearly
52 % in 2010, down about 23 points to sales levels of 733,000 tonnes instead of
1.005 million tonnes in 2007.
This is due to the deliberate policy of the company business between 2008 and 2009
to maintain its margin levels at the expense of market share and in maintaining a
level of high sales price.
Indeed, SONASID has always maintained higher selling prices than those applied
internationally, allowing at the same time newcomers to recoup their investments
despite the difficult environment.
As of 2010, the increased competition in a context of slowing demand has led to a
decline in sales prices and loss results, however, allowing SONASID stabilize its
market share.
Imports s'adjugent 63 % share of the wire rod market in 2012 (121 000 tonnes
passed) against 27% five years ago while SONASID sees his market share to offload
37 percentage points to 35% in thin (68 000 tons sold).
PFC HRM : SONASID Company 14
V. SWOT Analysis of SONASID: Strength Weaknesses
National leader of long steels (market share 53%)
The company achieve a good a results in the first trimester of 2013, despite the global crisis
Operator integrated(joined) upstream and partially downstream
Backing to ARCELOR MITTAL and in SNI. (Backing in the world leader)
Piloting by the margin
Monopoly the region of the North
important Leverage Strategy of control(master's
degree) and reduction of costs energy
Sonadid is also distinguished by its citizen engagement through an approach based on the environmental protection and sustainable development.
Dependence in the evolution of the courts(courses,prices,yards) of the steel and of the scrap iron on an international scale
Low(Weak) positioning on the thread machine
Low (Weak) financial profitability.
Low rate of use of production capacities
Loss on the margins of intermediation
Opportunities Threats
Partnership with NAREVA (subsidiary of Group SNI(NATIONAL INVESTMENT COMPANY)) for the supply Wind energy;
Resumption expected by the sector of Construction from 2014;*
Regional markets with great potential
The use of the alternative energies
International development Development of the social
housing
Energy costs raised
Price of the high input
Sector in situation of overcapacity of production due to the competition
Massive arrivals of the imports Origin of Spain and Portugal as well as Arab countries and Turkey further to the ALE (entered by the competition(competitors) the historic zones);
Increase of the scarp irons price Statutory change
Sources: GUIDE DES VALEURS 2013 SPECIAL RESULTATS ANNUELS Sogcapital BMCE Capital
Research Stock Picking SONASID 15 08 2013
PFC HRM : SONASID Company 15
VI. Recommendations for the development:
1. Maybe they should revise their prices and try to reduce them to be more
competitive in front of the massive concurrence
2. They have to create new channels of distribution for approaching their products to
individual customers
3. They have to develop strategy communication around them by advertising in
order to make known their products
4. It will be better if they move towards a strategy B2C (business to customers) in
order to make their products accessible to particulars and eliminate the margin of
dealers
5. Move towards renewable energy to reduce costs energy
6. Direct their production overcapacity to other activities
PFC HRM : SONASID Company 16
Organization and roles of the function
Human resources at SONASID
PFC HRM : SONASID Company 17
I. The organization of the function RH
The Human resources management is all the practices to administer, mobilize and
develop the human resources, all the collaborators and the employees assuring the
activity of the company or the organization which uses (employs) them.
Indeed, the human resources management can be divided into two big poles or two
big sections: the administrative management of the human resources, and the
development of the human resources
The human resources management knew a lot of evolution has fault the time, and
takes today various forms from a structure to another one. Generally, the more the
structure is big and the company and important, the more it benefits from a
substantial and developed department of human resources management. Indeed, in
the big structures where the human resources department is important, we find
various people there who are divided the missions and the activities of this function.
We distinguish then, a Director human resources (HR) a Director of the Human
resources, a person in charge administrative of the staff un responsable de paie ou
de rmunration, un responsable des relations sociales et de la gestion syndicale, un
charg de la gestion des dossiers maladies, un responsable recrutement, un
responsable formation un responsable gestion de carrires, et la liste reste encore
importante selon lorganisation interne de chaque entreprise, de son activit ou de
son secteur.
The direction Rh within the SONASID plays a role of business Partner guarantor,
the global strategy of the company the one who impacts on the strategy of the
direction RH within the company.
For the last 5 years the HR DEPARTMENT of the company SONASID crossed of an
administrative stage of the management of the staff at the stage of development of
the human resources of the company and the management of the talents " talent
ship".
Indeed, the human resources department of SONASID gives importance to the
training, to the recruitment and to the career management. For what is administrative,
it is a part considered operational, so The training within the company SONASID is
considered as being one global strategy of which its main axis articulates around its
human resources, it puts the Man at the heart of these concerns, so The budget
granted to the training represents 3 % of the global payroll.
To be made, the department of the human resources of SONASID confides Mrs.
Sonia DARIF: person in charge development RH of the company SONASID The
responsibilities within the direction RH:
PFC HRM : SONASID Company 18
*Development RH
* GPEC
*mobility in house and intra-group: the SONASID company is a part of the group
ARCELORMITAL
*formation and followed
*recruitment
Organization intern
*Annual interview f evaluation
Organization and restructuring
Politics Training and coaching driven to the change.
Politics recruitment
Politics annual Evaluation, management of career , internal mobility, succession plan
and retention.
Participation in management of the departures Relation with labor syndicates , IT,
administrative management of the staff, worth knowing the management of the
index card of the staff, the management of the pay
The organization of the function human resources at SONASID wants that any
direction RH, through various setting-up of search and the recruitment of the talents
so of the career management of his employees through a personalized follow-up and
an in-service training. To this end, a human resources manager is affected to know
about needs for every function in terms of recruitment and about training and make
rise the information, afterward, to the manager by training and of recruitment
So this last this fact through stages namely:
The stages of the recruitment process:
The company calls on to recruitment agencies during the recruitment process
for key positions, The ways(means) used to throw a job offer are:
Web sites o Newspapers o ANAPEC BAC+2 o Recruitment agencies
The Person in charge development RH of the company SONASID Mrs Sonia DARIF
plays a role of coach or managerial employee for the rest of the team. She manages
a team of 15 people: 5 frames, 8 agents of control 2 employees
PFC HRM : SONASID Company 19
II. The missions of the department RH The Human resources management is a function of the organization concerning
mainly the acquisition, the use, the retention and the development of the Human
resources. She understands the activities of planning, recruitment, selection, training,
remuneration and evaluation of the Human resources.
The human resources department has for main mission, to provide to the
organization or to the company the necessary human resources wanted in
quantitative and qualitative terms at the moment datum. So, to assure the
development and the retention of its resources.
The person in charge recruitment and training considered a department
conceived(designed) for the human resources management as essential. At first, the
direction(management) human resources within SONASID watches to align its own
missions in the strategic and organizational missions of the firm, Indeed, at
SONASID the human resources management plays an important role in the
development and the growth of all the group.
The staff of SONASID establishes an integral part of its wealth, where from the
necessity of selecting well his staff, of attracting great talents, of motivating and of
holding the individuals and finally of assuring the development and the management
of careers for every person collaborating with the industrial group, and it through the
Organization chart of the function RH within the
company SONASID
PFC HRM : SONASID Company 20
various setting-up of the group. It should be noted that the global Staff of the
company is of: 800 employees and suit where from the necessity of assuring the
quality of the individuals and the staff within all the subsidiaries, with types of
contracts diversified The type of the most proposed contracts is: CDI(PERMANENT
CONTRACT,LEARNING RESOURCESCENTER), trainee, ANAPEC for them bac+2
The department human resources has for mission to assure(insure) the good
progress of the process of selection, recruitment and insertion of the individuals, in
this particular case young graduates of greatest school of Management , So, to
assure a follow-up personalized in the concern of the development and the evolution
of the staff. Having said that, the human resources department takes care of the
motivation and the career management of all the staff in an individualized way. A fault
of the practices used by the company to develop loyalty of his employees:
Increase of salaries
Premiums annual
Make our employees of the trainings benefit at the national level and at the international level
Shutters social appears mainly by the organization of the holidays for the children of the employees and the executives of the company.
The management of the high potential within the company is made within the
framework of the training(formation) of the "talentpaieline" in a program which lasts 7
days concerning the managerial coaching and the leadership so the company work
under an information system human resources .
Our SIRH plays the role of a management controller ": According to Mrs Sonia
DARIF.
An evaluation of the efficiency on the employees, an evaluation is made by
productivity at the same time for the employees of sites and frames of seats, so The
department takes care of the process of training, since the detection of the need until
the realization of the training and the evaluation of impact of this one. The person in
charge has for mission of chapter and to supervise his team to reach the missions of
the department, and also to assure the good work atmosphere within the Department
as well as the missions of recruitment and training aim at meeting the expectations of
various departments in terms of recruitment and of training, these department
considered, by the way, customers of the direction human resources. The various
persons in charge of human resources being in all other departments have for
mission to assure the link, the agreement and the collaboration enters the direction
human resources and the various directors and the managers of the other
departments.
PFC HRM : SONASID Company 21
III. Description of the strategic role of human
resources administration In SONASID the staff is an asset to develop, and a capital to consider. In this context the role of the direction of human resources goes beyond the traditional management of these resources and focuses on the key component to ensure alignment with organizational strategies.
This part will focus on the role of through a reading according to the model of Ulrich and the model of Charles-Henri Besseyre.
Position of the role of the Director of Resources by Ulrich 2000 Model The Ulrich Model refers to an organizational structure that is designed to articulate how the modern Human Resource Management can be organized into shared services, centres of expertise and business partners. According to Ulrich, this will increase customer share and the shareholder's value.
The Business Partner Model envisioned by Ulrich defines HR roles to shift to four new areas: Strategic Partner, Change Agent, Employee Champion and Administrative Expert. Strategic Partner relates the HR functions and enterprises with the global
business strategy of the organization. This association would be carried out by the HR management and HR Business Partners. Although this task is not so easy to implement as it sounds, when put into place, would aid in escalating the business strategy.
Bringing in change and evolution of the business through the human capital of the organization is the main feature of the Change Agent. The Change Agent would not only support the change activities during the change effort, but also create the capacity for the changes brought about.
PFC HRM : SONASID Company 22
The HR as an Administrative Expert is expected to ensure the delivery of the highest possible quality in the services and also to make certain that these top quality services are provided at the lowest costs to the organization.
By being an Employee Champion, the HR professional is able to take the utmost care of the employees needs and issues and look after them during the change process.
The policy of human resource in Sonasid is based in the first place on the values of
the company, namely: Solidarity, responsibility, humility, integrity and courage . it is
also based on the introduction of the practice of business partner and finally HR
policy puts people at the heart of these concerns.
The direction of Rh in Sonasid plays the role of business Partner (guarantor), the
global company strategy which impacts the HR direction strategy within the company
Position of the role of HRD Sonasid by Charles-Henri Besseyre des
Horts
Charles-Henri Besseyre des Horts, Associate Professor in the Human Resources
and Management department of Groupe HEC. Doctorate IAE Aix en Provence and
PhD University of California, Los Angeles.
He has published several books one of which ("Vers une gestion stratgique des
ressources humaines" "towards a strategic human resources management")
received the 1988 award for the best socio-economic management books.
Professor Besseyre des Horts has also published a variety of articles both in
academic and professional journals.
From the graph, we can deduce that the management of human resources has gone
through different stages of development; from the administrative to the legal, through
the psychological, the manager and the tools that participated in the
professionalization of the function.
Figure 2 : Positionnement du rle du DRH Charles-Henri Besseyre
PFC HRM : SONASID Company 23
Last few years HR specialists speak of strategic HRD which is "Business Partner"
and are now beginning to discuss the concept of HRD innovative and marketer while
stressing the movement of the management from the collective to the individual
which accompanied these developments.
At SONASID, the different functions of the Department of Human Resources
constitute a strategic factor in the organization. Since the last 5 years the HR
Directorate of Sonasid company has moved from a stage of the administrative
personnel to the development of the human capital of the company and talent
management "talentship". the talent management within Sonasid takes place through
the formation of "talentpaieline" under a program which lasts 7 days on managerial
coaching and leadership.
The mission of HR marketing is the responsibility of each framework in the
department of human resources, to find the suitable profiles especially regarding key
positions
IV. Brief description of the various projects and HR
sites As we say previously Sonasid considers its staff as competitive advantage, its
strategy is to develop it by different projects such as:
Formation: Training within the company SONASID is considered a global strategy
including its main axis revolves around human capital, it puts people at the heart of
these concerns. Noting that the budget given to the training represents 3% of the
total wage bill
Recruitment: for regular posts for ordinary positions they pass through a special
process that ensures their choice of the adequate person for the vacant post. But for
the key positions the company uses recruitment agencies
Practices used by SONASID to retain its employees: Increase in salaries, Annual
Premiums, They although offer their employees training at national and international
level, for Social Shutters occurs mainly by organizing holidays for children of
employees and company executives.
Sonasid develop different project such as: Strategic Workforce Planning, internal
mobility and intra-group, ongoing training, Annual maintenance assessment ,Policy
Training and coaching (driving change),Annual Policy Evaluation, career
management, internal mobility, and estate plan and retention.
PFC HRM : SONASID Company 24
V. Analysis of the distinctive values of the Human
Resources Department against the main competing
business on the market: HR Policy of SONASID: In addition to degrees and professional experience
SONASID looks for talent sporting a spirit of initiative. They seek dynamic,
entrepreneurial people as future co-workers and managers wanting to develop within
the company and share our corporate values.
The social ambition of Sonasid is centered on creating working relationships based
on dialogue, transparency, concerted efforts and respect of the part everyone plays.
MOBILITY
At SONASID, the employees work in an open trade system and favor the creation of
bridges between the various functions so as to offer attractive mobility opportunities.
In this way, we want to encourage career development of our co-workers.
TRAINING
Each year the department of HR work out a varied and well-targeted training program
to enable their fellow workers to expand their know-how and take on greater
responsibility. The prime driver behind their training programs consists of
encouraging their staff to enhance their capacities.
DEVELOPMENT OF HUMAN RESOURCES
To help their co-workers build their professional project, SONASID HR departement
make use of high performance management of professional potential and
improvement of competencies. Job descriptions, technical and behavioral
competency references as well as annual interviews and meetings constitute
effective tools making it possible to analyze potential and competencies. Thus, they
can better advise their co-workers in terms of career development as well as identify
cases of high potential capable of taking over for departing managers.
REMUNERATION
The remuneration policy is based on criteria encouraging internal equity and external
competitiveness. Each year the Appointment and Remuneration Committee joins
together all the managers and makes decisions on proposals for salary increases,
adjustment and promotion of their staff members.
SOCIAL POLICY
A certain number of endeavors are undertaken regarding social policy.
They are pursuant to summer holiday centers made available to co-workers in
several locations in Morocco such as Martil, Sadia, Mohammedia and Marrakech.
SONASID also organize summer camps for staff children, cultural travel for well-
PFC HRM : SONASID Company 25
deserving pupils and awards for the very best students (high school, higher
education).
Further, each year they provide seven co-workers with the opportunity to go on
pilgrimage to Mecca and also organize a circumcision ceremony for children.
Concurrently, they continue their endeavors to encourage home ownership by
offering rental/sales programs and allowances for sales discounts. Moreover, they
negotiate a certain number of agreements with restaurants and sports facilities
E-RECRUTEMENT
SONASID often look for new talents, either young or well-experienced profiles, in
addition to dynamic, enthusiastic and enterprising individuals. They actively seek
future co-workers and managers ready to join an evolutionary structure and
contribute to the respect of corporate values. They offer good outlooks for
advancement internally and within the ONA Group
PFC HRM : SONASID Company 26
Analysis- of the process of the
administrative management of the staff.
PFC HRM : SONASID Company 27
Analysis of the administrative process of the management of the staff:
I. Description of the various activities of the
administrative HR The administrative management of staff can be defined as the application texts and
standards for the professional lives of employees at different stages of their careers.
The administrative management of staff is a regulatory requirement that is limited to
management tasks and administrative tasks. This function ensures respect of legal
obligations concerning the Labour Code, schedules and procedures, compliance with
collective agreements, employment contracts, payroll processing, payroll taxes, paid
vacation, training, and financial impact of these elements on the company.
The importance of administrative staff is evident for both the worker and the
employer: it allows the employer to achieve its goals through compliance with legal
texts governing labor relations and make for a worker terms of productivity and job
satisfaction. It gives life to the contract between the employer and the worker.
The administrative management of staff causes no more value for the company, even
if it is essential to its good functioning. This is a very technical function which requires
a good knowledge of the tools of payroll and human resources, a good knowledge of
employment law and especially an expertise of the uses of the company.
For 800 employees, SONASID manages payroll, leave, accidents, expatriation
services, travel and expenses as well as the administration of employee data.
SONASID also ensures the development and management of applications of its
human resources system.
II. Description and analysis of management activities of the
trade unions Representative bodies (staff union representatives, stewards, council) are present in
companies to represent the employees and participate in social dialogue. Encourage
the emergence of a balanced social dialogue can improve working conditions, to
maintain a good social climate and support the performance of the company.
According to Article 396 of the Moroccan Labour Code: "In addition to the provisions
of Article 3 of the Constitution, professional unions for the defense, the study and
promotion of economic, social, moral and professional individual and collective
classes they teach and improve the education of their members. They also
participate in the development of national policy in the economic and social fields.
They are consulted on all disputes and issues related to their field of competence. "
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Employees SONASID enjoy this right guaranteed by the Moroccan labor code. They
are presented with the hierarchy across a corporate committee
Corporate committee SONASID ensure individual and collective defense of the
interests of employees at the national level and across the enterprise.
Via this corporate committee, they provide an important role of communication in
SONASID
Through this council, they provide an important role of communication in SONASID:
ensuring to employees the information obtained during the meetings of the various
joint bodies or inform employees of their individual rights.
In conflict with an employer SONASID, this corporate committee defends the
interests of employees with directions. In the case of individual disputes, they can
assist employees in interviews, to defend their interests with hierarchical authorities,
support in conflicts leading to lawsuits.
The works committee is established by election organized by SONASID, for 800
employees there are 7 people serving on the corporate committee, this works council
is then renewed every four years, after new elections.
The works council in SONASID has a role to play regarding the management and
development of the economic and financial situation of the company. It must be
consulted on the following topics:
- The organization of working time;
- The introduction of new technologies;
- Changes in employment;
- Proposed dismissal;
- The training plan;
- Equality between men and women.
The works council at SONASID is also interested in social and cultural activities that
can be implemented for employees and their family crche, holiday, canteen ...
This may reflect just to the simple reality that employees of SONASID, work in a good
climate and are heavily involved in their work.
III. Description of the process of elaboration of the budget of
the human resources The budget dedicated by a community to his staff established a major strategic
financial stake and it approaches 50 % of the total spending of functioning for the
PFC HRM : SONASID Company 29
municipalities.
The elaboration, the follow-up and the control of the payroll justify a constant
attention. An overvaluation immobilizes resources or increases pointlessly the fiscal
pressure; an underestimate obliges unpleasant cups at the end of exercise, except
for not paying many more treatments
It is thus important to have tools to measure the payroll and so provide extrapolated,
including the impact of new measures.
The budget of the function human resources is a document which allows to raise a
summary of the various recipes or let us be assigned by the executive management
to the entity RH as well as the expense projected spending during the current year.
This document has to reveal the breakdowns of expenses which must be quite
justified without exception. However, the establishment of the budget RH is not
something an easy or to the reach, that requires the consideration of several
parameters such as corporate policies regarding internal decisions and also external
factors. Without forgetting for all that the characteristics of the company.
The elaboration of the budget of the human resources within sonasid takes
place by the following stages:
The elaboration of the annual budget by the executive management, then we pass in
the distribution of the budget on every direction, on the basis of this budget every
direction puts its budget appropriate to her according to its sector, as well the case
for the human resources department of SONASID; it goes up its appropriate budget
the latter contains: a social budget, a budget concerning the recruitment, the budget
training, budget communication and budget of departure, and finally validation of the
budget with executive management.
IV. Identification and analysis of the various practices
relative to the control of the social management: The control of social management is the socioeconomic piloting of a company, that
is the social piloting which interests the human resources, and the economic piloting,
which interests the controllers and the financiers ". (Bernard MARTORY)
He can be considered as one of the components and one of the extensions of the
management control. A system of help to the social piloting of the organization while
having for objective to contribute to the human resources management in their
performances and the costs which they engender.
The controller of social management attempts to include, to audit the system and to
propose evolutions by taking into account ideally practices of the competitors. It
attempts to reduce the dysfunctions:
PFC HRM : SONASID Company 30
Ex: an individual deliberate variable remuneration but paid collectively, an employee
savings out of order, a variable remuneration for the inconsistent sales force with the
turnover and/or the annual objectives reached the middle-years or impossible to be
approached.
It helps the persons in charge to build a system of remuneration, the optimization of
the expenses of staff and the research for the best possible balance between
contribution and remuneration. It attempts to reduce the dysfunctions.
It builds the projected budget of cool of staff by feigning the impact of the general and
individual increases. The wage flexibility (individual performance, profit-sharing and
other collective random methods of payment)
Ex: movement of the staff, CDD(FIXED-TERM CONTRACT) and temporary work(interim)
Besides; the management controller is going to attempt to extract the relevant
information of all or part in these software sources to build reporting tools or relevant
dashboards of piloting which will not limit to present financial data, but will integrate
the quantified and qualitative data allowing to arrest the performance of the RH (even
that of the very service RH).
The objectives of the control of the social management
He control of social management integrates data into origin and aimed at diverse directions of the company and the problem of the allocation of its piloting settles.
The management control RH thus appears as an organized permanent process,
which bases on the active accompaniment of the HR DEPARTMENT in the
achievement of the objectives that it settled within the framework of the strategy of
development of the company. As such, he has to allow the identification of key
factors success of the human potential of the company and supply the indicators of
the measure of their performance.
The management control RH allows, from a quantitative approach of the social
indicators, to verify the good adequacy of the HR function compared with the
objectives that it settled, and beyond, to highlight the good participation of the HR
function in the objectives of the company.
The control of social management thus consists in:
To anticipate evolutions of the social climate this tool is an Instrument of cohesion
between centers of responsibility and understanding of the social behavior and the
development of the social dialog.
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To conceive, set up, liven up an information system: it is simply a question of
defining and of running databases and dashboards allowing to follow the employees,
their activities, their performances and the costs which they engender;
To lead the economic or socioeconomic analyses which imposes a rational piloting:
let us quote by EX the analysis of the evolutions of the payroll, the analysis of the
evolutions of the performance, the study of the gaps on budgets of expenses of staff,
the determination of the hidden social costs;
To translate into decisions the proposals stemming from social or socioeconomic analyses.
In the end the control of social management has to allow to present detailed and
relevant quantitative information with regard to the strategy of the company on the
elements the mobilization of which is source of its success: his human resources.
Impact of the social management
On the payroll:
The payroll represents all of the expenses hired by the company in conformance for
the remuneration for the work, its calculation is bound to the precise definition which
we give, because we distinguish, the total payroll, the fiscal payroll and the payroll
paid to the employees
The determination of the total payroll is a function of the capacity of the company to
pay salaries. This capacity to be paid is closely linked, as for it, to the added value of
the company (difference between the total of loads and the value of the intermediate
consumptions). Because the more the company releases of added value by
employee, the more its capacity to be paid is strong.
The Payroll is a tool of action on The performance it is by the evolutions of the payroll
that pass most of the interventions to improve the performance. The game of the
promotions, the payment of bonuses, the transformation of the systems of
remuneration to develop the performance expresses himself at the level of the
individual or collective payrolls. It is thus by the manipulation of this variable which
crosses all the decisive actions today of improvement of the competitiveness of the
company.
On the remuneration:
Thanks to the social institution of the control:
The management of the remunerations, once the tools of diagnosis work, they can control the evolutions, anticipates the skids and follows the transformations of the environment.
PFC HRM : SONASID Company 32
Suggest to implementing the current trends regarding compensation policy.
The control is at the same time strategic and tactical; it concerns:
The periodic diagnosis, which we shall also qualify as audit of the remunerations
when it is operated independently of the function staff and according to procedures
during standard. It consists in spotting some of the characteristic sizes of the system
of remuneration.
The system of the environmental day watches analyzing as a permanent follow-up of significant parameters of the external evolutions to the company which condition the evolution of the remunerations.
On the training
The impact of the management control social on the training of the employees and the groups includes several dimensions:
The institution of the new tools of the social control obliges the collaborators to broadcast their professional knowledge and to improve their technicalities.
The progress of the coordination and the organization of the work A better circulation of information and the improvement of the climate.
The training has to exceed from now on the traditional training to stand out as a
process of preparation and support of the changes even as factor of emergence of
the breaks and the new cultures but also as a key process.
Indeed, the fact of adopting new tool of social management establishes an enormous investment regarding adaptation to the environment, within SONASID.
On the performance of the human resources of SOANSID:
The evaluation of the performances asserts itself as an instrument of management
which participates of the process of piloting within SONASID. This process
implements generally tools and systems the role of which is going to be to convey the
strategy and the objectives of the organization.
Therefore, these instruments collect, handle and broadcast information which supply
as well the support of the decision as that of its internal communication, in adequacy
with the strategy and the objectives which carry it. SO They suggest the adequate
behavior for the implementation of these strategies, in the optics defined by the
managerial power.
The control of social management leans for it on a set of techniques which adapted
to the environment, to the strategy, and thus to the objectives aimed by the
organization, have in common to contribute to a regulation and to a remote control of
the behavior, on the basis of quantified indicators (in currency and physical units)
PFC HRM : SONASID Company 33
With the implementation of its own management control, the HR DEPARTMENT
endows ways to assure the nominal achievement of the objectives that she settled
and to measure exactly the return on investment.
That is why the stake in the HR DEPARTMENTS, is to show, by the measure and the
control, that the management optimized by the HR participates well in the value
creation added in successful enterprises.
PFC HRM : SONASID Company 34
Analysis of the process of development of the
human resources within SONASID
PFC HRM : SONASID Company 35
I. Analysis of the training process
1. Role of training whitin the company SONASID
The training within companies became essential to adapt its human resources to the
evolutions of the company. The training establishes a set of strategic activities of
learning. It aims at the acquisition of clean knowledges of the individuals and the
groups at their social and occupational groups. Generally the training contributes to
the achievement of the objectives fixed by the enterprise. Training arises essentially
from an organizational and professional need.
The persons in charge within SONASID conceived the importance of this pillar to
motivate their collaborators to develop within the company for better productivity.
Sonasid grows rich of talents endowed with a spirit of initiative, future collaborators
and dynamic and enterprising managers who wish to evolve within the company and
who share the same values. In order to develop the potential of its human resources,
Sonasid undertakes the improvement of their know-how and so incites his staff to
challenger its skills.
To develop the potential also implies the detection and the retention of the talents.
The collaborators evolve in a system of compartmentalization of the jobs where is
favored the creation of footbridges between the various functions has In order to offer
opportunities of interesting mobility. SONASID is endowed with successful tools of
management of the potential and with improvement of the Skills. In this way,
SONASID establishes a management system of careers and encourages the
evolution of the collaborators in the company to value the efforts of every
collaborator.
2. The process of the training within the company SONASID:
PFC HRM : SONASID Company 36
In the company SONASID the process of the training amounts mainly in the following
plan
The engineering of training: it is all the stages realized by the training manager to
formalize the need for in-house training, within SONASID the formalization of the
need in training is made by the person in charge of training they do not call on to
external suppliers.
GIAC: interprofessional Grouping of help to the advice: the latter in charge of the
realization and the production of the training
Then comes the stage of the production of the training by the GIAC
OFPPT: in Morocco the OFPPT is a body of financing and control of the trainings
which in charge of the financing and control of the various steps of the training
within the company.
SONASID returns on these two bodies for the repayment of every actions of training
Then the HR DEPARTMENT with his collaborators ask the following questions:
Who are the people who are going to participate in the training?
The budget assigned to this training
Who is the trainer?
The broadcasting of the training makes through the sessions of the training organized by the human resources department it can take several forms
Broadcasting of training
It is through an interview that a manager and a collaborator of the direction HR of SONASID make rise his training plan and afterward formalize needs for the training
Elaboration of the training plan
Once needs in training are developed, the direction establishes priorities among
The needs for training according to the objectives of the organization.
Plannification of the training
The ideentification of the need in training is made follows in the annual performance interviews
Identification and analysis of the needs in training
SONASID returns on these two bodies for the repayment of every actions of
training
PFC HRM : SONASID Company 37
What is the maturity date?
The answers to these questions establish an assistant for the persons in charge of
the direction HR to manage well the development of the skills, then this information
will be diffused to all the employees of the company SONASID so that they will be
informed about all the future trainings.
Afterward o the person in charge of the training develops a specific plan in the
training in which has to mention:
General description of the training(formation)
Objectives
Contained
Duration
Name of the internal or external trainer
Teaching methods
aimed Staff and number of groups
3. Description of the strategic role of the training in SONASID: In the company SONASID the training is considered as being a global strategy in
which makes a commitment the company to emphasize the skills of its human
resources, as well as it puts the latter at the heart of its concerns.
In association with the head office, the direction gets fresh ideas human of the
company SONASID, throws every year a development policy of the skills centered on
the needs for the company; what involves a regular follow-up of executives through a
committee of career and the implementation.
Training in the company takes place follows in the annual interviews of evaluations.
The detection of the need in training is made through the annual interviews of
evaluations
4. Elaboration and operationalization of a training plan calculated
indicator: The stages of the elaboration of a training plan
A training plan is a set of projects of training which a company wishes to implement
for the benefit of these employees, during one or several given years.
The training plan is a document which you establish to plan initiatives of professional
training which will be followed by the employees. This document also constitutes a
way for you to justify that you performed your obligations regarding vocational
training (article L. 6321-1 of the Labor code)
PFC HRM : SONASID Company 38
Within SONASID the elaboration of a training plan requires a methodology answering
these needs:
In the human resources department of SONASID the elaboration of a training plan
passes by the following stages:
1- Establish an assessment of the previous training plan: Before developing the training plan for the next year, the person in charge of the
elaboration of training plan have to establish an assessment of training
initiatives which were establish in the company in the previous year. In this
assessment, the responsible detail training initiatives really followed by the
employees, their cost, their conditions of organization, the concerned categories
of employees
2- Lists needs in training in SONASID and determine their cost:
To propose training initiatives adapted to your objectives and to prepare the
employees for technological evolutions, you have to list needs training at SONASID
Company by various ways namely (performance interviews, professional interviews
with the employees).
3- Draft the training plan for year to come:
The training plan must be established every year and plans the various types of
actions from whom the employees can benefit. In particular:
Actions of adaptation of the employees to their job
Actions connected to the evolution of the employment or the preservation in
the employment
Actions of development of the skills of the employees
4- Inform and consult the representative institutions of the staff:
You have to inform the works council, regarding the company SONASID talking
about a works council or in defect the staff representatives, and the union
representatives about the training plan (article D. 2323-5 of the Labor code).
For the case of SONASID the consultation of the works council must be made twice:
The first meeting has to take place before October 1st, the second before December
31st.
II. Analysis of the recruitment process:
PFC HRM : SONASID Company 39
1. Definition and types of recruitment: The process of finding and hiring the best-qualified candidate (from within or outside
of an organization ) for a job opening, in a timely and cost effective manner. The
recruitment process includes analyzing the requirements of a job, attracting
employees to that job, screening and selecting applicants, hiring, and integrating the
new employee to the organization. They are two types of recruitment:
External recruitment: When the company decides to hire people who are not
part of the companys staff. This method allows access to a more diverse
network of candidates. External recruitment generates ideas and new
techniques, bringing this way, more creative society. Training costs are
reduced because generally, the candidate already has the necessary
qualifications for the post.
Internal recruitment: Human resources managers prefer this method because
the internal recruitment has several advantages. This type of recruitment
consists to promote available posts, persons already working within the
company. Thus, recruitment costs are low and the employee does not need
particular integration because it is already part of the company.
2. Process of recruitment: 1- Identify the need for a determined period
2- Define the criteria for the post
Level of studies
With or without experience (poach a business or recruit directly from
school)
Description of the post: Tasks that will make the person
Contract type: Fixed-term contract/ Contract of indefinite duration
3- Broadcast offer: Launch job through communication tools
Internet: Web site (Rekrute.com, bayt.com, menara.com)
Newspapers : Le Matin (Journal du lundi), lconomiste, la vie conomique
ANAPEC and OFPPT
Recruiting firms : In other words the head hunters ( Only for key posts )
4- Collection and perusal of candidacies: Sorting is done in order to find the most
eligible candidacies for the post: Pre-selection phase.
5- Maintenance:
Inviting candidates to job interview: In writing or by phone, or both,
according to the schedule established by the company. SONASID focuses
on internal recruitment. Three situations can arise:
PFC HRM : SONASID Company 40
o Recruitment through newspapers and website: The company is
responsible for the interview.
o Recruitment through ANAPEC and OFPPT: Either it's the company
that makes the job interview, or it is ANAPEC or OFPPT.
o Recruitment through headhunters: It is the cabinet which is in
charge of making the recruitment because it is endowed with ways
to make the selection. Only two or three candidates are presented to
the company. SONASID resorts to recruitment agencies only for the
key posts.
Job interview: It may be written or oral, or both.
o Written: personality test, test of technical knowledge.
o Oral: a number of questions which can carry as well the general
knowledge, the post itself (the wanted profile) as on the profile of the
person.
*When there is a written test, the successful applicants are selected in the oral
interview (maintenance).
Results of the job interview: selection of the eligible candidates for the post.
Generally, two or three candidates are held and have after the definitive
interview with the person in charge of the department who decides to hold
the candidate adequate to the post. Having said that, it is possible whether
he is a candidate or more according to the need for the company there. It is
during this last phase that takes place the proposal of salaries.
Confirmation of the results of the recruitment: is made either by phone or
by writing. A restricted committee meets to decide on the reserved
candidacies.
6- Proposal of hiring and signature of the contract: the company summons the
successful applicant and makes him a proposal which includes:
Salary: the criteria of determination of this one are bound to the post. Any
company has a salary scale which is calculated according to:
o External market: Iscaiste, Encgiste, EHTP, graduate of the faculty or
private school.
o Internal market: The employees of the company.
o Seniority: for example, every 2 years, 5 years, 10 years, there is a
wage increase imposed by the legislation of working off internal
increases.
o Experiences: A graduate is not paid in the same way as a person
having some experience.
o Level of studies: Bac+2, Bac+3
o Level of the skills
o Weight of the post: Every post has a cost for the company. The size
of the post of a frame differs from the size of the post of an
employee.
PFC HRM : SONASID Company 41
Social benefits:
o Premiums
o The supplementary pension
o Internal/External training: MBA fees by the company support.
o Existence of centre holidays or conventions with hotels at
preferential rates.
Conditions of the company: The company is unionized, it has a charter, all
personnel must accede.
*Once both parties are agree, they shall at the signing of the contract.
7- Integration: is done in the form of training and integration seminar.
III. Description of the process of evaluation
1. . GPEC Strategic Workforce Planning is a management process that is being increasingly used to plan for future labour needs, changes and challenges. It examines the current workforce and takes a strategic look at what the future workforce demands will be to develop a human resources plan of action. Strategic Workforce Planning involves identifying, assessing, developing and sustaining employee workforce skills required to successfully accomplish business goals and priorities while balancing the needs and expectations of employees. Through this process, organizations gain insight into their workforce capacity and labour needs so they can make strategic human resources decisions and take purposeful, timely action towards developing their people. Essentially, strategic workforce planning is identifying gaps between the labour demand of an organization and the available workforce supply, leading to strategies used to close those gaps.
Developing a Strategic Workforce Plan
Although there is no universally accepted method for developing a strategic workforce plan, most workforce planning models include the following elements: Current Workforce Profile Environmental Scan Future Workforce Demands Workforce Gap Analysis Strategy Development Step 1: Understanding Your Workforce Current Workforce Profile
PFC HRM : SONASID Company 42
This step gives you an understanding of your current workforce and the existing pressures placed on the organization to maintain this workforce. Some key questions to consider are: What is the current employee demand? Number of full-time, part-time and casual positions Number of permanent and contracted positions Number of positions and employees in key occupational groups Geographical location of positions (i.e. rural, urban) Average, median, minimum and maximum wage rates for key occupational groups Average age of retirement for key occupational groups and organization as a whole What are the current demographics of your existing workforce? Percentage of employees broken down by age group, gender, ethnic group, and tenure categories What is the turnover rate within the organization? Turnover rates: voluntary (retention) and involuntary (recruitment/development) Proportion of employees eligible for retirement by occupational group Actual average age of retirement for occupational groups What is your vacancy rate? Time required to fill job vacancies by occupational group Step 2: Understanding Your Industry Environmental Scan The environment scan identifies emerging trends, issues and the business environment within which your organization operates. This information can be found by consulting labour force research reports and forecasts available from industry associations, business and trade publications, and government resources. Some key items to consider when conducting an environmental scan include: What are the workforce trends and challenges specific to your industry? What are your competitors attraction and retention strategies? What are the general labour force trends and challenges? What other industries compete for the same pools of labour? What similar occupations are experiencing shortages/surpluses? Step 3: Understanding Future Workforce Demands One of the main objectives of workforce planning is to ensure that an organization has enough workers to meet current and future demand as required by the business of the organization. This step involves determining the future needs of the organization, considering the emerging trends and issues identified in the environmental scan. Information for this step can usually be found in the organizations business plan and annual report. Some key considerations are:
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What is the organizations current vision, mission, business goals and objectives? Is this direction changing for the future? How many and what types of jobs will be needed to meet the new workforce demand? Are there any planned technology changes that will impact the workforce? If yes, how does this impact the workforce? Will current workforce need training or will you need to hire new occupational groups? Step 4: Workforce Gap Analysis Now that the current workforce profile (Step 1) and the future workforce outlook (Step 3) have been developed, we can move on to Step 4, creating a workforce gap analysis. This involves analyzing this data and identifying gaps between workforce supply and demand, and identifying how the external environment will impact meeting your future workforce demands. Are shortages or surpluses forecast for your occupational groups? Which labour pools can you target to fill expected shortages? What are your options for dealing with potential surpluses? Will your organization require new occupations or skills sets? Will these be recruited externally or developed in-house? Will a significant part of the workforce be leaving through retirement? How will this be addressed? Step 5: Strategy Development The final step is to develop strategies and complementary activities to address workforce gaps and potential surpluses. The next page describes four strategic themes around which you can build priority actions for closing workforce gaps. The four strategic pillars are: Inform, Attract, Develop, and Retain. Activities, projects, programs and policies will need to be identified to support the implementation of the priority actions in the workforce plan.
2. Inform Identify priority actions to provide workforce information and tools for strategic decision making. Consider what additional information is required by Human Resources (HR) consultants, supervisors, managers and the executive team to address and manage workforce challenges and support the strategic workforce plan. This step is critical as it supports all the other activities in the attraction, development, retention and management of your organizations workforce. Sample activities under the Inform theme include:
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Developing or revamping an HR Information System Workforce Management reports Employee satisfaction or engagement surveys
3. Attract Identify priority actions to attract potential employees to your organization. Consider the following while developing your organizations priority actions and corresponding activities: What target labour force groups do you want to attract to your workforce? Are they new groups you havent targeted before? What attraction policies, programs and recruitment strategies are necessary to compete within and outside of your industry? What makes you an employer of choice? What is your branding strategy? HR Program Linkages: Compensation and Benefits Succession Planning Recruitment Programs
4. Develop
Identify priority actions to develop a high performance workforce and workplace. HR Program Linkages: High Performance Workforce High Performance Workplace Employee Orientation Job Re-design Learning, Development and Training Technology Adoption Health and Safety Programs Process Improvement Programs
5. Retain Identify priority actions to make work attractive, engage employees and retain your workforce. Research shows that engaged employees are more productive and less likely to leave. HR Program Linkages: Knowledge Management Talent Management and Succession Planning Phased Retirement Performance Management and Evaluation Rewards and Recognition System Employee Engagement In SONASID the strategic workforce planning is used in a specific way , the human
resources management cycle takes the following process
1- SONASIDs organizational communication
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the process of creating, exchanging, interpreting (correctly or
incorrectly),and storing messages within a system of human interrelationships
.
2- Gap analysis: Gap analysis integrates the supply and demand steps to determine gaps and
surpluses at the current time and in the future.
A gap exists when supply is inadequate to meet demand which present
opportunities for the company to develop strategies to eradicate shortages via
recruitment, contract workers, internal staff development, outsourcing and/or
succession planning.
A surplus exists when supply is greater than demand which present
opportunities for the company to develop strategies for re-organization, re-
deployment, internal skill development and cross-skill training, outsourcing,
succession planning, and/or redundancy planning.
3- Process of annual evaluation
4- Committee of career
5- An individual development plan An individual development plan (IDP) is a tool to assist employees in career
and personal development. Its primary purpose is to help employees reach
short and long-term career goals, as well as improve current job performance.
An IDP is not a performance evaluation tool or a one-time activity. It should be
looked at like a partnership between the employee and the supervisor. It
involves preparation and continuous feedback. Many agencies require IDPs
for new and current employees. It is encouraged throughout many
organizations. Many Federal agencies require their employees to complete an
IDP, annually. All Senior Executives are required to have an Executive
Development Plan (EDP)
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IV. Description of the evaluation process (Process Mapping
annual evaluation) The assessment of human resource management is a crucial process in the
evaluation of the action plan of an organization. The management evaluation allows
a full review of human resource policies applied within an organization and an
adjustment of its action plan.
It is important and often necessary to assess systematically the policies and practices
of human resource management. To obtain the anticipated success, it is imperative
to make a proper assessment which allows for constant improvement. The
assessment process in the national steel company is based on four major phases
that represent the annual evaluation cycle.
Fixing the business strategy by executive management and the development
of the roadmap.
Setting individual goals: planning individual performance (supervisors, frame).
A variation of the road between the different hierarchies.
Evaluation every six months: to ensure monitoring of projects in Human
Resource management. There be a mid-term, to encourage them to make
one-to-one.
Annual assessment of year-end: Two tools are used by the Human Resources
department, namely the annual performance evaluation based on an
assessment of annual maintenance record (AAM). The second tool is the 360
degree Human Resources
SONASID has its own evaluation method that determines organizational
performance, result oriented (goal focus). Thus, it can be either strong or weak. In
case the latter is found to be low, we must highlight all the negative points of the
human resources function and then determine the source of these problems. As
explained in the diagram that illustrates the evaluation process in SONASID, Human
Resources Management, is a business partner, ensures evolve satisfaction and
productivity, this means improving the performance of individual employees. A low
score leads to the search for a development through the identification of training
needs or coaching. They can be seen in the implementation of management policies
or in the plan itself. If the problem manages the implementation of human resources
policies, managers will tend to oppose changes in their strategic plans. In addition,
employees may also have this attitude towards sudden changes as this will tend to
give them new responsibilities. To avoid conflicts it is important to have regular
evaluations (each six mouths) to apply the changes in a consistent manner because
a sudden application changes due to conflicts. Satisfactory results due to the
measuring results of the evaluation will be a reward, either by compensation or merit
or promotion that part of the management of jobs and skills.
The two assessment tools are the annual performance appraisal and 360 degree HR.
The purpose of a maintenance assessment and development is to identify the gaps
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between skills available to an employee and the requirements of his position (as
defined by the specification) to determine the objectives priority development. This
evaluation may take place in the framework of the annual performance review, or be
subject to specific maintenance. Annual maintenance is indisociable HR policy of the
company. At any point, it must be thought, organized, followed perfectly consistent
with the strategic direction of the company. Annual maintenance should help
translate strategic business goals at the individual objectives of each employee. It
serves as a barometer to identify the motivation or difficulty contributor and
contributes to the establishment of a if necessary appropriate action plan. It therefore
contributes to limiting the turnover of employees and developing their
employability.The collective analysis of the results of annual interviews
identifies the skills of each team, and ultimately the need for training and
recruitment company. The identification of "potential" and experts can build
courses adapted to the development and retention of these profiles. For
employees, maintenance is a special moment with his superiors in which they can
exchange, to a point on the balance of the year and prepare for the coming year by
analyzing the needs, goals and evolution fields progress to cover.
Annual maintenance based on the results form of annual maintenance of
appreciation which is a way to express themselves freely to take stock of a year of
work, it is used to balance the a posteriori, to analyze results, identify new directions
for the next year that will improve perf