Business Project 2016

8/15/2019 Business Project 2016

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RESEARCH METHODOLOGY

Research Proposal for BBA (Hons)

Table of ContentsAfter that The main founer of Harees an his biogra!h" is gi#en belo$%%%%%%%%%%%%%%%%&

HARDEES'At a Glan(e%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%)

HARDEES*s Mission Statement%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%% +

HARDEES*s ,ision Statement%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%% +

,alues of Haree*s%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%-

E.ellen(e%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%% 1/

Safet"%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%% 1/

0ntegrit"%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%% 1A((ountabilit"%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%% 12

STARS 3OR HEROES 4E5E30C0AR0ES%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%12

About C6E Restaurants Holings7 0n(%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%18

Com!etiti#e A#antage%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%% 1&

05STR9CTORS: 5OTES%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%1&

Aim of stu"%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%% 1)

Harmful e;e(ts of un= foo some fa(ts%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%% 1-

Resear(h Ob


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ages an bene@ts s"stems?%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%&

O!erational Plan%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%% &

E.am!le of O!erational Plans%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%+

Mar=eting Plan%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%% +

Elements of Mar=eting Mi.?%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%% -

Metho of Data (olle(tion?%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%B

Data (olle(tion te(hniue?%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%BB

hat is HR !lan%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%% B8

Origins%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%% B&

The term in !ra(ti(e%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%B&

Human resour(es e#elo!ment%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%B+

Human resour(es !lanning%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%B+

Di#ersion of Cor!orate O!!ortunit"%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%2B

Antitrust La$s ' O!en Com!etition%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%28

Com!lian(e $ith La$s%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%2)

Politi(al A(ti#it"%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%% 2)

9%S% an 3oreign AntiCorru!tion La$sF Commer(ial Hos!italit" an Gifts%%%%%%%%%%%%%%%%2)

3inan(ial Re!orting an Dis(losure%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%2+

Publi( Communi(ations Generall"%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%2+

Aministration of the Coe%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%2-Em!lo"ment 4ene@ts%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%% 8/

Re(ruitment !ro(ess%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%81

Step 1: Identify Vacancy and Evaluate Need%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%81

Step 2: Develop Position Description%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%8

Career Laer Re(ruitments%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%8)

Step 3: Develop Recruitment Plan%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%8)

SURVE S!UR"ES%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%% &

The Mar=eting Strategies%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%&2

1% Partner $ith allies%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%&2

% Embra(e user generate (ontent%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%&2

B% Collaborate $ith inuen(ers%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%&2


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2% Hel! (ustomers sol#e a !roblem%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%&8

8% Let (ustomers intera(t%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%% &8

&% E.!eriment $ith ne$ (hannels an !latforms%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%&8

)% Ta=e a bite out of A!!le%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%% &8

+% Ha#e some fun%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%% &&

-% Get em!lo"ees in#ol#e%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%&&

1/% 4e a little $eir%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%&&

11% Don:t forget about e.isting (ustomers%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%&&

1% 9se big ata to target (ustomers%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%&&

1B% ,enture into the (on(rete


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Customer Satisfa(tion%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%% -

Satisfa(tion Guarantee%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%% -B

Anal"sis of the (om!an"%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%% -B

Sur#e" feeba(= at harees%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%% -+

Referen(es%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%-+


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05TROD9CT0O5 A5D

4AC6GRO95D

*ardee+s, an -mericana .roup introduced t'e $iddle East and Nort' -frica to t'e concept of

/ur&er c'ains t'at served meals of consistent taste, 0uality and fres'ness no matter ('ere t'e

consumer ordered t'em *ardee+s first restaurant in t'e $EN- area opened its doors in 11,

and t'e c'ain+s popularity soon ec'oed t'rou&'out t'e re&ion In fact, so successful are *ardee+s

operations in t'e $iddle East t'at t'ey represent t'e /rand+s most fruitful venture outside t'e

United States, (it' over 245 outlets in 6u(ait, E&ypt, 7e/anon, t'e United -ra/ Emirates, Saudi-ra/ia, 8a'rain, 9atar, !man, ordan and 6a;a%'stan -n -merican


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After that The main founder of Hardees and his biography

is given below


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HARD!"At a #lance

2554present lo&o

Type F'olly o(ned su/sidiary

Industry Restaurants

Founded Roc%y $ount, Nort'

"arolina=145G 4 years a&o?

Founder Fil/er *ardee

Headquarters St 7ouis, $issouri, US

Number of

locations1,## =anuary 2513?H1

Key people -ndre( Pu;der , "E!

Products Jast

food =includin&'am/ur&ers, f renc'

fries, andmil%s'a%es?

Parent "6E Restaurants

https://en.wikipedia.org/wiki/Types_of_business_entityhttps://en.wikipedia.org/wiki/Subsidiaryhttps://en.wikipedia.org/wiki/Restaurantshttps://en.wikipedia.org/wiki/Rocky_Mount,_North_Carolinahttps://en.wikipedia.org/wiki/Rocky_Mount,_North_Carolinahttps://en.wikipedia.org/wiki/Wilber_Hardeehttps://en.wikipedia.org/wiki/St._Louishttps://en.wikipedia.org/wiki/St._Louishttps://en.wikipedia.org/wiki/United_Stateshttps://en.wikipedia.org/wiki/Hardee's#cite_note-1https://en.wikipedia.org/wiki/Andrew_Puzderhttps://en.wikipedia.org/wiki/Andrew_Puzderhttps://en.wikipedia.org/wiki/CEOhttps://en.wikipedia.org/wiki/Fast_foodhttps://en.wikipedia.org/wiki/Fast_foodhttps://en.wikipedia.org/wiki/Hamburgerhttps://en.wikipedia.org/wiki/French_frieshttps://en.wikipedia.org/wiki/French_frieshttps://en.wikipedia.org/wiki/Milkshakehttps://en.wikipedia.org/wiki/Parent_companyhttps://en.wikipedia.org/wiki/CKE_Restaurantshttps://en.wikipedia.org/wiki/Types_of_business_entityhttps://en.wikipedia.org/wiki/Subsidiaryhttps://en.wikipedia.org/wiki/Restaurantshttps://en.wikipedia.org/wiki/Rocky_Mount,_North_Carolinahttps://en.wikipedia.org/wiki/Rocky_Mount,_North_Carolinahttps://en.wikipedia.org/wiki/Wilber_Hardeehttps://en.wikipedia.org/wiki/St._Louishttps://en.wikipedia.org/wiki/United_Stateshttps://en.wikipedia.org/wiki/Hardee's#cite_note-1https://en.wikipedia.org/wiki/Andrew_Puzderhttps://en.wikipedia.org/wiki/CEOhttps://en.wikipedia.org/wiki/Fast_foodhttps://en.wikipedia.org/wiki/Fast_foodhttps://en.wikipedia.org/wiki/Hamburgerhttps://en.wikipedia.org/wiki/French_frieshttps://en.wikipedia.org/wiki/French_frieshttps://en.wikipedia.org/wiki/Milkshakehttps://en.wikipedia.org/wiki/Parent_companyhttps://en.wikipedia.org/wiki/CKE_Restaurants


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Slogan >Eat 7i%e ou $ean It>

Website 'ardeescom

HARD!$s %ission !tatement

*ardeeBs is a top name in 0uic% service restaurants in t'e $iddle East

@o&et'er (it' *ardee+s, -mericana .roup introduced t'e $iddle East, "entral -sia and Nort'

-frica to t'e idea of /ur&er c'ains t'at served meals of consistent taste, 0uality and fres'ness

('erever t'ey (ere ordered

F'en *ardee+s first restaurant in t'e $EN- area opened its doors in 15, t'e c'ain+s

popularity soared

No( *ardeeBs are 'u&ely successful in t'e $EN- re&ion t'e /rand+s most fruitful venture

outside t'e United States (it' 25 outlets across 6u(ait, E&ypt, 7e/anon, t'e United -ra/

Emirates, Saudi -ra/ia, 8a'rain, 9atar, !man, ordan, 6a;a%'stan and Ira0

HARD!$s &ision !tatement

8I..ER 8ur&ers

https://en.wikipedia.org/wiki/Sloganhttp://www.hardees.com/https://en.wikipedia.org/wiki/Sloganhttp://www.hardees.com/


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*ardee+sK is one of -merica+s premier /ur&er /rands and is *ome of t'e @'ic%/ur&er K

Jounded in 141 /y Fil/ur *ardee, *ardee+sK operates or franc'ises over 2,12 0uic% service

restaurants in t'e US States and 12 countries *ardee+sK menus are desi&ned to &ive fast food

customers ('at t'ey (ant: /i&&er, /etter /ur&ers !ur innovative menu strate&y is focused on

developin& premium, sit


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&alues of Hardee$s-t *ardees, our four corporate values of Ecellence, Safety, Inte&rity, and -ccounta/ility &uide

our /usiness conduct and underpin all of our operations

@'e values 'elp t'e company to succeed and maintain our position as one of t'e most respected

companies in t'e (orld

Employees are epected to live /y t'ese values and promote t'em t'rou&'out t'e /usiness Fe

truly /elieve t'at >(e are our values> and endeavor to conduct ourselves (it' t'at in mind eac'

and every day

'ellence

ROK! "O#NT$ N %&une '($ )*'+, - Jive *ardee+sK restaurants o(ned and operated /y

8oddie


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o(ned, 8oddie


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T Provides restaurant operations (it' tec'nical support to 'elp prevent t'e ris% of food/orneillnesses

T Ensures t'at our products meet esta/lis'ed standards for safety and 0uality T Involves active participation (it' industry and re&ulatory &roups in developin& food codes

and resolvin& product safety issues

!ur restaurant mana&ers are trained in t'e critical components of safe food 'andlin& /yattendin& an in


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from visitors to t'e site *o(ever, certain non


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su/mit or post any information on our (e/site (it'out parental consent

A,,PTA., *+ PR&A,0 TR%! A.D ,*.DT*.!our access to and use of t'is site is su/ect to t'e a/ove privacy terms and conditions and all

applica/le la(s 8y accessin& and /ro(sin& t'is site, you accept, (it'out limitation or

0ualification, t'ese terms and conditions "6E may at any time revise t'ese privacy terms and

conditions ou are /ound /y any suc' revisions and s'ould t'erefore periodically visit t'is pa&e

to revie( t'e current privacy terms and conditions to ('ic' you are /ound

Accountability"-RPIN@ERI-, "alif


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support Its mission is to 'elp (it' /asic needs durin& financial crisis, to assist com/at inured

Veterans and t'eir families and to prevent private military 'ome foreclosures and evictions

QFe are 'onored to receive t'ese funds from "6E Restaurants to 'elp us support active duty

soldiers, veterans, .uard and Reserve mem/ers and t'eir families, said Peter .iusti, president

of US- "ares QEvery dollar ma%es a difference and allo(s us to provide muc' needed services

to our nation+s 'eroes ('o+ve so selflessly served us

Since 1#, Dream Joundation 'as /een a re&ular c'arity partner of "6E and for t'e past four

years, t'e foundation 'as received Stars for *eroes funds @'eir Dreams for Veterans pro&ram

serves t'e nation+s military communities /y &ivin& /ac% to terminally ill veterans and t'eir

families t'rou&' t'e fulfillment of a final dream

QFe are 'onored to continue our partners'ip (it' "6E for t'e annual Stars for *eroes

campai&n, said 6isa *eyer, eecutive director of Dream Joundation and its Dreams for

Veterans pro&ram Q@'is year+s campai&n 'elped Dream Joundation fund t'e final dreams of so

many deservin& veterans Fe are &rateful for t'e &enerosity, dedication and compassion of "arl+s

r and *ardee+s customers across t'e country, ('ic' ena/les us to continue to support veterans

sufferin& from life


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premium menu items suc' as 155 percent 8lac% -n&us @'ic%/ur&ersK, $ade from

Scratc' 8iscuits, *and@'ic%/ur&er,> /ut t'ese restaurants set t'emselves apart /y offerin& a casual dinin&

atmosp'ere, a (ide selection of entrees /eyond 'am/ur&ers, and ta/le service rat'er t'an order

counters !n t'e ot'er end of t'e spectrum are fast food restaurants suc' as $cDonalds, 8ur&er

6in&, and FendyBs, *ardeeBs traditional competitors offerin& lo( cost convenience meals

*ardeeBs @'ic%/ur&er initiative &oes /eyond efforts at differentiatin& itself from its competition

Instead, t'e company is ta%in& actions it 'opes (ill move it into a ne( strate&ic &roup ('ere

competition is less intense @'is case eamines t'e difficulties in strate&ic reorientation ('en

suc' reorientation re0uires a /usinessstuc% in t'e middle> (it' neit'er a feasi/le lo( cost nor a feasi/le

differentiation strate&y


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.!TR,T*R!3 .*T!

@'is case presents *ardeeBs initiative to stem declinin& sales and profits t'rou&' a reorientation

of its strate&y -fter four years of decline a&ainst (ell %no(n mar%et leaders suc' as

$cDonaldBs, 8ur&er 6in&, and FendyBs, *ardeeBs introduced a ne( menu item in late 2551, t'e

>Si Dollar 8ur&er>, t'at (as an instant 'it (it' consumers @'is success &ave t'e company t'e

confidence to initiate a ne( strate&y (it' neit'er a cost leaders'ip nor an ade0uate differentiation strate&y @'ird, t'e

case clearly s'o(s 'o( competition (it'in strate&ic &roups is more intense t'an competition

amon& strate&ic &roups (it'in an industry

@o teac' t'e case, a &ood startin& point is to as% students to identify *ardeeBs competitors @'ey

(ill 0uic%ly note fast food c'ains suc' as 8ur&er 6in&, "rystalBs, and ot'ers, /ut are unli%ely to

mention ot'er full service restaurants in t'e industry suc' as "rac%er 8arrel and !ut/ac%

Stea%'ouse @'is allo(s t'e instructor t'e opportunity to point out t'at alt'ou&' all of t'ese are

in t'e same restaurants industry, individual companies do not al(ays compete directly (it' all

companies in t'at industry @'e teac'in& point to /e made 'ere is t'at competition (it'in

strate&ic &roups is more intense t'an competition /et(een strate&ic &roups (it'in an industry


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Aim of study

In Saudi -ra/ia t'ere is increasin& trend of un% food use "om/ined (it' sedentary life style,'i&' prevalence of o/esity, dia/etes mellitus, 'ypertension and coronary 'eart disease, it is

detrimental to 'ealt' and (ill a&&ravate eistin& life style diseases in t'e country People 'ere eat

more consumin& more 0uantity (it' less 0uality @'e fast food mar%et in Saudi -ra/ia is

epected to reac' C# /illion in &ross sales /y 251, driven /y &ro(in& demand from its

population =1?

Jast food is a maor enterprise in Saudi -ra/ia @'e maor c'ains li%e $c


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If time constraint is one reason t'at pus'es peoples to eatin& un% food, &reat taste also, to an

etent influences t'em to opt for un% food 8ut un% foods &et t'eir taste o(in& to lavis' usa&e

of oils, salts and su&ar

un% food advertisin& 'as a maor role in its promotion @'ere is also concern a/out t'e tar&etin&

to c'ildren and adolescents /ecause t'ey are easy and potential tar&et for un% food Similarly

transportation of un% food is easy due to its pac%a&in& and cost is less as compared to 'ealt'y

food

@'e nutritional value of un% food is least, t'e nutritional value is lost in t'e process of ma%in&

t'e un% food so synt'etic vitamins and minerals are added to it, /ut t'ey are not &ood compared

to natural vitamins and minerals un% food 'as lots of c'emical additives ('ic' are not useful to

/ody li%e artificial colorin& and preservatives

Harmful e4ects of 5un6 food

*armful effects of un% food may /e lon& term or s'ort termsG fat contents 'ave 'i&' c'olesterol

level *i&' calorie content (it' su&ar can lead to o/esity "'olesterol and salt can increase /lood

pressure, stro%e and 'eart diseases Ecessive salt can (orsen t'e 'ypertension

un% food places people at ris% of stro%es from 'i&' /lood pressure, type II dia/etes mellitus,

'eart attac%s from raised 7D7 c'olesterol levels, cancer of t'e colon and immune system is

compromised and a &reater c'ance of contractin& ot'er cancers as levels of antioidants is so lo(

=colon, /reast, prostate, &all/ladder, ovarian? It also leads to (ei&'t &ain and o/esity, furt'er

increasin& t'e li%eli'ood of stro%es and 'eart attac%s=?

.o to:

>un= foo some fa(ts

1 @'e un% food industry deli/erately tar&ets c'ildren and youn& to create /rand preference

and lifelon& loyalty

2 Jast food c'ains use t'e lure of free toys to &et %ids to persuade t'eir parents to spend -

desira/le toy can dou/le or triple (ee%ly sales of %id+s meals Every c'ild /rin&s alon& at

least one adult too

http://www.ncbi.nlm.nih.gov/pmc/articles/PMC3523788/#b5-editorial_v6n1http://www.ncbi.nlm.nih.gov/pmc/articles/PMC3523788/#b5-editorial_v6n1http://www.ncbi.nlm.nih.gov/pmc/articles/PMC3523788/http://www.ncbi.nlm.nih.gov/pmc/articles/PMC3523788/#b5-editorial_v6n1http://www.ncbi.nlm.nih.gov/pmc/articles/PMC3523788/


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3 -rtificial flavors in foods aimed at %ids can /e t(ice as s(eet as t'e artificial flavours

used in adult food $any c'ildren no( prefer man made flavors to taste of real food

# Soft drin%s are a&&ressively mar%ed /y fast food c'ainsG /ecause t'ey are so profita/le, at

around AL profit on t'e price per cup @'e /i&&er t'e cup t'e &reater profit

-(areness on un% food facts is lac%in& dramatically in every corner of t'e society Some useful

tips to avoid un% food are:

1 un% food and c'ildren 'as stran&e affinity to eac' ot'er Do not let c'ildren to &et

'a/ituated to un% food

2 Eliminatin& t'e temptation for un% food is one (ay to avoid it 6eepin& &ood foodnear/y and 'avin& meals ri&'t on time may 'elp in t'is direction

3 "ontrollin& c'ildren from eatin& un% food in sc'ools is anot'er step t'at 'elps in a lon&

term Sc'ools administrator alon& (it' parents 'as a responsi/ility to educate c'ildren

a/out un% foods in sc'ools

# Education strate&ies on nutrition s'ould /e developed and launc'ed in order to 'elp

c'ildren develop 'ealt'y eatin& /e'aviors

*ealt' education and intervention pro&ram t'at aim to promote a 'ealt'y diet at mediaand P*" centers

Research *b5ectives7 @o identify t'e mar%etin& strate&ies of t'e company

Revie( and refine our understandin& of t'e &oals, o/ectives, and epectations

"onduct an analysis on t'e commercial merits of t'e pac%a&e of products

-n o/ective assessment of t'e commercial potential for tec'nolo&y and possi/le ne(

products and mar%ets

Evaluation of capa/ilities and t'e current /ase of %no(led&e

@o ac'ieve t'ese o/ectives, (e offer to conduct interactive pro&ram


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Discuss in more detail a/out t'e specific tec'nical and commercial issues to /e addressed

durin& t'e researc' and analysis

@o see t'e customer satisfaction level

@o identify se&ments and tar&et mar%ets

-nalyse its potential competitors

Perform a PES@ analysis M SF!@ analysis

-scertain its distri/ution c'annels

@o study t'e perception of customers re&ardin& t'e products M services

@o identify t'e competitors

@o identify t'e /usiness strate&ies and mar%etin& strate&ies

@o identify ot'er mar%etin& strate&ies< /randin&, mar%etin& mi, P7" sta&es, etc @o identify t'e *R strate&ies and recruitment procedure of employees

@o identify t'e employees performance and relations'ip

@o identify performance appraisal

@o evaluate t'e &ap (it'in t'e *R strate&ies of t'e or&ani;ation

@o identify t'e competitors

@o identify t'e /usiness strate&ies and mar%etin& strate&ies

@o identify t'e et'ical practices

@o identify t'e operational activities

@o identify t'e financial strate&ies

@o provide recommendations

!igni8cance of the research7

-ll of t'e (or% to /e presented 'encefort' (ill /e conducted in t'e premises of t'e company to

/e researc'ed on I (ill /e t'e lead investi&ator for t'e researc' and I (ill /e responsi/le for all

maor areas of concept formation, data collection and analysis, as (ell as t'e maority of


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manuscript composition @'e ('ole proect (ill /e measured t'rou&' t'e 0uestionnaire, t'e data

(ill /e analy;ed, interpreted and t'e results (ill /e o/tained

@'rou&' my researc', I (ill /e a/le to collect all t'e needed information on *ardees I (ill /e

a/le to 'i&'li&'t t'e stren&t' and (ea%ness of t'e company and (ill &ive t'e su&&estions to t'e

company F'ile (or%in& on t'is researc' proect I (ill /e a/le to /est utili;e my %no(led&e of

/usiness

!cope of the Research7@'e scope of t'e proect is to study t'e structure, competition and t'e consumer /e'aviour of

*ardees In t'e proect I (ill also learn a/out t'e level of satisfaction of t'e employees (or%in&

in*ardees, /ut my main emp'asis is re&ardin& t'e consumer /e'aviour and t'e mar%etin&

strate&ies is aimed at *ardees

Literature re#ie$

The +inancial plan

-BJinancial PlanB is a compre'ensive evaluation of an investorBs current and future financial state /y usin& currently %no(n varia/les to predict future cas' flo(s, asset values and (it'dra(al plans

$ost individuals (or% in conunction (it' an investment or ta professional and use current net

(ort', ta lia/ilities, asset allocation, and future retirement and estate plans in developin& t'e plan @'ese (ill /e used alon& (it' estimates of asset &ro(t' to determine if a personBs financial&oals can /e met in t'e future, or ('at steps need to /e ta%en to ensure t'at t'ey are

http://www.investopedia.com/video/play/what-is-cash-flow/http://www.investopedia.com/video/play/what-is-cash-flow/http://www.investopedia.com/terms/a/asset.asphttp://www.investopedia.com/terms/a/asset.asphttp://www.investopedia.com/terms/n/networth.asphttp://www.investopedia.com/terms/n/networth.asphttp://www.investopedia.com/terms/n/networth.asphttp://www.investopedia.com/articles/03/032603.asphttp://www.investopedia.com/video/play/what-is-cash-flow/http://www.investopedia.com/terms/a/asset.asphttp://www.investopedia.com/terms/n/networth.asphttp://www.investopedia.com/terms/n/networth.asphttp://www.investopedia.com/articles/03/032603.asp


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BRA-.# D*9. 3+inancial Plan3

F'ile t'ere is no specific template for a financial plan, most licensed professionals (ill include%no(led&e and considerations of t'e clientBs future life &oals, future (ealt' transfer plans andfuture epense levels Etrapolated asset values (ill determine ('et'er t'e client 'as sufficientfunds to meet future needs

- &ood financial plan can alert an investor to c'an&es t'at must /e made to ensure a smoot'transition t'rou&' lifeBs financial p'ases, suc' as decreasin& spendin& or c'an&in& assetallocation Jinancial plans s'ould also /e fluid, (it' occasional updates ('en financial c'an&esoccur

Jinancial Plannin& is t'e process of estimatin& t'e capital re0uired and determinin& it+s

competition It is t'e process of framin& financial policies in relation to procurement, investmentand administration of funds of an enterprise

*b5ectives of +inancial Planning

Jinancial Plannin& 'as &ot many o/ectives to loo% for(ard to:

a 2etermining capital requirements0 @'is (ill depend upon factors li%e cost of currentand fied assets, promotional epenses and lon&< ran&e plannin& "apital re0uirements'ave to /e loo%ed (it' /ot' aspects: s'ort< term and lon&< term re0uirements

/ 2etermining capital structure0 @'e capital structure is t'e composition of capital, ie,t'e relative %ind and proportion of capital re0uired in t'e /usiness @'is includesdecisions of de/t< e0uity ratio< /ot' s'ort


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mportance of +inancial Planning

Jinancial Plannin& is process of framin& o/ectives, policies, procedures, pro&rammes and /ud&ets re&ardin& t'e financial activities of a concern @'is ensures effective and ade0uatefinancial and investment policies @'e importance can /e outlined as<

• -de0uate funds 'ave to /e ensured

• Jinancial Plannin& 'elps in ensurin& a reasona/le /alance /et(een outflo( and inflo( of

funds so t'at sta/ility is maintained

• Jinancial Plannin& ensures t'at t'e suppliers of funds are easily investin& in companies

('ic' eercise financial plannin&

• Jinancial Plannin& 'elps in ma%in& &ro(t' and epansion pro&rammes ('ic' 'elps in

lon&


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6otler defined mar%etin& as, Q- social and mana&erial process /y ('ic' individuals and &roups

o/tain ('at t'ey need and (ant t'rou&' creatin& and ec'an&in& value (it' ot'ers and

mar%etin& consist of actions ta%en to /uild and maintain desira/le ec'an&e relations'ips (it'

tar&et audiences

@'e sole aim of *R$ is to &uarantee t'at t'e firm 'uman capitals are /ein& used in t'e fullest

capa/ility to produces t'e &reatest or&anisation results t'at meets (it' t'e firm needs Nader

$aiden, =2553? and .illey and .illey, =255A? @'erefore, t'e p'ilosop'y of empo(erin&

employee s capa/ilities is coined to t'e conception t'at‟ *R is etremely crucial for sustaina/le

competitive advanta&e and or&anisational success =6oc' M$c.rat', 2553? *R

in or&anisation is also crucial /ecause its assist mana&ers and employees t'rou&' a c'an&e

process =*endry, ones, -rt'ur M Petti&re(, 11?

8usinesses can &ain enormous competitive advanta&es ('en t'eir employees are used effectively

to dra(in& on t'eir epertise and in&enuity to meet clearly defined o/ectives

F'en or&anisation recruit t'e most effective, capa/le, committed and flei/le peopleG and

mana&ed and re(ard t'em accordin&ly t'eir performances, competencies and efficiency (ould

'elp t'e firm productivity immensely =Price -, 255A? $ana&ers t'at tactfully

eecute or&anisational &oals depend on t'e *R practices to deliver ecellences so t'at t'ey can

ac'ieve t'e utmost /usiness performance =8ec%er, 8 and .er'ard, 8, 14?

*o(ever, t'e *R$ field 'as /een isolated and misunderstood /y many researc'ers and

practitioner, failin& to realise t'at (it'out employees t'ere (ould /e no

functionin& or&anisation -r&ot, "ivilly and Rea&an s =2553? -s employees remain t'e most‟

epensive and relia/le asset of t'e or&anisation, t'e practices of *R (ill remain a vital area of

discussion =8ec%er, 8 and .er'ard, 8, 14?

mployee satisfaction7Employee satisfaction is t'e individual satisfaction as a professional person, t'at is, t'e

individual 'as an effect on 'is attitude !r&ani;ation mem/er to its operatin& c'aracteristic is t'e

co&nitive evaluation, employees &et t'rou&' t'e more realistic values and epectations of t'e &ap

http://writepass.com/journal/2011/10/hr-lit-reviewfree-human-resources-literature-review/http://writepass.com/journal/2011/10/hr-lit-reviewfree-human-resources-literature-review/http://writepass.com/journal/2011/10/hr-lit-reviewfree-human-resources-literature-review/http://writepass.com/journal/2011/10/hr-lit-reviewfree-human-resources-literature-review/


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/et(een t'e value o/tained after t'e meetin& ('et'er or not all aspects of (or% attitudes and

emotional responses It involves t'e (or% of t'e de&ree of or&ani;ational commitment and (or%

motivation is closely related =Sari, 7 $, M ud&e, @ -, 255#?

Superior


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a 'i&' de&ree of or&ani;ation and employee &oals and no( t'ere are consistent (it'

or&ani;ational 'elp for employees, self


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7etBs summari;e t'e c'aracteristics of an operational plan Jirst, it assumes t'at uppermana&ement 'as prepared /ot' a strate&ic plan and a tactical plan @'is means t'at lo(ermana&ement s'ould 'ave a clear sense of ('at t'ey are tryin& to ac'ieve @'ey ust 'ave to comeup (it' a detailed plan to ma%e it 'appenW

Second, t'e operational plan is limited to only one part of t'e or&ani;ation Jor eample, a lar&ecorporation =strate&ic plan? 'as a manufacturin& division =tactical plan? t'at produces products -,8 and " Eac' product is manufactured in a separate plant run /y a plant mana&er ('o preparesa separate operational plan

!perational plans can /e su/divided into t(o cate&ories:


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• Single0use plans address only t'e current period or a specific pro/lem

o -n eample (ould /e a plan to cut costs durin& t'e net year

• Ongoing plans carry for(ard to future periods and are c'an&ed as necessary

o -n eample (ould /e a lon&


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order to satisfy its or&ani;ational o/ectives, an or&ani;ation s'ould anticipate t'e needs and

(ants of consumers and satisfy t'ese more effectively t'an competitors

$ar%etin& is a very important activity for t'e or&anisation In mar%etin& a lot of su/ activities are

performed $ar%etin& includes t'e activities li%e identification of demand, researc', mar%et

se&mentation, product development, launc'in& of products, modification of products, deletion of

products, product desi&n, pricin&, different types of pricin&, promotion of products and services,

sales promotion, personal sellin&, pu/licity, pu/lic relations, advertin&, distri/ution of products

and services, consumer /e'aviour, internal and international mar%et covera&e, /randin&,

pac%a&in&, la/ellin& and many ot'er activities Jor easy understandin& and proper plannin& of

activities, t'e mar%etin& activities are divided into four areas for products @'ese are product,

pricin&, promotion and placement Jor services t'e &roups include product, price, promotion,

placement, people, process and p'ysical evidence In t'e researc' study t'e topic is related to

promotion of products Fit'out creatin& a(areness t'e customers (ould not come to %no( a/out

t'e company eistence in t'e mar%ets, products and services t'ey produced and features of t'eir

products and services @'e messa&es re&ardin& t'e products, company, features of t'eir products

and services are to /e communicated /y usin& different promotion met'ods !ne of t'e met'ods

is sales promotion and it covers t'e scope of t'e study

lements of %ar6eting %i'7$ar%etin& mi is t'e com/ination of t'e elements of mar%etin& and ('at roles eac' element

plays in promotin& products and services and deliverin& t'ose products and services to t'e

customers @'e elements of t'e mar%etin& mi are also referred to as t'e PBs of mar%etin& In

t'e /e&innin& for years to&et'er mar%eters accepted t'e # PBs of mar%etin&

%a, Product

@'e product is a com/ination of tan&i/le and intan&i/le aspects of t'e products offered /y t'e

manufacturer to t'e customers It can /e defined as a /undle of satisfaction and dissatisfactions


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offered /y company to t'e customers at a point of time @'eir p'ysical attri/utes ('at t'ey do,

'o( t'ey differ from your competitors and ('at /enefits t'ey provide @'e products can /e

classified as dura/le and non


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d Placement

Place represents t'e point or location ('ere t'e product is made availa/le to purc'ase It is

re0uired t'at t'e products and customer s'ould /e availa/le at a point t'en only t'e sales (ould

/e possi/le If not t'en t'e sale does not ta%en place @'is term is used for distri/ution c'annel It

can include any p'ysical store as (ell as virtual stores on t'e Internet Place is not eactly a

p'ysical store ('ere it is availa/le Place is not'in& /ut 'o( t'e product ta%es place or create

ima&e in t'e mind of customers It depends upon t'e perception of customers @'e products or

services s'ould reac' to t'e customer t'at c'annel is called distri/ution c'annel of placement

@'e a/ove definitions indicate t'e follo(in& c'aracteristics:

a It involves more t'an one person

/ It deals (it' transmission of /ot' facts and feelin&s

c @'ere are various medium of communication

d - /usiness or&ani;ation 'as continuity *ence t'e process of communication is also

a continuous one

e @'e effectiveness of communication to a very lar&e etent depends upon t'e

re0uired understandin& of ('at is /ein& received and t'en responded @'e s'arin& of

understandin& is possi/le only ('en t'e person, for ('om t'e messa&e is

meant understands it in t'e same sense in ('ic' t'e sender of t'e messa&e (ants 'im to

understand @'us communication involves somet'in& more t'an mere transmission of

messa&e and p'ysical receipt t'ereof @'e correct interpretation and understandin& of t'e

messa&e is important from t'e point of vie( of or&ani;ational efficiency -s suc', t'e

&reater t'an de&ree of understandin& present in t'e communication, t'e more is t'e

possi/ility t'at 'uman action (ill proceed in t'e direction of ac'ievin& or&ani;ational


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Resear(h methoolog"Researc' is t'e systematic desi&n, collection, analysis and reportin& of data and findin&s

relevant to a specific situation or pro/lem @'e o/ective of t'is section is to descri/e t'eresearc' procedure and met'ods t'at 'ad /een adopted for t'e ac'ievement of t'e proect

o/ectives

I Researc3 2esign6 $y researc' desi&n (as descriptive in nature

%ethod of Data collection7o H#".N R1SO#R16

@'e study proposes to collect primary data t'rou&' intervie(s of /ot' employees of Saudi

-ramco as (ell as a sample M 0uestionnaires so as to collect accurate, realistic and relevant

data @'e secondary data, ('ic' 'as al(ays /een important for t'e completion of any report,

is used to o/tain company 'istory and ot'er areas ('erever it is re0uired @'e various sources

of secondary data collection included (e/sites, articles and references -c'ievin& accuracy in

any researc' re0uires in


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o ".RK1TIN76

@'e main instrument used for &at'erin& of re0uired data (as a 0uestionnaire, /ecause of its

capa/ility to cover a lar&e num/er of respondents (it'in a s'ort time period It also 'elped to

collect realistic and relevant data @'e 0uestionnaires (ere desi&ned in a (ay t'at /e&an from

&eneral 0uestions M &radually narro(ed do(n to focus on one specific aspect @'e

0uestionnaires (ere desi&ned in a (ay t'at /e&an from &eneral 0uestions M &radually

narro(ed do(n to focus on one specific aspect I also conducted intervie(s t'at aided us to

ac'ieve our o/ectives /y contri/utin& ample information

Data collection techni:ue7Primary data6

9ualitative Data

@elep'onic Intervie(s, Personal Intervie(s, "lose &roup discussions M Participant

!/servation

9uantitative Data

Intervie( (it' t'e "E! of t'e company, $ar%etin& and *R $ana&er and ot'er

company officials, 9uestionnaires M Visuals

Surveys

I (ill conduct a survey to Saudi -ramco -ra/ia in order to o/serve t'e environment,

relations'ip /et(een employees and relations'ip /et(een mana&ement and employees

• Researc3 instrument6

Structured 9uestionnaires (it' closed and open ended 0uestionnaires and intervie(s


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Human Resource Plan

9hat is HR plan;;;Human resources planning is a process t'at identifies current and future 3umanresources needs for an or&ani;ation to ac'ieve its &oals Human resources planning s'ould

serve as a lin% /et(een3uman resources mana&ement and t'e overall strate&ic plan of anor&ani;ationHere is a model of HR plan


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Human resource management

Human resource de8elopment

Human resources are t'e people ('o ma%e up t'e (or%force of an or&ani;ation, /usiness

sector , or economy >*uman capital> is sometimes used synonymously (it' >'uman resources>,

alt'ou&' 'uman capital typically refers to a more narro( vie( =ie, t'e %no(led&e t'e

individuals em/ody and economic &ro(t'? 7i%e(ise, ot'er terms sometimes used include

>manpo(er>, >talent>, >la/our>, >personnel>, or simply >people>

- 'uman resources department =*R department? of a company performs 'uman resource

mana&ement, overseein& various aspects of employment, suc' as compliance (it' la/our

la( and employment standards, administration of employee /enefits, and some aspects

of recruitment and dismissal

https://en.wikipedia.org/wiki/Workforcehttps://en.wikipedia.org/wiki/Organizationhttps://en.wikipedia.org/wiki/Business_sectorhttps://en.wikipedia.org/wiki/Business_sectorhttps://en.wikipedia.org/wiki/Economyhttps://en.wikipedia.org/wiki/Human_capitalhttps://en.wikipedia.org/wiki/Human_resource_managementhttps://en.wikipedia.org/wiki/Human_resource_managementhttps://en.wikipedia.org/wiki/Human_resource_managementhttps://en.wikipedia.org/wiki/Employmenthttps://en.wikipedia.org/wiki/Employmenthttps://en.wikipedia.org/wiki/Labour_lawhttps://en.wikipedia.org/wiki/Labour_lawhttps://en.wikipedia.org/wiki/Employee_benefithttps://en.wikipedia.org/wiki/Recruitmenthttps://en.wikipedia.org/wiki/Dismissal_(employment)https://en.wikipedia.org/wiki/Dismissal_(employment)https://en.wikipedia.org/wiki/Workforcehttps://en.wikipedia.org/wiki/Organizationhttps://en.wikipedia.org/wiki/Business_sectorhttps://en.wikipedia.org/wiki/Business_sectorhttps://en.wikipedia.org/wiki/Economyhttps://en.wikipedia.org/wiki/Human_capitalhttps://en.wikipedia.org/wiki/Human_resource_managementhttps://en.wikipedia.org/wiki/Human_resource_managementhttps://en.wikipedia.org/wiki/Employmenthttps://en.wikipedia.org/wiki/Labour_lawhttps://en.wikipedia.org/wiki/Labour_lawhttps://en.wikipedia.org/wiki/Employee_benefithttps://en.wikipedia.org/wiki/Recruitmenthttps://en.wikipedia.org/wiki/Dismissal_(employment)


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- *uman Resources $ana&er 'as several functions in a company:

• Determine needs of t'e staff

• Determine to use temporary staff or 'ire employees to fill t'ese needs

• Recruit and train t'e /est employees

• Supervise t'e (or%

• $ana&e employee relations, unions and collective /ar&ainin&

• Prepare employee records and personal policies

• Ensure 'i&' performance

• $ana&e employee payroll, /enefits and compensation

• Ensure e0ual opportunities

• Deal (it' discrimination

• Deal (it' performance issues

• Ensure t'at 'uman resources practices conform to various re&ulations

• Pus' t'e employeeBs motivation

Origins

Pioneerin& economist o'n R "ommons used t'e term >'uman resource> in 'is 13 /oo% The

Distribution of Wealth /ut did not furt'er /uild upon it @'e term >'uman resource> (as

su/se0uently in use durin& t'e 115s and 125s as (as t'e notion t'at (or%ers could /e seen as a

%ind of capital asset -mon& sc'olars t'e first use of >'uman resources> in its modern form (as

in a 1 report /y economist E Fi&'t 8a%%e @'e term /e&an to /ecome more developed in t'e

1t' century due to misunderstandin&s /et(een t'e employers and employees

https://en.wikipedia.org/wiki/Companyhttps://en.wikipedia.org/wiki/Companyhttps://en.wikipedia.org/wiki/Motivationhttps://en.wikipedia.org/wiki/Motivationhttps://en.wikipedia.org/wiki/John_R._Commonshttps://en.wikipedia.org/wiki/E._Wight_Bakkehttps://en.wikipedia.org/wiki/Companyhttps://en.wikipedia.org/wiki/Motivationhttps://en.wikipedia.org/wiki/John_R._Commonshttps://en.wikipedia.org/wiki/E._Wight_Bakke


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The term in !ra(ti(e

Jrom t'e corporate o/ective, employees 'ave /een traditionally vie(ed as assets to t'e

enterprise, ('ose value is en'anced /y furt'er learnin& and development, referred to as 'uman

resource development

In re&ard to 'o( individuals respond to t'e c'an&es in a la/our mar%et, t'e follo(in& must /e

understood:

• S%ills and 0ualifications: as industries move from manual to more mana&erial professions

so does t'e need for more 'i&'ly s%illed staff If t'e mar%et is >ti&'t> =ie not enou&' staff

for t'e o/s?, employers must compete for employees /y offerin& financial re(ards,

community investment, etc

• .eo&rap'ical spread: 'o( far is t'e o/ from t'e individual) @'e distance to travel to(or% s'ould /e in line (it' remuneration, and t'e transportation and infrastructure of t'e

area also influence ('o applies for a position

• !ccupational structure: t'e norms and values of t'e different careers (it'in an

or&ani;ation $a'oney 1 developed 3 different types of occupational structure, namely,

craft =loyalty to t'e profession?, or&ani;ation career pat' =promotion t'rou&' t'e firm? and

unstructured =lo(eruns%illed (or%ers ('o (or% ('en needed?

• .enerational difference: different a&e cate&ories of employees 'ave certain

c'aracteristics, for eample, t'eir /e'avior and t'eir epectations of t'e or&ani;ation

• "oncerns a/out t'e terminolo&y

!ne maor concern a/out considerin& people as assets or resources is t'at t'ey (ill /e

commoditi;ed, o/ectified and a/used Some analysis su&&ests t'at 'uman /ein&s are not

>commodities> or >resources>,HA /ut are creative and social /ein&s in a productive enterprise @'e

2555 revision of IS! 551, in contrast, re0uires identifyin& t'e processes, t'eir se0uence and

interaction, and to define and communicate responsi/ilities and aut'orities In &eneral, 'eavily

unionised nations suc' as Jrance and .ermany 'ave adopted and encoura&ed suc' approac'es-lso, in 2551, t'e International 7a/our !r&ani;ation decided to revisit and revise its 1A

Recommendation 15 on *uman Resources Development, resultin& in its >7a/our is not a

commodity> principle !ne vie( of t'ese trends is t'at a stron& social consensus on political

https://en.wikipedia.org/wiki/Human_resource_developmenthttps://en.wikipedia.org/wiki/Human_resource_developmenthttps://en.wikipedia.org/wiki/Labour_markethttps://en.wikipedia.org/wiki/Good_(economics_and_accounting)https://en.wikipedia.org/wiki/Human_resources#cite_note-7https://en.wikipedia.org/wiki/ISO_9001https://en.wikipedia.org/wiki/Francehttps://en.wikipedia.org/wiki/Germanyhttps://en.wikipedia.org/wiki/International_Labour_Organizationhttps://en.wikipedia.org/wiki/Labour_is_not_a_commodityhttps://en.wikipedia.org/wiki/Labour_is_not_a_commodityhttps://en.wikipedia.org/wiki/Human_resource_developmenthttps://en.wikipedia.org/wiki/Human_resource_developmenthttps://en.wikipedia.org/wiki/Labour_markethttps://en.wikipedia.org/wiki/Good_(economics_and_accounting)https://en.wikipedia.org/wiki/Human_resources#cite_note-7https://en.wikipedia.org/wiki/ISO_9001https://en.wikipedia.org/wiki/Francehttps://en.wikipedia.org/wiki/Germanyhttps://en.wikipedia.org/wiki/International_Labour_Organizationhttps://en.wikipedia.org/wiki/Labour_is_not_a_commodityhttps://en.wikipedia.org/wiki/Labour_is_not_a_commodity


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economy and a &ood social (elfare system facilitate la/our mo/ility and tend to ma%e t'e entire

economy more productive, as la/our can develop s%ills and eperience in various (ays, and

move from one enterprise to anot'er (it' little controversy or difficulty in adaptin&

-not'er important controversy re&ards la/our mo/ility and t'e /roader p'ilosop'ical issue (it'usa&e of t'e p'rase >'uman resources> .overnments of developin& nations often re&ard

developed nations t'at encoura&e immi&ration or >&uest (or%ers> as appropriatin& 'uman capital

t'at is more ri&'tfully part of t'e developin& nation and re0uired to furt'er its economic &ro(t'

!ver time, t'e United Nations 'ave come to more &enerally support t'e developin& nationsB point

of vie(, and 'ave re0uested si&nificant offsettin& >forei&n aid> contri/utions so t'at a developin&

nation losin& 'uman capital does not lose t'e capacity to continue to train ne( people in trades,

professions, and t'e arts

Human resour(es e#elo!ment

*uman resources play an important part of developin& and ma%in& a company or or&ani;ation at

t'e /e&innin& or ma%in& a success at t'e end, due to t'e la/our provided /y employees *uman

resources is intended to s'o( 'o( to 'ave /etter employment relations in t'e (or%force -lso, to

/rin& out t'e /est (or% et'ic of t'e employees and t'erefore ma%in& a move to a /etter (or%in&

environment

Human resour(es !lanning

-dministration and operations used to /e t'e t(o role areas of *R @'e strate&ic plannin&

component came into play as a result of companies reco∋in& t'e need to consider *R needs in

&oals and strate&ies *R directors commonly sit on company eecutive teams /ecause of t'e *R

plannin& function Num/ers and types of employees and t'e evolution of compensation systems

are amon& elements in t'e plannin& roleH Various factors affectin& *uman Resource plannin&

!r&ani;ational Structure, .ro(t', 8usiness 7ocation, Demo&rap'ic c'an&es, environmental

uncertainties, epansion etc -dditionally, t'is area encompasses t'e realm of talent mana&ement

HR policies

https://en.wikipedia.org/wiki/Social_welfare_systemhttps://en.wikipedia.org/wiki/Labour_mobilityhttps://en.wikipedia.org/wiki/Human_resources#cite_note-9https://en.wikipedia.org/wiki/Human_resources#cite_note-9https://en.wikipedia.org/wiki/Talent_managementhttps://en.wikipedia.org/wiki/Social_welfare_systemhttps://en.wikipedia.org/wiki/Labour_mobilityhttps://en.wikipedia.org/wiki/Human_resources#cite_note-9https://en.wikipedia.org/wiki/Talent_management


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@'e 8oard of Directors of "6E Inc =Q"6E or t'e Q"ompany? 'as adopted t'is "ode of8usiness "onduct and Et'ics =t'e Q"ode? to ensure t'at all directors and employees at "6Econduct t'e /usiness of "6E fairly, free of conflicts of interest, and in an et'ical and propermanner @'is "ode represents t'e detailed standards and policies ('ic' must al(ays /eo/served /y you at "6E ou may 'ave additional re0uirements /ecause you are responsi/le for

si&nificant decisions affectin& t'e conduct of "6E+s /usiness It is important t'at you %no( andunderstand t'ese standards and policies, and ac%no(led&e t'at you (ill comply (it' t'em

It is t'e policy of "6E to conduct its /usiness affairs fairly, free of conflicts of interest, and in anet'ical and proper manner "onduct t'at may raise 0uestions as to "6E+s 'onesty, inte&rity orreputation, or activities t'at could cause em/arrassment to "6E or dama&e to its reputation, are pro'i/ited -ny activity, conduct or transaction t'at could create an appearance of unet'ical,ille&al, or improper /usiness conduct must /e avoided

@'e 'i&'est possi/le standards of et'ical and /usiness conduct are re0uired of "6E employeesand directors in t'e performance of t'eir company responsi/ilities It is t'e responsi/ility of

every employee and director, and t'e policy of "6E to encoura&e its employees and directors, toas% 0uestions, see% &uidance, report suspected violations, or epress t'eir concerns re&ardin&compliance (it' t'is "ode

Reporting 9iolations of t3e ode:

Violations of t'is "ode, includin& failures to report potential violations /y ot'ers, (ill /e vie(edas a severe disciplinary matter t'at may result in personnel action, includin& termination ofemployment - violation may also su/ect you to civil dama&es and criminal fines andimprisonment If you /elieve t'at a violation of t'is "ode 'as occurred, please contact "'arles- Sei&el III =t'e Q"ompliance !fficer? at csei&elXc%rcom ou may also contact t'e -udit

"ommittee of t'e 8oard of Directors as follo(s:

• email to auditcommitteeXc%rcom, or

• if you are concerned a/out maintainin& anonymity, you may send correspondence to t'e

follo(in& private mail/o address at "6E Inc, -udit "ommittee, 435A "arpinteria-venue, Suite -, "arpinteria, "- 3513

ou may c'oose to remain anonymous in reportin& any possi/le violation of t'is "ode

If you 'ave any 0uestions concernin& t'e interpretation of any of t'e policies or a/out a situation

t'at may not /e addressed specifically /y t'e "ode, you s'ould al(ays feel free to consult (it'your supervisor, a *uman Resources representative or "6E+s .eneral "ounsel

onfidentiality and ompany Policy .gainst Retaliation:

mailto:[email protected]:[email protected]


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-ll 0uestions and reports (ill /e treated (it' sensitivity and discretion and (ill /e %eptconfidential to t'e etent consistent (it' applica/le la(s and t'e duty to investi&ate t'e report Itis a&ainst "6E+s policy to retaliate a&ainst any employee for &ood fait' reportin& of violations of t'is "ode -ny reprisal or retaliation a&ainst an employee as a result of reportin& a violation (ill /e su/ect to disciplinary action, includin& potential termination of employment

"aintaining a Producti8e Wor; 1n8ironment:

=a? Discrimination "6E is committed to maintainin& an environment t'at is free ofdiscrimination /ased on race, color, reli&ion, &ender, a&e, seual orientation, national ori&in,disa/ility or ot'er factors t'at are unrelated to our le&itimate /usiness interests It is our policy toapply fair and la(ful 'uman resource policies and practices in all aspects of employment,includin& recruitin&, 'irin&, evaluation, trainin&, discipline, career development, compensation, promotion and termination

=/? Seual *arassment Seual 'arassment is never tolerated "ommon eamples of

seual 'arassment are:

=i? re0uests for dates, seual favors or ot'er ver/al or p'ysical conduct of a seual nature,especially ('en made as a condition of employment or used as t'e /asis of employmentdecisionsG or

=ii? un(elcome seual advances, comments, actions, offensive o%es, slurs or ot'eroffensive ver/al or p'ysical /e'avior, or any similar conduct t'at creates, encoura&es or permitsan intimidatin&, offensive or 'ostile (or% environment

=c? Dru& and -lco'ol -/use ou are epected to 'elp maintain a (or% environment t'at

is free from dru& and alco'ol a/use ou may not use, possess, manufacture or distri/ute ille&aldru&s on "6E property, ('et'er o(ned or leased, or in "6E ve'icles $isusin& controlledsu/stances or /ein& under t'e influence of alco'ol or ille&al dru&s on t'e o/ is pro'i/ited .reatcare s'ould /e ta%en in servin& alco'ol at any "6E


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=e? *ealt' and Safety Numerous la(s and re&ulations cover employee 'ealt' and safety@'e "ompany is committed not only to comply (it' all relevant 'ealt' and safety la(s, /ut alsoto conduct /usiness in a manner t'at protects t'e safety of its employees -ll employees arere0uired to comply (it' all applica/le 'ealt' and safety la(s, re&ulations and policies relevant tot'eir o/s If you 'ave a concern a/out unsafe conditions or tas%s t'at present a ris% of inury to

you, please report t'ese concerns immediately to your supervisor or t'e *uman ResourcesDepartment

=f? Violence Prevention and Feapons @'e safety and security of t'e "ompany+semployees is vitally important @'e "ompany (ill not tolerate violence or t'reats of violence in,or related to, t'e (or%place Feapons of any %ind are strictly for/idden on "ompany property or in "ompany ve'icles, even if you 'ave a le&al permit for t'e (eapon

=&? Detailed Employment Policies @'e "ompany pursues fair employment practices inevery aspect of its /usiness, and all employees are re0uired to comply (it' all applica/le la/orand employment la(s - copy of t'e "ompany+s detailed policies can /e o/tained from t'e

*uman Resources Department, and any 0uestions can /e addressed to t'is Department

onflicts of Interest:

ou are o/li&ated to act in t'e /est interest of "6E ('en you are in a position to /e influenced /y personal &ain or /enefit for yourself, a family mem/er, or /ot' It is very important to avoidany actual or apparent conflicts of interest in accordance (it' t'e policies /elo( -ny time aconflict occurs or you are concerned one (ill occur, you s'ould immediately discuss t'e matter(it' your supervisor andor t'e "ompliance !fficer for &uidance @'e follo(in& para&rap'sdescri/e "6E+s policies on certain common conflicts

=a? Jinancial Interest ou must avoid financial conflicts of interest t'at are not approved /y a disinterested maority of t'e -udit "ommittee or /y a maority of disinterested mem/ers oft'e 8oard of Directors @'e follo(in& t(o situations are common financial conflicts of interest:

• -ny o(ners'ip or similar interest =ot'er t'an nominal amounts =1L or less? in pu/licly

traded companies? in a vendor, supplier, competitor or contractor /y =i? you, =ii? animmediate relative =t'at is, your c'ild, stepc'ild, &randc'ild, parent, stepparent,&randparent, spouse, si/lin&, mot'er


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arran&e for t'e etension of credit, or rene( an etension of credit, in t'e form of a personal loan, to or for any director or eecutive officer

• ou must not accept any Q&ift of value ('ic' mi&'t indicate in any manner an intent to

influence normal /usiness relations'ips (it' vendors, suppliers, contractors, customers or

competitors .s a guideline$ a '**:** in 8alue: - &ift of value in ecess of C15555 may only /e accepted if it fallsunder item =d?=i? a/ove or is ot'er(ise pre


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meals and ot'er customary entertainment epenses ('ere a representative of t'e vendor orsupplier is present @'e fore&oin& may /e accepted /y an employee as lon& as doin& so does notresult in any violation of item =/? a/ove

=ii? It is &enerally pro'i/ited to solicit or accept any loans, &ifts, &ratuities or trips, ot'er

t'an as provided in item =d?=i? a/ove, from a supplier or vendor In furt'erance of t'is pro'i/ition:

=iii? Re&ardin& t'e &ivin& of Q&ifts of value, see US and Jorei&n -nti


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"6E property or information for improper personal &ain ou s'ould not ta%e for yourself, ordivert to anot'er person or company, a /usiness or financial opportunity ('ic' you %no(, orcould reasona/ly anticipate, "6E (ould 'ave an interest in pursuin& unless doin& so is approved /y a disinterested maority of t'e -udit "ommittee or /y a maority of disinterested directors

ompany onfidentiality:

=a? "onfidential and Proprietary Information -s an employee of t'e "ompany, you may,from time to time, 'ave access to information t'at is not pu/licly disclosed ou 'ave a duty tosafe&uard t'is information as follo(s:

• CKE Information ou must not disclose any "6E confidential or proprietary

information or trade secrets to persons outside of "6E, ecept as specifically aut'ori;ed /y mana&ement pursuant to esta/lis'ed policies and procedures @'is confidential or proprietary information includes non


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employees also s'ould comply (it' insider tradin& policies and procedures adopted /y t'e"ompany If a 0uestion arises, t'e director, officer, or employee s'ould consult (it' t'e"ompany+s "ompliance !fficer Jor more information, please refer to t'e "ompany policyentitled Q"6E Inc Insider @radin& and @ippin& Policy

Fair 2ealing:

=a? Jranc'isee Relations'ips "6E (as /uilt /y 'elpin& franc'isees ac'ieve prosperity ina positive /usiness relations'ip (it' "6E "6E did t'is /y treatin& t'em (it' fairness and'onesty, t'rou&' &ood times and difficult times @reatin& its franc'isees ri&'t continues to /e a%ey to "6E+s success, and is t'e responsi/ility of all employees

=/? Supplier Relations'ips -s t'e o(ner of t'e first "arl+s r restaurant, "arl 6arc'er%ne( t'e importance of /uildin& stron& relations'ips (it' suppliers "6E still does "6E treatsits suppliers 'onestly and fairly

=c? S'arin& Information "6E+s suppliers and franc'isees entrust "6E (it' confidentialinformation, ('ic' "6E may not disclose (it'out t'eir (ritten permission "6E (ill not, and"6E epects t'at you (ill not, use any ille&al met'ods to &at'er information a/out ot'ercompanies "6E respects t'e proprietary ri&'ts of ot'ers, includin& patents, copyri&'ts andtrademar%s Stealin& trade secret information, or persuadin& past or present employees of ot'ercompanies to disclose trade secrets, is pro'i/ited "6E (ill protect employee information andrestrict it solely to t'ose (it' a need to %no( for le&itimate /usiness purposes

=d? "ompetitor Relations'ips "6E respects t'e ri&'ts of competitors, and "6E (ill actfairly to(ard t'em in t'e mar%etplace ou are epected to also respect t'e ri&'ts of competitors,and to act fairly to(ard t'em in t'e mar%etplace ou s'ould strive for competitive advanta&es

t'rou&' superior researc', mar%etin&, eecution, 0uality and serviceG never t'rou&' unet'ical or0uestiona/le /usiness practices "6E does not, and epects t'at you (ill not, en&a&e in unfair or ille&al trade practices

Antitrust /aws " *pen ,ompetition2

US antitrust la(s eist to promote fair and open competition In &eneral, certain conduct,includin& discussions, a&reements or informal understandin&s /et(een "6E and any actual or potential competitor or supplier, may constitute an antitrust violation if it is li%ely to reduce orrestrict competition @'ere are similar la(s in ot'er countries in ('ic' "6E operates, and t'ese

&uidelines apply (orld(ide

ou may N!@ a&ree (it' any actual or potential competitors or suppliers to:

• fi prices on merc'andise or services to /e /ou&'t or sold /y "6E,


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• fi ot'er terms or conditions of sale, suc' as discounts or promotions,

• divide or allocate customers, mar%ets, or territories of competin& products, services or

suppliers,

• /oycott &oods or services, or

• not compete

ou s'ould not discuss t'ese topics (it' competitors or suppliers If t'ey raise t'ese topics (it'you, you s'ould end t'e discussion and contact t'e .eneral "ounsel @rade associations are avalua/le forum for discussin& trends in t'e industry Since participation in t'ese associationsoften involves meetin&s and discussions (it' competitors, you must /e careful to avoid anyconduct at trade association meetin&s t'at may /e, or appears to /e, a violation of antitrust la(sUnder no circumstance does t'e pro'i/ited conduct descri/ed a/ove /ecome le&al /ecause itoccurs t'rou&' your participation in a trade association meetin&

ompany Property:

=a? 8oo%s and Records Jederal and state la(s re0uire, and it is "6E+s policy, t'at "6E+s /usiness records =includin& time s'eets, epense reports, invoices, supportin& documentation,email, accountin& and financial data, electronic data files, and /enefit plan information? /e prepared accurately, relia/ly, and in a timely manner It is very important t'at no employeecreate or participate in t'e creation of =or falsification or alteration of? any "6E records ('ic'are intended to mislead anyone or conceal anyt'in& improper

"ompany /oo%s and records s'ould /e maintained in confidence, safe&uarded from loss and

destruction, and su/ected to internal control and audit procedures ou s'ould al(ays /e 'onestand strai&'tfor(ard ('en dealin& (it' internal or outside auditors (it' respect to "6E+stransactions, records, accounts, and financial statements

=/? Improper Use of "ompany -ssets "ompany property may not /e used for personal /enefit or ot'er improper uses No "ompany property =tan&i/le or intan&i/le? may /e sold,loaned, used, &iven a(ay or disposed of (it'out (ritten aut'ori;ation from t'e department 'ead(it' /ud&etary responsi/ility for t'e property Unaut'ori;ed copyin& of soft(are, tapes, /oo%sand ot'er documents, ('ic' are le&ally protected, is pro'i/ited In cases ('ere t'e department'ead initiates t'e transaction, aut'ori;ation s'ould come from 'is or 'er immediate supervisor

"ompany property must /e safe&uarded from loss, dama&e or t'eft -/usin&, destroyin&,dama&in& or defacin& company property, tools, e0uipment or property of ot'ers is pro'i/ited

=c? Information @ec'nolo&y -ssets -s a "6E director or employee you must:


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• protect computer 'ard(are from loss, t'eft or dama&eG

• protect computer soft(are and company data a&ainst unaut'ori;ed accessG

• reduce ris% of computer virusesG

• comply (it' federal and state copyri&'t la(s, ('ic' provide copyri&'t o(ners (it'

eclusive ri&'ts a&ainst misuse of t'eir proprietary pro&rams, files, and data/ases,includin& ma%in& copies of soft(are for non


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Political Activity2

"6E encoura&es all directors and employees to vote and /e active in t'e political process "6Edoes not in any (ay restrict your ri&'t to participate personally in political activities or to use personal funds for political purposes -ny personal political contri/utions (ill not /e

reim/ursed If you c'oose to 'old pu/lic office, eit'er /y election or appointment, you must ta%einto account t'e demands on your time and ('et'er t'at or any ot'er aspect of t'e office 'as any potential for actual or apparent conflict of interest, and you must disclose your intent to pursuesuc' office in advance to your supervisor -dditionally, federal and many state la(s restrict t'euse of corporate funds, assets and time in connection (it' federal and state elections -ny use of corporate facilities or ot'er assets for t'e /enefit of political candidates or parties must /ot' /e incompliance (it' all applica/le la(s and approved in advance /y t'e "ompliance !fficer

2!2 and +oreign Anti


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financial statements, travel and epense reports, purc'ase and sale documentation and internalmana&ement reports

ou may not misrepresent or omit any transaction t'at (ould lead to an improperly recordedasset, lia/ility, revenue or epense Jurt'er, you may not cause funds eit'er to /e dis/ursed from

or received in a location ot'er t'an t'e proper ta urisdiction

ou are epected to comply (it' "6E+s internal reportin& procedures so t'at "6E+s pu/licdisclosures may /e made timely and in a full, fair and accurate manner If you 'ave any0uestions re&ardin& t'ese procedures, please contact t'e "'ief Jinancial !fficer or t'e "'ief-ccountin& !fficer

ou may not directly or indirectly mislead or fraudulently influence "6E+s independentaccountants in t'e performance of t'eir audit or revie( of "6E+s financial statements

@'e "'ief Jinancial !fficer and ot'er employees (or%in& in t'e accountin& and financial

department 'ave a special responsi/ility to ensure t'at all of our financial disclosures are full,fair, accurate, timely and understanda/le @'ese employees must understand and strictly comply(it' &enerally accepted accountin& principles and all standards, la(s and reputations foraccountin& and financial reportin& of transactions, estimates and forecasts

Public ,ommunications #enerally

@'e "ompany places a 'i&' value on its credi/ility and reputation in t'e community F'at is(ritten or said a/out t'e "ompany in t'e ne(s media and investment community directlyimpacts t'e "ompany+s reputation It is t'e "ompany+s policy to provide timely, accurate and

complete information in response to pu/lic re0uests, consistent (it' t'e "ompany+s o/li&ationsto maintain t'e confidentiality of competitive and proprietary information and to preventselective disclosure of mar%et


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o Employee $eal Discount

o Education Reim/ursement

o !n


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• Step 1: Identify Vacancy and Evaluate Need

• Step 2: Develop Position Description

• Step 3: Develop Recruitment Plan

• Step #: Select Searc' "ommittee

• Step : Post Position and Implement Recruitment Plan

• Step 4: Revie( -pplicants and Develop S'ort 7ist

• Step A: "onduct Intervie(s

• Step : Select *ire

• Step : Jinali;e Recruitment

-ffirmative -ction, E0ual Employment !pportunity and Diversity are not separate actions in t'erecruitment and selection process @'ey are %ey varia/les ('ic' are (oven into eac' step of t'e process to support U"R+s ac'ievement of ecellence

Step 1: Identify Vacancy and Evaluate Need

Recruitments provide opportunities to departments to ali&n staff s%ill sets to initiatives and &oals,and for departmental and individual &ro(t' Proper plannin& and evaluation of t'e need (ill leadto 'irin& t'e ri&'t person for t'e role and team

Newly Created Positio

F'en it is determined a ne( position is needed, it is important to:

• Understand and ta%e into consideration strate&ic &oals for t'e University andor

department -re t'ere any upcomin& c'an&es t'at may impact t'is role)

• "onduct a 0uic% analysis of U" "ore "ompetencies -re t'ere any &aps) F'at core s%illsare missin& from t'e department) Evaluate t'e core s%ills re0uired no( and t'ose ('ic'may /e needed in t'e future

• "onduct a o/ -nalysis if t'is position (ill /e ne( to your department @'is (ill also

'elp to identify &aps

Re!la"e#et

F'en attrition occurs, replacin& t'e role is typically t'e lo&ical step to ta%e 8efore o/tainin&approval to advertise t'e position, consider t'e follo(in&:

• -s (it' a ne(ly created position, it may /e 'elpful to conduct a o/ -nalysis in order to

tailor t'e position to ('at is currently re0uired and to ensure proper classification our*R "lassification -nalyst can assist in revie(in& and completin&

https://hr.ucr.edu/recruitment/guidelines/process.html#step1https://hr.ucr.edu/recruitment/guidelines/process.html#step1https://hr.ucr.edu/recruitment/guidelines/process.html#step2https://hr.ucr.edu/recruitment/guidelines/process.html#step3https://hr.ucr.edu/recruitment/guidelines/process.html#step4https://hr.ucr.edu/recruitment/guidelines/process.html#step5https://hr.ucr.edu/recruitment/guidelines/process.html#step6https://hr.ucr.edu/recruitment/guidelines/process.html#step7https://hr.ucr.edu/recruitment/guidelines/process.html#step8https://hr.ucr.edu/recruitment/guidelines/process.html#step9https://hr.ucr.edu/education/comp/corecomp.htmlhttps://hr.ucr.edu/education/comp/corecomp.htmlhttps://hr.ucr.edu/recruitment/guidelines/process.html#step1https://hr.ucr.edu/recruitment/guidelines/process.html#step2https://hr.ucr.edu/recruitment/guidelines/process.html#step3https://hr.ucr.edu/recruitment/guidelines/process.html#step4https://hr.ucr.edu/recruitment/guidelines/process.html#step5https://hr.ucr.edu/recruitment/guidelines/process.html#step6https://hr.ucr.edu/recruitment/guidelines/process.html#step7https://hr.ucr.edu/recruitment/guidelines/process.html#step8https://hr.ucr.edu/recruitment/guidelines/process.html#step9https://hr.ucr.edu/education/comp/corecomp.html


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• Revie( t'e role and decide if t'ere are any c'an&es re0uired as certain tas%s and

responsi/ilities performed /y t'e previous person may not or s'ould not /e performed /yt'e ne( person

"arefully evaluate any c'an&es needed for t'e follo(in&:

• 7evel re0uired performin& t'ese tas%sG considerin& t'e appropriate classification level 8e

a(are t'at c'an&es in t'e classification of positions from represented to nonrepresented(ill re0uire union notice and a&reement

• @as%s carried out /y t'e previous employee

• @as%s to /e removed or added if any of t'e (or% (ill /e transferred (it'in department

• Supervisory or lead responsi/ility

•8ud&et responsi/ility =if any?

• For% 'ours

• Is t'ere still a re0uirement for t'is role at all)

Top

Step 2: Develop Position Description

- position description is t'e core of a successful recruitment process It is used to develop

intervie( 0uestions, intervie( evaluations and reference c'ec% 0uestions - (ell


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• !ptimi;es searc' en&ine results /y ensurin& o/ postin&s ran% 'i&' in candidate searc'

results ('en searc'in& on


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• For%in& @itle Y $ar%et titles s'ould /e reco∋a/le and common to various industries

as most o/ see%ers searc' for commonly referred to mar%et titles ('en conductin& on<line o/ searc'es

• Department Name

• Department *ead

• Supervisor Name

• @itle "odes and Jull


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• Is optimi;ed for searc' en&ines "andidates conduct o/ searc'es /y enterin& %ey (ords

or p'rases into searc' en&ines

• $ost candidates utili;e Qo/ a&&re&ators suc' as .oo&le and Indeed versus searc'in&

individual company o/ posts

• @o ensure your position reac'es t'e top of candidate searc' results, include %ey (ords

suc' as Qcareer, Qo/, s%ills and title of t'e position in t'e /e&innin& of t'e posted position description =first 15 (ords?

.ttracting a Talented 2i8erse .pplicant Pool:

• !nce you 'ave identified t'e position purpose, essential functions and 0ualifications, you

(ill (ant to &o /ac% and revie( t'e description Is it (ritten to attract an individual ('ois a top performer) Does it descri/e t'e inclusive culture of your or&ani;ation)

• $ar%etin& t'e o/ to a diverse audience is ust as important as accurately descri/in& t'e

role Jor more information and tips visit t'e 8est Practices for -ttractin& a DiverseFor%force (e/pa&e

3 Essential o/ Junctions

Essential o/ functions descri/e t'e duties and responsi/ilities of a position - o/ function isconsidered essential ('en t'e performance of t'e function is t'e purpose for t'e position@ypically, an essential function occupies a si&nificant amount of time of t'e employee+s time andre0uires speciali;ed s%ills to perform 8y accurately descri/in& t'e essential functions of t'e o/, o/ see%ers (ill 'ave a clear understandin& of t'e role and your epectations for performin&t'em

F'en developin& essential functions for t'e position t'e follo(in& s'ould /e noted:

• Junctions of t'e o/ ('ic' are critical for t'e position are arran&ed /y importance and

percenta&e of time spent

• "ompleity level and aut'ority for t'e role s'ould /e descri/ed to 'elp attract t'e

appropriate level of 0ualified candidates

• Essential tas%s listed s'ould /e inter


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clean up @'erefore, t'e various tas%s re0uired to successfully accomplis' t'e essentialfunction s'ould /e identified and descri/ed

# $inimum Re0uirements

@'e minimum re0uirements or Q/asic 0ualifications are t'ose 0ualifications or criteria ('ic'(as esta/lis'ed in advance and advertised to potential applicants:

• $ust /e relevant and relate to t'e duties and responsi/ilities of t'e o/ =e&, s'ould not

list drivin& re0uirement if not part of responsi/ilities or duties of t'e o/?

• QSoft s%ills can /e re0uired 0ualifications =e&, communicationcolla/oration? and (ill:

o Vary amon& applicants

o Not /e a/solutely ascertained in resume

o 8e evaluated in intervie(

• "an /e positiondepartment specific =e& valid driver+s license?

• "an /e assessed /y revie(in& t'e resume

• $ust /e o/ective, non


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Incorrect: $ust 'ave eperience (it' volunteerin& for *a/itat for

*umanity

• @'e minimum re0uirements s'ould support t'e accomplis'ment of t'e essential function

Jor eample, t'e essential function of event plannin& could re0uire:

o !r&ani;ational s%ills =to ensure all details are cared for?

o "ommunication s%ills =to interact (it' vendors and &uests?

o Prior event plannin& eperience

7istin& too many s%ills as re0uirements si&nificantly limits your applicant pool and selection Itis recommended no more t'an 3


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top

Step 3: Develop Recruitment Plan

Eac' position re0uires a documented Recruitment Plan ('ic' is approved /y t'e or&ani;ational

unit - carefully structured recruitment plan maps out t'e strate&y for attractin& and 'irin& t'e /est 0ualified candidate and 'elps to ensure an applicant pool ('ic' includes (omen andunderrepresented &roups includin& veterans and individuals (it' disa/ilities

In addition to t'e position+s placement &oals t'e plan contains advertisin& c'annels to /e used toac'ieve t'ose &oals @'e recruitment plan is typically developed /y t'e 'irin& mana&er inconunction (it' t'e Departmental *R "oordinator Placement &oals identified are displayed ont'e position re0uisition in t'e -@S

Recruitment plan elements:

- Postin& Period

8 Placement .oals

" -dditional -dvertisin& Resources

D Diversity -&encies

E Resume 8an%s

"ontact your department *R "oordinator for a Sample Recruitment P

Business Project 2016

Documents

Transcript of Business Project 2016