MBA 423: HUMAN RESOURCE MANAGEMENT

1. MBA 423: HUMAN RESOURCE MANAGEMENT Major Project Group Members: • Hardik Patel • Mukhtar Ahmed • Abdul Irshad • Avinesh Bhan • Irshad Abdul -Description and critique of its human resource management By WakaWaka

2. Agenda • About the company • Strategic Objectives • Culture • Recruitment • EEO & HR policies • Remuneration • Career planning and progression • Training and Development • Induction Process • Benefits • Ethics and expections • OHS • Future Plans & Recommendations • Bibliography

3. About the company • VinodPatel & Co. Ltd was established in 1962 • A primary exporter of hardware to island nations in the Pacific • Making it the leading hardware retailer and exporter in the South Pacific region. • Currently Fiji’s largest chain of hardware stores, with ten branches nation wide. • Employs over 700 staff • Has a product range of more than 35 000 items. • Envisions to be a World Class Distributor and Retailer in the South Pacific and to be an Employer of Choice

4. Our Purpose, to our … Strategic Objectives Suppliers Market Team members Customers Community Shareholders

5. Our Team Spirit Customer focus Our Business Culture Culture

6. EEO & HR policies • Vinod Patel & Company Limited is committed to ensuring all employees receive fair and equal access to: • jobs, • promotions, • transfers, • pay increases, • training and development opportunities • Employees are employed solely on their suitability for the position. • Performance reviews keep employees informed of their status and continuous guidance is provided to help employees progress.

7. Remuneration & Performance Review • The individual’s rate is subject to review during the course of employment on the basis of change in: • responsibilities, • promotions and • performance. • Performance appraisal process takes place once a year and is based on overall performance in relation to the job responsibilities and identified performance standards taking into account staff conduct, approach and record of attendance. • The performance This mechanism allows discussion on work standards, reinforce good performance, identify areas where improvement is needed, training and development and possible merit increases. • This is conducted by the respective Managers.

8. Career Progression and Promotion • The Company policy is to fill higher positions from within if suitable candidates are available and; • If no suitable candidates are available from within, the vacancies are advertised both internally and externally. • Internally vacancies will be advertised on the Notice Board. • ‘Your’ advancement is influenced by your: • attitude, • ability, • efficiency, • performance and; • experience. • VinodPatel & Company Limited believes in advancing the skills and experience of employees to retain valuable people. Hence, employees are welcome to apply for positions which are advertised internally.

9. Training and Development • Vinod Patel is committed to providing training necessary for employees to do their job effectively. This includes orientation for new employees and training for present employees. • The Company encourages the professional development of employees and authorizes attendance and participation in appropriate training programs and seminars. • Training needs analysis & program / plan done on yearly basis, related directly on: • Company’s operations, activities and ; • objectives and; • place employees in a position to improve their job performance. • In approving the training program the company ensures that the training programs are related directly to the • Evaluation of training: • Any employee attending training sponsored by the company shall conduct a presentation, minimum of 1 hour to their colleagues and fill the necessary form as issued by training department. • After 3 months of training, every employee will be assessed on the change in behavior after which remedial action will be planned. • Every member of staff will have an individual training record as maintained by the Training Department. • Evidence of ALL training received, by way of signatures, dates, certificates, attendance records or other appropriate means should all be filed as part of the individual’s training records.

10. Example: Induction Process for new employee’s • Essential initial training - Inducting our staff will help to make our workplace safer and more productive. • Don’t assume any prior knowledge, training or experience. Our workplace, equipment, tools and work practices may be different. Go over things that may seem “common sense” despite new employee’s background. • Ensure that they are supervised while they perform the tasks until they demonstrate they are competent. Correct any mistakes immediately. • Check that the new worker has understood what they have been told or shown. Section mgr to take the person around the depts The section mgr to brief the person on the job responsibilities and performance appraisal HR to take new recruit to the respective section mgr Employee to report at HR Section on the 1st day HR to issue necessary forms to be filled in Training dept to conduct induction training depending on the recruitment size. HR to send staff circular to inform all staff regarding the new recruit Staff to sign induction form & submit to Mgr Training This is applies for Managers and Executive staff

11. Ethics and Expectations Expect all employees to: • Act honestly and with integrity in all dealings on behalf of our organization. • Consistently perform their jobs to the best of their ability. • Strive to provide a consistent level of quality service to customers and clients, and to participate in the ongoing improvement of all our services. • Be an effective supportive member of the team. • Fulfill the expectations of the Employment Contract. • Act in a way that enhances the reputation and standing of the organization in the local, national and international communities. • Present in a way that reflects your status as a professional and portrays an appropriate image for our organization. • Keep management advised of matters that negatively impinge on the carrying out of your duties. • Be committed to participation in professional and employee development activities. • Maintain a high level of confidentiality

12. Benefits & Facilities • Fiji National Provident Fund • Travel Allowance • Meal and accommodation allowance • Lunch Room • First Aid • Staff Credit Purchase • Training & Development

13. OHS (BENCHMARKING – SAFE - WORK – RELIABILITY) VINOD PATEL GROUP OF COMPANIES SAFE SYSTEM OF WORK PERSONNEL [PEOPLE] PROCESSES [ACTUAL Versus CALCULATED] PROCEDURES [STANDARD OPERATING PROCEDURES] PRACTICES [BEST PRACTICES] PERFORMANCES [KEY RESULT AREAS] RESPON SIBILITY WHOM SYSTEM HOW METHODS WHEN ACCOUNTA BILITY JUSTIFICA TION TASKS AUDITING

14. Future Plans & Recommendations

15. Conclusion

16. Questions?

17. Bibliography • Stone,Raymond.(2006). Managing human Resources. John Wiley & Son’s Australia, Ltd.

18. Grievance Proceduces • There are grievance procedures in place to resolve work related problems. If such a situation should arise you should contact your immediate supervisor who will take the necessary action to resolve your complaint. All personal problems are treated as confidential. All employees shall following channel in reporting the Grievance: • Immediate Supervisor • Line Manager • Human Resources Manager • Directors • ER Mediation Services

19. Disciplinary Procedure • Where an employee has not responded to positive action to achieve the required conduct or where the employer is dissatisfied with an employee’s performance or conduct, the following disciplinary procedure is engaged: • First (recorded verbal) warning • Second recorded warning • Final recorded warning • All warnings shall be recorded in writing, detailing the incident, the employee’s explanation, the level and period of the warning issued. The employee shall be made aware of the consequences of further misconduct or substandard performance. • Management of Disciplinary Process • Severity of action will determine on which step action commences. • After a warning the employee is given sufficient time to make required improvements/changes. • The Company will endeavor to provide the employee with the skills required to improve. • If a warning results from a more serious matter it can last indefinitely. • Disciplinary meetings are recorded in writing and kept on the employee’s personal file. • Any employee who is called to a disciplinary meeting will be given notice of this meeting, to provide an explanation and the opportunity to improve performance if decided appropriate by the Company.

20. SERIOUS MISCONDUCT • The following will be regarded as serious misconduct and may be grounds for instant dismissal. NOTE: This is not an exhaustive list and does not cover every possible situation. • 1) Falsifying medical certificates, birth certificates, character references, academic results, application forms or other similar documents. • 2) Gross negligence or behavior causing injury or resulting in the loss or damage to Vinod Patel & Company Limited property, reputation or financial position, or that adversely affects safety or quality. • 3) Showing the effects of drug or alcohol consumption, or reporting to work in such a condition that, through the observations and opinion of Vinod Patel & Company Limited the employee is unable to perform his/her duties properly and safely on more than one occasion. • 4) Fighting, verbal or physical abuse, sexual or racial harassment of another employee or any person dealing with Vinod Patel & Company Limited as a customer or business contact. • 5) External distribution or sharing of company or customer information. • 6) Downloading objectionable, offensive or pornographic materials from the internet. • 7) Conspiring with vendors to provide services at inflated or reduced prices for personal benefit. • 8) Theft of company property or use of official Company seal, stamp or stationary to receive benefits from other parties. • 9) Act of larceny, defrauding, bribery and corruption. • 10) Utilization of Company items for personal use, without prior approval from the respective Manager. • 11) Desertion, neglecting or walking off job without authority or permission.

21. End of Employment • TERMINATION - An employee’s service may be terminated at any time with or without notice, as the case may be, on the grounds of poor performance, misconduct, indiscipline, insubordination or fraudulent act. In ordinary circumstances, one week’s notice or one week’s salary in lieu of notice in case of hourly paid employees, and in the case of salaried staff, one months notice or one month’s salary in lieu of notice must be given by either party wishing to terminate the contract of employment. • RESIGNATION - An employee who wishes to resign is expected to give appropriate notice as outlined in the Employment Contract. During this notice period the employee is unlikely to be granted annual leave. If an employee does not work out the notice period, the employee’s payment in lieu of notice will be deducted from the final pay. All resigning employees will receive their accrued pay with their final pay, provided they have returned all company property (signed off by their Manager) and have no outstanding debt to the Company. • EXIT INTERVIEW - All salaried staff has to fill the exit interview questionnaire and the information obtained is confidential. The main objective for exit interviews is for continuous improvement.