4/5/2015
Submitted By: | Muhammad Shan Malik 13E00002
Company Overview:
Meed was founded in 1959, initially the company was involved in new application development for medical device technology, later it expanded its scope of operations to environmental control applications and renamed itself in 1964.
Market Share:
The market share of Meed can be elaborated by this graph: Target Market:
Culture of Meed:
The Integrated Circuit Group:
A major division of Meed Corp, which is engaged in the development of integrated circuits and its manufacturing process, is considered complex and lengthy requiringthe expertise of specialized engineers and technicians.
ICG & Meed Corp:
Meed fulfills 80% ofits semi-conductor requirements by procuring …show more content…
Proposed Structure of New HR Department: • Employee relations team should report to only one manager in HR department, currently each division is running its own employee relations department causing duplication and dual lines of reporting.
• Recruitment and Selection department should be set up and HR should have a say in the recruitment decisions.
• Recruitment should be done by a panel in which representation from both sides must be ensured
• Managers are not hiring because of their need of monopoly and control.
• A separate Organizational Development department should be made and all development programs should come under its jurisdiction so that proper need analysis could be ensured and trainings are arranged and provided accordingly.
• HR Head should be directly reporting to Head of the company.
2. Job Analysis and Redesigning of Jobs:
• There is a need of a formal job analysis and redesigning of job based on the work flows and processes.
3. Planning and Rightsizing of Employees:
Exhibit 3 Analysis
Year Sales Growth Rate Employees Growth Rate
1970 79000000 100.00% 3100 100%
1971 86000000 108.86% 3700 119%
1972 117000000 136.05% 4000 108%
1973 161000000 137.61% 6100 153%
1974 256000000 159.01% 9200 …show more content…
4. Need for Formal Performance Management System:
There is strong need of formal performance appraisal system in the company, as it is vivid from many qualitative facts that no such system is prevailing in the company.
Proposed system is based on the following things:
1. The objectives of the department should be set up by each department’s head.
2. Then they must be deliberated downwards to the employees.
3. The proper rotation policy must be there which should include that employee should work at least 2 to 3 years in one department before get rotated.
4. This policy would ensure the stability and smooth functioning of processes.
5. Based on that performance evaluation there should be a training need analysis by HRDP and trainings are provided accordingly.
6. Performance improvement plan(PIP) must be there and employees must put into PIP if he is unable to meet its goals consistently.
7. PIP is if a person is not able to do a job he must me given a fair chance to improve his performance and if same results occur, he should be laid
Submitted By: | Muhammad Shan Malik 13E00002
Company Overview:
Meed was founded in 1959, initially the company was involved in new application development for medical device technology, later it expanded its scope of operations to environmental control applications and renamed itself in 1964.
Market Share:
The market share of Meed can be elaborated by this graph: Target Market:
Culture of Meed:
The Integrated Circuit Group:
A major division of Meed Corp, which is engaged in the development of integrated circuits and its manufacturing process, is considered complex and lengthy requiringthe expertise of specialized engineers and technicians.
ICG & Meed Corp:
Meed fulfills 80% ofits semi-conductor requirements by procuring …show more content…
Proposed Structure of New HR Department: • Employee relations team should report to only one manager in HR department, currently each division is running its own employee relations department causing duplication and dual lines of reporting.
• Recruitment and Selection department should be set up and HR should have a say in the recruitment decisions.
• Recruitment should be done by a panel in which representation from both sides must be ensured
• Managers are not hiring because of their need of monopoly and control.
• A separate Organizational Development department should be made and all development programs should come under its jurisdiction so that proper need analysis could be ensured and trainings are arranged and provided accordingly.
• HR Head should be directly reporting to Head of the company.
2. Job Analysis and Redesigning of Jobs:
• There is a need of a formal job analysis and redesigning of job based on the work flows and processes.
3. Planning and Rightsizing of Employees:
Exhibit 3 Analysis
Year Sales Growth Rate Employees Growth Rate
1970 79000000 100.00% 3100 100%
1971 86000000 108.86% 3700 119%
1972 117000000 136.05% 4000 108%
1973 161000000 137.61% 6100 153%
1974 256000000 159.01% 9200 …show more content…
4. Need for Formal Performance Management System:
There is strong need of formal performance appraisal system in the company, as it is vivid from many qualitative facts that no such system is prevailing in the company.
Proposed system is based on the following things:
1. The objectives of the department should be set up by each department’s head.
2. Then they must be deliberated downwards to the employees.
3. The proper rotation policy must be there which should include that employee should work at least 2 to 3 years in one department before get rotated.
4. This policy would ensure the stability and smooth functioning of processes.
5. Based on that performance evaluation there should be a training need analysis by HRDP and trainings are provided accordingly.
6. Performance improvement plan(PIP) must be there and employees must put into PIP if he is unable to meet its goals consistently.
7. PIP is if a person is not able to do a job he must me given a fair chance to improve his performance and if same results occur, he should be laid