HRM PFC REPORT Préfinal.pdf

A c a d e m i c y e a r : 2 0 1 3 / 2 0 1 4 G r o u p : C ; S e m e s t r : 7

HR practices in

companies:

SONAS ID Corporation

08/01/2014

TEAM MEMBERS:

CP: EL BOUANANI Fatima Azzahra BAHJI Boubker

LABIAD Soukaina BENZAKOUR Kenza

FENNASS Raja CHAKIB Karim

EL KATIAB Ghizlane BELBEKRI Houda

Supervised by : Mr GASSEMI Karim

End of course Project

PFC HRM : SONASID Company 1

General introduction

Acknowledgement

We are anxious to thank Mr. Karim GASSEMI who supervised us during the half-year

and directed us for the realization of the project.

We are also anxious to express our profound feelings to Madam Sonia DARIF

responsible of development human resources at SONASID And Miss Sabrina

HAFIANE responsible communication in the Human Resources Direction at

SONASID, wish we granted an enormous support to lead to successful conclusion

our project she offered us the opportunity to discover closer the business world, by

granting us a few hours of her, precious time to supply us all the information which

we needed and to answer all the questions that we sent to her.

Mission

The mission of the project in HR is essentially included in the consolidation of the

theoretical experiences of the course and the partial dumping in the business world.

Who represents a big added value to our School program.

It is perfectly simple to master the course of the Human resources management

indeed it is a course which contains several models and theories which need a

continuation in the reality of the business world. It is from this perspective that we led

our study with the company SONASID. This consists in a fine analysis on the HR

practices within the Moroccan companies; this practical case turns out enriching as

far as he allowed us the realization and the implementation of all that we acquired at

the level of the theoretical course.


The project team

For the realization of the end of course project we contacted two companies which

are as follows: PROMOPHARM and SONASID. As regards the company

PHROMOPHARM we did not find information on the persons in charge of the society

seen that the access to the site of the company is secured by a password.

Then, Miss Rajaa FENNASS and Miss Houda BELBEKRI put in touch us with two

persons in charge within the direction human resources within the SONASID. So our

study based essentially on the Society SONASID leader on the Moroccan market of

steel-making and Moroccan leader on the long products in association with the

person in charge development human resources of the company: Mrs: Sonia DARIF.

And the person in charge Communication within the human resources department

Miss Sabrina HAFIANE.

We tried, during the realization of this project, to base us on the knowledge which we

acquired in the course of Human resources management, and to put into practice

them. This work served us for exceeding the theoretical phase towards another one

considered practical which is beneficial for us grafting that students and students in

ENCG Casablanca.

To do it, we divided the plan of our project in two big sections, the first one being

dedicated to the study of the company and its environment, The second part being

dedicated to the description and the analysis of the various practice HR within the

company SONASID through the answers supplied during both interviews realized

with the persons in charge within the human resources direction.

The distribution of the tasks between the members of the group was as follows:

The first distribution concerns the part of the company which we have to

analyze the external environment of the company and the organization interns

of the company SONASID:

The distribution of this part was as follows:

1- Description of the business sector of the company: Kenza BENZAKOUR

2- History of development of the company: Ghizlane EL KATIAB

3- Organization interns of the company: Boubker BAHJI

4- Analysis of the wallet(portfolio) of products and services(departments) of the

company: Karim CHAKIB


5- Elaboration and analysis of the matrix SWOT: Fatima Azzahra EL

BOUANANI; Rajaa Fennass; Soukaina LABIAD; Houda BELBEKRI

6- Recommendations for the development: Fatima Azzahra EL BOUANANI; Rajaa Fennass; Soukaina LABIAD; Houda BELBEKRI; BAHJI boubker; CHAKIB Karim ; EL KATIAB Ghizlane; BENZAKOUR Kenza

The second part concerns the description and the analysis of the development of the human resources of SONASID:

1- Organization and roles of the function Human resources: Fatima Azzahra EL

BOUANANI; Rajaa Fennass; Soukaina LABIAD; Houda BELBEKRI

LABIAD Soukaina

2- Analysis of the processes of the Administrative management of the Human

resources: FENNASS Rajaa; EL BOUANANI Fatima Azzahra

3- Analysis of the processes of the development of the Human resources:

Training process and the process of elaboration of the plan training : EL BOUANANI Fatima Azzahra

Process of recruitment : BENZAKOUR Kenza Process of evaluation and GPEC : BELBEKRI Houda; BAHJI boubker;

CHAKIB Karim 4- -Information system of the human resources: BELBEKRI Houda; FENNASS Rajaa


TABLE OF CONTENTS

General introduction .......................................................................................... 1

Presentation of the company, its business sector and her internal organization:

........................................................................................................................... 6

I. Activity sector: .......................................................................................... 7

II. THE COMPANY HISTORY ...................................................................... 8

III. Internal Organization ............................................................................... 9

IV. Analysis of the portfolio of products and services ................................. 12

V. SWOT Analysis of SONASID: ............................................................... 14

VI. Recommendations for the development: .............................................. 15

Organization and roles of the function Human resources at SONASID .......... 16

I. The organization of the function RH ....................................................... 17

II. The missions of the department RH ....................................................... 19

III. Description of the strategic role of human resources administration ...... 21

Position of the role of the Director of Resources by Ulrich 2000 Model . 21

Position of the role of HRD Sonasid by Charles-Henri Besseyre des

Horts ............................................................................................................. 22

IV. Brief description of the various projects and HR sites ........................... 23

V. Analysis of the distinctive values of the Human Resources Department

against the main competing business on the market: .................................. 24

Analysis- of the process of the administrative management of the staff. ........ 26

I. Description of the various activities of the administrative HR................. 27

II. Description and analysis of management activities of the trade unions . 27

III. Description of the process of elaboration of the budget of the human

resources ...................................................................................................... 28

IV. Identification and analysis of the various practices relative to the control

of the social management: ........................................................................... 29

Analysis of the process of development of the human resources within

SONASID ......................................................................................................... 34

I. Analysis of the training process .............................................................. 35


1. Role of training whitin the company SONASID ................................... 35

2. The process of the training within the company SONASID: ................ 35

3. Description of the strategic role of the training in SONASID: .............. 37

4. Elaboration and operationalization of a training plan calculated

indicator: .................................................................................................... 37

II. Analysis of the recruitment process: ...................................................... 38

1. Definition and types of recruitment: ..................................................... 39

2. Process of recruitment:........................................................................ 39

III. Description of the process of evaluation ............................................. 41

1. GPEC .................................................................................................. 41

2. Inform .................................................................................................. 43

3. Attract .................................................................................................. 44

4. Develop ............................................................................................... 44

5. Retain .................................................................................................. 44

IV. Description of the evaluation process (Process Mapping annual

evaluation) .................................................................................................... 46

Information system of the human resources ................................................... 50

I. Analysis of existing Information system Human resources: ................... 51

II. Description of the components of existing HRIS .................................... 51

III. Description of the stages of implementation of HRIS ............................. 53

IV. Description of the role of the SIRH for the support of the activities of the

human resources department. ...................................................................... 54

Conclusion ....................................................................................................... 55


Presentation of the company, its business

sector and her internal organization:


I. Activity sector: SONASID the Group operates in the sector of the steel industry, almost all of its

business is conducted in Morocco. Lead Actor in the construction sector, the

company is Sonadid Moroccan leader in steel long products (concrete reinforcing

wire & machines) with 69% market share at the end of 2008.

With over 900 employees and through its industrial sites in Nador Jorf Lasfar Sonadid

has annual production capacity of over one million tones aimed primarily at the

domestic construction sector.

The SONASID group is also positioned in the market for industrial fittings and fittings

"building" through its subsidiary long metal frames

The metal sector is the most affected by the decline in industrial production,

according to a survey published by Bank Al Maghreb.

Indeed, this sector has decreased by -61 %. This is due to a frenzy of steel imports

from Europe, where the steel industry is in deep crisis.

Faced with this dumping, Maghreb Steel took the authorities to put in place measures

to protect local production and jobs. Leader in the field of flat steel, Maghreb Steel is

increasingly exposed to unfair competition from imports.

Resumption of international steel market is not a motivating factor for Maghreb Steel

only, but also for the industry in general who knows underproduction.

The current global steel production is estimated at 1.6 billion tonnes, a ratio of 230kg

per capita while domestic production is estimated at 1.5 million tonnes for domestic

production capacity estimated at 2.5 million tonnes, representing a ratio of 75kg per

capita. Note that with a level of production cost comparable steel production in

Turkey is 15 times greater than that of Morocco.

Result of know - how and the latest technology , quality products Maghreb Steel is

recognized nationally and internationally. Indeed, the company's exports reached

1.14 billion dirhams , representing more than 150 000 tons of steel exported during

the year 2012. Despite the crisis, the turnover of Maghreb Steel remained at DH 2.7

billion in 2012 , 43% for export.

If the investigation by the Department upon request Maghreb Steel confirms dumping

of imports from the country of Turkey and the European Union, no measure has been

taken to date. Despite numerous complaints calling to adopt emergency measures to

save the industry.


Shareholders and financial institutions have fulfilled their part of the market while

ensuring continued activity despite the economic downturn. It is now the role of the

Government to take immediate action to preserve this industrial investment.

The State shall secure the area

According to the Association of steelmakers Morocco, Morocco is part of the

autonomous country in the production of steel. This is due to the cumulative

investments that reached DH 13.3 billion since 2006 for the segment of long and flat

steel that. According to the same source steels.

II. THE COMPANY HISTORY Sonasid saw the light of day in 1974, later to become the largest entity in the

Moroccan steel industry. The objective of the Moroccan Government through

its creation was to establish the first link in an industry capable of meeting

domestic needs in steel bars and wire rods for the housing, public works and

civil engineering sectors.

After a business corporation with a registered capital of 390 000 000 Dhs, Sonasid

was created by the Government of Morocco in 1974 to meet domestic requirements

in steel items.

Production was initiated in March 1984 with the Nador rolling mill, located just 18 km

to the south of the city. Its production capacity is of 600 000 tons per year of steel

bars and wire rods. In 1996, Sonasid listed 35% of its capital on the stock market and

in 1997; the Government transferred 62% of the capital to a consortium of

institutional investors led by SNI.

To confront new market constraints and competitive requirements, in July 2002,

Sonasid launched a new production unit in Jorf Lasfar, a region extremely favorable

to industrial development. The new rolling mill registers an annual output of nearly

300 000 tons per year.

Nevertheless, in 2003, with the lifting of trade barriers, the four-party agreements,

and the arrival of a new player on the domestic market, competition is intensifying.

Thus, Sonasid engaged in an ambitious project entailing the creation of an electrical

steel works at Jorf Lasfar, which began operating in August 2005 making it possible

to put out from 625 000 to 1 000 000 tons of steel per year. It is a project that

perfectly responds to the issue of competitive pressure.

Key dates:

1974 Government creates Sonasid.

1984 Start up of output by the Nador rolling mill.

1991 Liberalization of imports.

1996 Listing of 35% of the capital on the stock market and start up of Longomtal Industries in Casablanca.


1997 Transfer by the Government of 62% of the capital of Sonasid to a consortium of institutional investors led by SNI.

1998 Acquisition of Longomtal Industries.

2000 Launching of work on Jorf Lasfar rolling mill.

2001 ISO 9002 Certification for the Nador site. NM Certification for non-wieldable FeE400 and wieldable FeE500 items.

2002 Start-up of new rolling mill at Jorf Lasfar. Launch of electrical steel works at Jorf Lasfar.

2003 ISO 9001 Certification Version 2000. Launch of TPM at Nador and Jorf Lasfar. Signing of principal contracts for the electrical steel works.

2004 NM (Moroccan Standards) Certification for steel bars at Jorf Lasfar.

2005 Commissioning of the electrical steel works at Jorf Lasfar.

2006 Award of the first Price of Security at work.

III. Internal Organization Board of directors:

M.Andr BOCK The chairman of the board of directors president

M.Hassan BOUHEMOU Member of the board

M.Paul TETTEROO Member of the board

M.JAVIER SERRA CALLEJO Member of the board

Mme.Farah OULIDI Member of the board

M.Mohamed LAMRANI Member of the board

M.Robert ENGEL Member of the board

M.Enrique de LA RUBIERA Member of the board

M.Francis LEFEVRE Member of the board

M.Aymane TAUD Member of the board

M.Jean Pierre MULLIE Member of the board

ATTIJARIWAFA BANK Reprsente par M.Ramses ARROUB

Member of the board

CAISSE INTERPROFESSIONNELLE MAROCAINE DE RETRAITE Reprsente par M.Hicham BELMRAH

Member of the board

RMA WATANIYA Reprsente par M.Azeddine GUESSOUS

Member of the board


Strategy committee:

M.Andr BOCK The chairman of the board of directors president

M.Ayoub AZAMI CEO

M.Mohamed LAMRANI Member of the board

Missions: Prepare SONASID s strategic orientations and investment programs in

view to their presentations to the meeting board. To follow the budgetary

implementation

Periodicity: Quarterly

Executive committee:

M .Ayoub AZAMI CEO

M.ABDELJALIL AJDOUR Commercial&Marketing Director

M.ABDELILAH FADILI Financial Director

M.Mohammed MOUKASSI Scrap and valorisation Director

M.Karim EL OUARDIRHI Purchasing and logistics Director

M.Chakib BENAZZOUZ Human resources and communication Director

Missions:Control the operational activity of the company. Analyze the national and

international situation and its impact on the activity of the company. Prepare the

Boards of Directors and committees

Periodicity: weekly

Risk Committee and Accounts:

Missions :Rule on all matters that may affect the financial statements and risks. In

this context, the Committee shall define the method of establishing and stop and

consolidated accounts as well as the methodology for determining provisions. It

examines the interim financial statements, annual reporting risks. It ensures the

consistency and relevance of mechanisms for internal control procedures, risks and

ethics. He finally decides on the quality of work performed by the auditors and judges

their independence.

Periodicity: biannual

Compensation and nomination committee:

Missions: Approve the remuneration policy and human resource

management. It defines the conditions of the overall remuneration of staff,

develops policy benefits for employees, defines the succession plan for key


positions within the company, manages high potential and reflects on policy

formation. It examines the evolution of the wage bill and internal equity.

Periodicity: Annuelle

Organogram:

CEO A.AZAMI

HRD C.Benazzouz

Purchasing and logistics Director K.Elouardirhi

Investment Director P.Turpel

Jorf A.Faih

Nador B.Benayada

technical .M J.Riondet

Financial Director A.Fadili

Information System and Organization Manager

S.Elhajjouji

M&C Director

J.Ajdour Scrape Director

M.Moukassi

Security S.Berrada

Internal Audit S.JEMJAM


IV. Analysis of the portfolio of products and services

All products

Rond bton


Fil machine

All products, the market share of SONASID spends more than 75 % in 2007 to nearly

52 % in 2010, down about 23 points to sales levels of 733,000 tonnes instead of

1.005 million tonnes in 2007.

This is due to the deliberate policy of the company business between 2008 and 2009

to maintain its margin levels at the expense of market share and in maintaining a

level of high sales price.

Indeed, SONASID has always maintained higher selling prices than those applied

internationally, allowing at the same time newcomers to recoup their investments

despite the difficult environment.

As of 2010, the increased competition in a context of slowing demand has led to a

decline in sales prices and loss results, however, allowing SONASID stabilize its

market share.

Imports s'adjugent 63 % share of the wire rod market in 2012 (121 000 tonnes

passed) against 27% five years ago while SONASID sees his market share to offload

37 percentage points to 35% in thin (68 000 tons sold).


V. SWOT Analysis of SONASID: Strength Weaknesses

National leader of long steels (market share 53%)

The company achieve a good a results in the first trimester of 2013, despite the global crisis

Operator integrated(joined) upstream and partially downstream

Backing to ARCELOR MITTAL and in SNI. (Backing in the world leader)

Piloting by the margin

Monopoly the region of the North

important Leverage Strategy of control(master's

degree) and reduction of costs energy

Sonadid is also distinguished by its citizen engagement through an approach based on the environmental protection and sustainable development.

Dependence in the evolution of the courts(courses,prices,yards) of the steel and of the scrap iron on an international scale

Low(Weak) positioning on the thread machine

Low (Weak) financial profitability.

Low rate of use of production capacities

Loss on the margins of intermediation

Opportunities Threats

Partnership with NAREVA (subsidiary of Group SNI(NATIONAL INVESTMENT COMPANY)) for the supply Wind energy;

Resumption expected by the sector of Construction from 2014;*

Regional markets with great potential

The use of the alternative energies

International development Development of the social

housing

Energy costs raised

Price of the high input

Sector in situation of overcapacity of production due to the competition

Massive arrivals of the imports Origin of Spain and Portugal as well as Arab countries and Turkey further to the ALE (entered by the competition(competitors) the historic zones);

Increase of the scarp irons price Statutory change

Sources: GUIDE DES VALEURS 2013 SPECIAL RESULTATS ANNUELS Sogcapital BMCE Capital

Research Stock Picking SONASID 15 08 2013


VI. Recommendations for the development:

1. Maybe they should revise their prices and try to reduce them to be more

competitive in front of the massive concurrence

2. They have to create new channels of distribution for approaching their products to

individual customers

3. They have to develop strategy communication around them by advertising in

order to make known their products

4. It will be better if they move towards a strategy B2C (business to customers) in

order to make their products accessible to particulars and eliminate the margin of

dealers

5. Move towards renewable energy to reduce costs energy

6. Direct their production overcapacity to other activities


Organization and roles of the function

Human resources at SONASID


I. The organization of the function RH

The Human resources management is all the practices to administer, mobilize and

develop the human resources, all the collaborators and the employees assuring the

activity of the company or the organization which uses (employs) them.

Indeed, the human resources management can be divided into two big poles or two

big sections: the administrative management of the human resources, and the

development of the human resources

The human resources management knew a lot of evolution has fault the time, and

takes today various forms from a structure to another one. Generally, the more the

structure is big and the company and important, the more it benefits from a

substantial and developed department of human resources management. Indeed, in

the big structures where the human resources department is important, we find

various people there who are divided the missions and the activities of this function.

We distinguish then, a Director human resources (HR) a Director of the Human

resources, a person in charge administrative of the staff un responsable de paie ou

de rmunration, un responsable des relations sociales et de la gestion syndicale, un

charg de la gestion des dossiers maladies, un responsable recrutement, un

responsable formation un responsable gestion de carrires, et la liste reste encore

importante selon lorganisation interne de chaque entreprise, de son activit ou de

son secteur.

The direction Rh within the SONASID plays a role of business Partner guarantor,

the global strategy of the company the one who impacts on the strategy of the

direction RH within the company.

For the last 5 years the HR DEPARTMENT of the company SONASID crossed of an

administrative stage of the management of the staff at the stage of development of

the human resources of the company and the management of the talents " talent

ship".

Indeed, the human resources department of SONASID gives importance to the

training, to the recruitment and to the career management. For what is administrative,

it is a part considered operational, so The training within the company SONASID is

considered as being one global strategy of which its main axis articulates around its

human resources, it puts the Man at the heart of these concerns, so The budget

granted to the training represents 3 % of the global payroll.

To be made, the department of the human resources of SONASID confides Mrs.

Sonia DARIF: person in charge development RH of the company SONASID The

responsibilities within the direction RH:


*Development RH

* GPEC

*mobility in house and intra-group: the SONASID company is a part of the group

ARCELORMITAL

*formation and followed

*recruitment

Organization intern

*Annual interview f evaluation

Organization and restructuring

Politics Training and coaching driven to the change.

Politics recruitment

Politics annual Evaluation, management of career , internal mobility, succession plan

and retention.

Participation in management of the departures Relation with labor syndicates , IT,

administrative management of the staff, worth knowing the management of the

index card of the staff, the management of the pay

The organization of the function human resources at SONASID wants that any

direction RH, through various setting-up of search and the recruitment of the talents

so of the career management of his employees through a personalized follow-up and

an in-service training. To this end, a human resources manager is affected to know

about needs for every function in terms of recruitment and about training and make

rise the information, afterward, to the manager by training and of recruitment

So this last this fact through stages namely:

The stages of the recruitment process:

The company calls on to recruitment agencies during the recruitment process

for key positions, The ways(means) used to throw a job offer are:

Web sites o Newspapers o ANAPEC BAC+2 o Recruitment agencies

The Person in charge development RH of the company SONASID Mrs Sonia DARIF

plays a role of coach or managerial employee for the rest of the team. She manages

a team of 15 people: 5 frames, 8 agents of control 2 employees


II. The missions of the department RH The Human resources management is a function of the organization concerning

mainly the acquisition, the use, the retention and the development of the Human

resources. She understands the activities of planning, recruitment, selection, training,

remuneration and evaluation of the Human resources.

The human resources department has for main mission, to provide to the

organization or to the company the necessary human resources wanted in

quantitative and qualitative terms at the moment datum. So, to assure the

development and the retention of its resources.

The person in charge recruitment and training considered a department

conceived(designed) for the human resources management as essential. At first, the

direction(management) human resources within SONASID watches to align its own

missions in the strategic and organizational missions of the firm, Indeed, at

SONASID the human resources management plays an important role in the

development and the growth of all the group.

The staff of SONASID establishes an integral part of its wealth, where from the

necessity of selecting well his staff, of attracting great talents, of motivating and of

holding the individuals and finally of assuring the development and the management

of careers for every person collaborating with the industrial group, and it through the

Organization chart of the function RH within the

company SONASID


various setting-up of the group. It should be noted that the global Staff of the

company is of: 800 employees and suit where from the necessity of assuring the

quality of the individuals and the staff within all the subsidiaries, with types of

contracts diversified The type of the most proposed contracts is: CDI(PERMANENT

CONTRACT,LEARNING RESOURCESCENTER), trainee, ANAPEC for them bac+2

The department human resources has for mission to assure(insure) the good

progress of the process of selection, recruitment and insertion of the individuals, in

this particular case young graduates of greatest school of Management , So, to

assure a follow-up personalized in the concern of the development and the evolution

of the staff. Having said that, the human resources department takes care of the

motivation and the career management of all the staff in an individualized way. A fault

of the practices used by the company to develop loyalty of his employees:

Increase of salaries

Premiums annual

Make our employees of the trainings benefit at the national level and at the international level

Shutters social appears mainly by the organization of the holidays for the children of the employees and the executives of the company.

The management of the high potential within the company is made within the

framework of the training(formation) of the "talentpaieline" in a program which lasts 7

days concerning the managerial coaching and the leadership so the company work

under an information system human resources .

Our SIRH plays the role of a management controller ": According to Mrs Sonia

DARIF.

An evaluation of the efficiency on the employees, an evaluation is made by

productivity at the same time for the employees of sites and frames of seats, so The

department takes care of the process of training, since the detection of the need until

the realization of the training and the evaluation of impact of this one. The person in

charge has for mission of chapter and to supervise his team to reach the missions of

the department, and also to assure the good work atmosphere within the Department

as well as the missions of recruitment and training aim at meeting the expectations of

various departments in terms of recruitment and of training, these department

considered, by the way, customers of the direction human resources. The various

persons in charge of human resources being in all other departments have for

mission to assure the link, the agreement and the collaboration enters the direction

human resources and the various directors and the managers of the other

departments.


III. Description of the strategic role of human

resources administration In SONASID the staff is an asset to develop, and a capital to consider. In this context the role of the direction of human resources goes beyond the traditional management of these resources and focuses on the key component to ensure alignment with organizational strategies.

This part will focus on the role of through a reading according to the model of Ulrich and the model of Charles-Henri Besseyre.

Position of the role of the Director of Resources by Ulrich 2000 Model The Ulrich Model refers to an organizational structure that is designed to articulate how the modern Human Resource Management can be organized into shared services, centres of expertise and business partners. According to Ulrich, this will increase customer share and the shareholder's value.

The Business Partner Model envisioned by Ulrich defines HR roles to shift to four new areas: Strategic Partner, Change Agent, Employee Champion and Administrative Expert. Strategic Partner relates the HR functions and enterprises with the global

business strategy of the organization. This association would be carried out by the HR management and HR Business Partners. Although this task is not so easy to implement as it sounds, when put into place, would aid in escalating the business strategy.

Bringing in change and evolution of the business through the human capital of the organization is the main feature of the Change Agent. The Change Agent would not only support the change activities during the change effort, but also create the capacity for the changes brought about.


The HR as an Administrative Expert is expected to ensure the delivery of the highest possible quality in the services and also to make certain that these top quality services are provided at the lowest costs to the organization.

By being an Employee Champion, the HR professional is able to take the utmost care of the employees needs and issues and look after them during the change process.

The policy of human resource in Sonasid is based in the first place on the values of

the company, namely: Solidarity, responsibility, humility, integrity and courage . it is

also based on the introduction of the practice of business partner and finally HR

policy puts people at the heart of these concerns.

The direction of Rh in Sonasid plays the role of business Partner (guarantor), the

global company strategy which impacts the HR direction strategy within the company

Position of the role of HRD Sonasid by Charles-Henri Besseyre des

Horts

Charles-Henri Besseyre des Horts, Associate Professor in the Human Resources

and Management department of Groupe HEC. Doctorate IAE Aix en Provence and

PhD University of California, Los Angeles.

He has published several books one of which ("Vers une gestion stratgique des

ressources humaines" "towards a strategic human resources management")

received the 1988 award for the best socio-economic management books.

Professor Besseyre des Horts has also published a variety of articles both in

academic and professional journals.

From the graph, we can deduce that the management of human resources has gone

through different stages of development; from the administrative to the legal, through

the psychological, the manager and the tools that participated in the

professionalization of the function.

Figure 2 : Positionnement du rle du DRH Charles-Henri Besseyre


Last few years HR specialists speak of strategic HRD which is "Business Partner"

and are now beginning to discuss the concept of HRD innovative and marketer while

stressing the movement of the management from the collective to the individual

which accompanied these developments.

At SONASID, the different functions of the Department of Human Resources

constitute a strategic factor in the organization. Since the last 5 years the HR

Directorate of Sonasid company has moved from a stage of the administrative

personnel to the development of the human capital of the company and talent

management "talentship". the talent management within Sonasid takes place through

the formation of "talentpaieline" under a program which lasts 7 days on managerial

coaching and leadership.

The mission of HR marketing is the responsibility of each framework in the

department of human resources, to find the suitable profiles especially regarding key

positions

IV. Brief description of the various projects and HR

sites As we say previously Sonasid considers its staff as competitive advantage, its

strategy is to develop it by different projects such as:

Formation: Training within the company SONASID is considered a global strategy

including its main axis revolves around human capital, it puts people at the heart of

these concerns. Noting that the budget given to the training represents 3% of the

total wage bill

Recruitment: for regular posts for ordinary positions they pass through a special

process that ensures their choice of the adequate person for the vacant post. But for

the key positions the company uses recruitment agencies

Practices used by SONASID to retain its employees: Increase in salaries, Annual

Premiums, They although offer their employees training at national and international

level, for Social Shutters occurs mainly by organizing holidays for children of

employees and company executives.

Sonasid develop different project such as: Strategic Workforce Planning, internal

mobility and intra-group, ongoing training, Annual maintenance assessment ,Policy

Training and coaching (driving change),Annual Policy Evaluation, career

management, internal mobility, and estate plan and retention.


V. Analysis of the distinctive values of the Human

Resources Department against the main competing

business on the market: HR Policy of SONASID: In addition to degrees and professional experience

SONASID looks for talent sporting a spirit of initiative. They seek dynamic,

entrepreneurial people as future co-workers and managers wanting to develop within

the company and share our corporate values.

The social ambition of Sonasid is centered on creating working relationships based

on dialogue, transparency, concerted efforts and respect of the part everyone plays.

MOBILITY

At SONASID, the employees work in an open trade system and favor the creation of

bridges between the various functions so as to offer attractive mobility opportunities.

In this way, we want to encourage career development of our co-workers.

TRAINING

Each year the department of HR work out a varied and well-targeted training program

to enable their fellow workers to expand their know-how and take on greater

responsibility. The prime driver behind their training programs consists of

encouraging their staff to enhance their capacities.

DEVELOPMENT OF HUMAN RESOURCES

To help their co-workers build their professional project, SONASID HR departement

make use of high performance management of professional potential and

improvement of competencies. Job descriptions, technical and behavioral

competency references as well as annual interviews and meetings constitute

effective tools making it possible to analyze potential and competencies. Thus, they

can better advise their co-workers in terms of career development as well as identify

cases of high potential capable of taking over for departing managers.

REMUNERATION

The remuneration policy is based on criteria encouraging internal equity and external

competitiveness. Each year the Appointment and Remuneration Committee joins

together all the managers and makes decisions on proposals for salary increases,

adjustment and promotion of their staff members.

SOCIAL POLICY

A certain number of endeavors are undertaken regarding social policy.

They are pursuant to summer holiday centers made available to co-workers in

several locations in Morocco such as Martil, Sadia, Mohammedia and Marrakech.

SONASID also organize summer camps for staff children, cultural travel for well-


deserving pupils and awards for the very best students (high school, higher

education).

Further, each year they provide seven co-workers with the opportunity to go on

pilgrimage to Mecca and also organize a circumcision ceremony for children.

Concurrently, they continue their endeavors to encourage home ownership by

offering rental/sales programs and allowances for sales discounts. Moreover, they

negotiate a certain number of agreements with restaurants and sports facilities

E-RECRUTEMENT

SONASID often look for new talents, either young or well-experienced profiles, in

addition to dynamic, enthusiastic and enterprising individuals. They actively seek

future co-workers and managers ready to join an evolutionary structure and

contribute to the respect of corporate values. They offer good outlooks for

advancement internally and within the ONA Group


Analysis- of the process of the

administrative management of the staff.


Analysis of the administrative process of the management of the staff:

I. Description of the various activities of the

administrative HR The administrative management of staff can be defined as the application texts and

standards for the professional lives of employees at different stages of their careers.

The administrative management of staff is a regulatory requirement that is limited to

management tasks and administrative tasks. This function ensures respect of legal

obligations concerning the Labour Code, schedules and procedures, compliance with

collective agreements, employment contracts, payroll processing, payroll taxes, paid

vacation, training, and financial impact of these elements on the company.

The importance of administrative staff is evident for both the worker and the

employer: it allows the employer to achieve its goals through compliance with legal

texts governing labor relations and make for a worker terms of productivity and job

satisfaction. It gives life to the contract between the employer and the worker.

The administrative management of staff causes no more value for the company, even

if it is essential to its good functioning. This is a very technical function which requires

a good knowledge of the tools of payroll and human resources, a good knowledge of

employment law and especially an expertise of the uses of the company.

For 800 employees, SONASID manages payroll, leave, accidents, expatriation

services, travel and expenses as well as the administration of employee data.

SONASID also ensures the development and management of applications of its

human resources system.

II. Description and analysis of management activities of the

trade unions Representative bodies (staff union representatives, stewards, council) are present in

companies to represent the employees and participate in social dialogue. Encourage

the emergence of a balanced social dialogue can improve working conditions, to

maintain a good social climate and support the performance of the company.

According to Article 396 of the Moroccan Labour Code: "In addition to the provisions

of Article 3 of the Constitution, professional unions for the defense, the study and

promotion of economic, social, moral and professional individual and collective

classes they teach and improve the education of their members. They also

participate in the development of national policy in the economic and social fields.

They are consulted on all disputes and issues related to their field of competence. "


Employees SONASID enjoy this right guaranteed by the Moroccan labor code. They

are presented with the hierarchy across a corporate committee

Corporate committee SONASID ensure individual and collective defense of the

interests of employees at the national level and across the enterprise.

Via this corporate committee, they provide an important role of communication in

SONASID

Through this council, they provide an important role of communication in SONASID:

ensuring to employees the information obtained during the meetings of the various

joint bodies or inform employees of their individual rights.

In conflict with an employer SONASID, this corporate committee defends the

interests of employees with directions. In the case of individual disputes, they can

assist employees in interviews, to defend their interests with hierarchical authorities,

support in conflicts leading to lawsuits.

The works committee is established by election organized by SONASID, for 800

employees there are 7 people serving on the corporate committee, this works council

is then renewed every four years, after new elections.

The works council in SONASID has a role to play regarding the management and

development of the economic and financial situation of the company. It must be

consulted on the following topics:

- The organization of working time;

- The introduction of new technologies;

- Changes in employment;

- Proposed dismissal;

- The training plan;

- Equality between men and women.

The works council at SONASID is also interested in social and cultural activities that

can be implemented for employees and their family crche, holiday, canteen ...

This may reflect just to the simple reality that employees of SONASID, work in a good

climate and are heavily involved in their work.

III. Description of the process of elaboration of the budget of

the human resources The budget dedicated by a community to his staff established a major strategic

financial stake and it approaches 50 % of the total spending of functioning for the


municipalities.

The elaboration, the follow-up and the control of the payroll justify a constant

attention. An overvaluation immobilizes resources or increases pointlessly the fiscal

pressure; an underestimate obliges unpleasant cups at the end of exercise, except

for not paying many more treatments

It is thus important to have tools to measure the payroll and so provide extrapolated,

including the impact of new measures.

The budget of the function human resources is a document which allows to raise a

summary of the various recipes or let us be assigned by the executive management

to the entity RH as well as the expense projected spending during the current year.

This document has to reveal the breakdowns of expenses which must be quite

justified without exception. However, the establishment of the budget RH is not

something an easy or to the reach, that requires the consideration of several

parameters such as corporate policies regarding internal decisions and also external

factors. Without forgetting for all that the characteristics of the company.

The elaboration of the budget of the human resources within sonasid takes

place by the following stages:

The elaboration of the annual budget by the executive management, then we pass in

the distribution of the budget on every direction, on the basis of this budget every

direction puts its budget appropriate to her according to its sector, as well the case

for the human resources department of SONASID; it goes up its appropriate budget

the latter contains: a social budget, a budget concerning the recruitment, the budget

training, budget communication and budget of departure, and finally validation of the

budget with executive management.

IV. Identification and analysis of the various practices

relative to the control of the social management: The control of social management is the socioeconomic piloting of a company, that

is the social piloting which interests the human resources, and the economic piloting,

which interests the controllers and the financiers ". (Bernard MARTORY)

He can be considered as one of the components and one of the extensions of the

management control. A system of help to the social piloting of the organization while

having for objective to contribute to the human resources management in their

performances and the costs which they engender.

The controller of social management attempts to include, to audit the system and to

propose evolutions by taking into account ideally practices of the competitors. It

attempts to reduce the dysfunctions:


Ex: an individual deliberate variable remuneration but paid collectively, an employee

savings out of order, a variable remuneration for the inconsistent sales force with the

turnover and/or the annual objectives reached the middle-years or impossible to be

approached.

It helps the persons in charge to build a system of remuneration, the optimization of

the expenses of staff and the research for the best possible balance between

contribution and remuneration. It attempts to reduce the dysfunctions.

It builds the projected budget of cool of staff by feigning the impact of the general and

individual increases. The wage flexibility (individual performance, profit-sharing and

other collective random methods of payment)

Ex: movement of the staff, CDD(FIXED-TERM CONTRACT) and temporary work(interim)

Besides; the management controller is going to attempt to extract the relevant

information of all or part in these software sources to build reporting tools or relevant

dashboards of piloting which will not limit to present financial data, but will integrate

the quantified and qualitative data allowing to arrest the performance of the RH (even

that of the very service RH).

The objectives of the control of the social management

He control of social management integrates data into origin and aimed at diverse directions of the company and the problem of the allocation of its piloting settles.

The management control RH thus appears as an organized permanent process,

which bases on the active accompaniment of the HR DEPARTMENT in the

achievement of the objectives that it settled within the framework of the strategy of

development of the company. As such, he has to allow the identification of key

factors success of the human potential of the company and supply the indicators of

the measure of their performance.

The management control RH allows, from a quantitative approach of the social

indicators, to verify the good adequacy of the HR function compared with the

objectives that it settled, and beyond, to highlight the good participation of the HR

function in the objectives of the company.

The control of social management thus consists in:

To anticipate evolutions of the social climate this tool is an Instrument of cohesion

between centers of responsibility and understanding of the social behavior and the

development of the social dialog.


To conceive, set up, liven up an information system: it is simply a question of

defining and of running databases and dashboards allowing to follow the employees,

their activities, their performances and the costs which they engender;

To lead the economic or socioeconomic analyses which imposes a rational piloting:

let us quote by EX the analysis of the evolutions of the payroll, the analysis of the

evolutions of the performance, the study of the gaps on budgets of expenses of staff,

the determination of the hidden social costs;

To translate into decisions the proposals stemming from social or socioeconomic analyses.

In the end the control of social management has to allow to present detailed and

relevant quantitative information with regard to the strategy of the company on the

elements the mobilization of which is source of its success: his human resources.

Impact of the social management

On the payroll:

The payroll represents all of the expenses hired by the company in conformance for

the remuneration for the work, its calculation is bound to the precise definition which

we give, because we distinguish, the total payroll, the fiscal payroll and the payroll

paid to the employees

The determination of the total payroll is a function of the capacity of the company to

pay salaries. This capacity to be paid is closely linked, as for it, to the added value of

the company (difference between the total of loads and the value of the intermediate

consumptions). Because the more the company releases of added value by

employee, the more its capacity to be paid is strong.

The Payroll is a tool of action on The performance it is by the evolutions of the payroll

that pass most of the interventions to improve the performance. The game of the

promotions, the payment of bonuses, the transformation of the systems of

remuneration to develop the performance expresses himself at the level of the

individual or collective payrolls. It is thus by the manipulation of this variable which

crosses all the decisive actions today of improvement of the competitiveness of the

company.

On the remuneration:

Thanks to the social institution of the control:

The management of the remunerations, once the tools of diagnosis work, they can control the evolutions, anticipates the skids and follows the transformations of the environment.


Suggest to implementing the current trends regarding compensation policy.

The control is at the same time strategic and tactical; it concerns:

The periodic diagnosis, which we shall also qualify as audit of the remunerations

when it is operated independently of the function staff and according to procedures

during standard. It consists in spotting some of the characteristic sizes of the system

of remuneration.

The system of the environmental day watches analyzing as a permanent follow-up of significant parameters of the external evolutions to the company which condition the evolution of the remunerations.

On the training

The impact of the management control social on the training of the employees and the groups includes several dimensions:

The institution of the new tools of the social control obliges the collaborators to broadcast their professional knowledge and to improve their technicalities.

The progress of the coordination and the organization of the work A better circulation of information and the improvement of the climate.

The training has to exceed from now on the traditional training to stand out as a

process of preparation and support of the changes even as factor of emergence of

the breaks and the new cultures but also as a key process.

Indeed, the fact of adopting new tool of social management establishes an enormous investment regarding adaptation to the environment, within SONASID.

On the performance of the human resources of SOANSID:

The evaluation of the performances asserts itself as an instrument of management

which participates of the process of piloting within SONASID. This process

implements generally tools and systems the role of which is going to be to convey the

strategy and the objectives of the organization.

Therefore, these instruments collect, handle and broadcast information which supply

as well the support of the decision as that of its internal communication, in adequacy

with the strategy and the objectives which carry it. SO They suggest the adequate

behavior for the implementation of these strategies, in the optics defined by the

managerial power.

The control of social management leans for it on a set of techniques which adapted

to the environment, to the strategy, and thus to the objectives aimed by the

organization, have in common to contribute to a regulation and to a remote control of

the behavior, on the basis of quantified indicators (in currency and physical units)


With the implementation of its own management control, the HR DEPARTMENT

endows ways to assure the nominal achievement of the objectives that she settled

and to measure exactly the return on investment.

That is why the stake in the HR DEPARTMENTS, is to show, by the measure and the

control, that the management optimized by the HR participates well in the value

creation added in successful enterprises.


Analysis of the process of development of the

human resources within SONASID


I. Analysis of the training process

1. Role of training whitin the company SONASID

The training within companies became essential to adapt its human resources to the

evolutions of the company. The training establishes a set of strategic activities of

learning. It aims at the acquisition of clean knowledges of the individuals and the

groups at their social and occupational groups. Generally the training contributes to

the achievement of the objectives fixed by the enterprise. Training arises essentially

from an organizational and professional need.

The persons in charge within SONASID conceived the importance of this pillar to

motivate their collaborators to develop within the company for better productivity.

Sonasid grows rich of talents endowed with a spirit of initiative, future collaborators

and dynamic and enterprising managers who wish to evolve within the company and

who share the same values. In order to develop the potential of its human resources,

Sonasid undertakes the improvement of their know-how and so incites his staff to

challenger its skills.

To develop the potential also implies the detection and the retention of the talents.

The collaborators evolve in a system of compartmentalization of the jobs where is

favored the creation of footbridges between the various functions has In order to offer

opportunities of interesting mobility. SONASID is endowed with successful tools of

management of the potential and with improvement of the Skills. In this way,

SONASID establishes a management system of careers and encourages the

evolution of the collaborators in the company to value the efforts of every

collaborator.

2. The process of the training within the company SONASID:


In the company SONASID the process of the training amounts mainly in the following

plan

The engineering of training: it is all the stages realized by the training manager to

formalize the need for in-house training, within SONASID the formalization of the

need in training is made by the person in charge of training they do not call on to

external suppliers.

GIAC: interprofessional Grouping of help to the advice: the latter in charge of the

realization and the production of the training

Then comes the stage of the production of the training by the GIAC

OFPPT: in Morocco the OFPPT is a body of financing and control of the trainings

which in charge of the financing and control of the various steps of the training

within the company.

SONASID returns on these two bodies for the repayment of every actions of training

Then the HR DEPARTMENT with his collaborators ask the following questions:

Who are the people who are going to participate in the training?

The budget assigned to this training

Who is the trainer?

The broadcasting of the training makes through the sessions of the training organized by the human resources department it can take several forms

Broadcasting of training

It is through an interview that a manager and a collaborator of the direction HR of SONASID make rise his training plan and afterward formalize needs for the training

Elaboration of the training plan

Once needs in training are developed, the direction establishes priorities among

The needs for training according to the objectives of the organization.

Plannification of the training

The ideentification of the need in training is made follows in the annual performance interviews

Identification and analysis of the needs in training

SONASID returns on these two bodies for the repayment of every actions of

training


What is the maturity date?

The answers to these questions establish an assistant for the persons in charge of

the direction HR to manage well the development of the skills, then this information

will be diffused to all the employees of the company SONASID so that they will be

informed about all the future trainings.

Afterward o the person in charge of the training develops a specific plan in the

training in which has to mention:

General description of the training(formation)

Objectives

Contained

Duration

Name of the internal or external trainer

Teaching methods

aimed Staff and number of groups

3. Description of the strategic role of the training in SONASID: In the company SONASID the training is considered as being a global strategy in

which makes a commitment the company to emphasize the skills of its human

resources, as well as it puts the latter at the heart of its concerns.

In association with the head office, the direction gets fresh ideas human of the

company SONASID, throws every year a development policy of the skills centered on

the needs for the company; what involves a regular follow-up of executives through a

committee of career and the implementation.

Training in the company takes place follows in the annual interviews of evaluations.

The detection of the need in training is made through the annual interviews of

evaluations

4. Elaboration and operationalization of a training plan calculated

indicator: The stages of the elaboration of a training plan

A training plan is a set of projects of training which a company wishes to implement

for the benefit of these employees, during one or several given years.

The training plan is a document which you establish to plan initiatives of professional

training which will be followed by the employees. This document also constitutes a

way for you to justify that you performed your obligations regarding vocational

training (article L. 6321-1 of the Labor code)


Within SONASID the elaboration of a training plan requires a methodology answering

these needs:

In the human resources department of SONASID the elaboration of a training plan

passes by the following stages:

1- Establish an assessment of the previous training plan: Before developing the training plan for the next year, the person in charge of the

elaboration of training plan have to establish an assessment of training

initiatives which were establish in the company in the previous year. In this

assessment, the responsible detail training initiatives really followed by the

employees, their cost, their conditions of organization, the concerned categories

of employees

2- Lists needs in training in SONASID and determine their cost:

To propose training initiatives adapted to your objectives and to prepare the

employees for technological evolutions, you have to list needs training at SONASID

Company by various ways namely (performance interviews, professional interviews

with the employees).

3- Draft the training plan for year to come:

The training plan must be established every year and plans the various types of

actions from whom the employees can benefit. In particular:

Actions of adaptation of the employees to their job

Actions connected to the evolution of the employment or the preservation in

the employment

Actions of development of the skills of the employees

4- Inform and consult the representative institutions of the staff:

You have to inform the works council, regarding the company SONASID talking

about a works council or in defect the staff representatives, and the union

representatives about the training plan (article D. 2323-5 of the Labor code).

For the case of SONASID the consultation of the works council must be made twice:

The first meeting has to take place before October 1st, the second before December

31st.

II. Analysis of the recruitment process:


1. Definition and types of recruitment: The process of finding and hiring the best-qualified candidate (from within or outside

of an organization ) for a job opening, in a timely and cost effective manner. The

recruitment process includes analyzing the requirements of a job, attracting

employees to that job, screening and selecting applicants, hiring, and integrating the

new employee to the organization. They are two types of recruitment:

External recruitment: When the company decides to hire people who are not

part of the companys staff. This method allows access to a more diverse

network of candidates. External recruitment generates ideas and new

techniques, bringing this way, more creative society. Training costs are

reduced because generally, the candidate already has the necessary

qualifications for the post.

Internal recruitment: Human resources managers prefer this method because

the internal recruitment has several advantages. This type of recruitment

consists to promote available posts, persons already working within the

company. Thus, recruitment costs are low and the employee does not need

particular integration because it is already part of the company.

2. Process of recruitment: 1- Identify the need for a determined period

2- Define the criteria for the post

Level of studies

With or without experience (poach a business or recruit directly from

school)

Description of the post: Tasks that will make the person

Contract type: Fixed-term contract/ Contract of indefinite duration

3- Broadcast offer: Launch job through communication tools

Internet: Web site (Rekrute.com, bayt.com, menara.com)

Newspapers : Le Matin (Journal du lundi), lconomiste, la vie conomique

ANAPEC and OFPPT

Recruiting firms : In other words the head hunters ( Only for key posts )

4- Collection and perusal of candidacies: Sorting is done in order to find the most

eligible candidacies for the post: Pre-selection phase.

5- Maintenance:

Inviting candidates to job interview: In writing or by phone, or both,

according to the schedule established by the company. SONASID focuses

on internal recruitment. Three situations can arise:


o Recruitment through newspapers and website: The company is

responsible for the interview.

o Recruitment through ANAPEC and OFPPT: Either it's the company

that makes the job interview, or it is ANAPEC or OFPPT.

o Recruitment through headhunters: It is the cabinet which is in

charge of making the recruitment because it is endowed with ways

to make the selection. Only two or three candidates are presented to

the company. SONASID resorts to recruitment agencies only for the

key posts.

Job interview: It may be written or oral, or both.

o Written: personality test, test of technical knowledge.

o Oral: a number of questions which can carry as well the general

knowledge, the post itself (the wanted profile) as on the profile of the

person.

*When there is a written test, the successful applicants are selected in the oral

interview (maintenance).

Results of the job interview: selection of the eligible candidates for the post.

Generally, two or three candidates are held and have after the definitive

interview with the person in charge of the department who decides to hold

the candidate adequate to the post. Having said that, it is possible whether

he is a candidate or more according to the need for the company there. It is

during this last phase that takes place the proposal of salaries.

Confirmation of the results of the recruitment: is made either by phone or

by writing. A restricted committee meets to decide on the reserved

candidacies.

6- Proposal of hiring and signature of the contract: the company summons the

successful applicant and makes him a proposal which includes:

Salary: the criteria of determination of this one are bound to the post. Any

company has a salary scale which is calculated according to:

o External market: Iscaiste, Encgiste, EHTP, graduate of the faculty or

private school.

o Internal market: The employees of the company.

o Seniority: for example, every 2 years, 5 years, 10 years, there is a

wage increase imposed by the legislation of working off internal

increases.

o Experiences: A graduate is not paid in the same way as a person

having some experience.

o Level of studies: Bac+2, Bac+3

o Level of the skills

o Weight of the post: Every post has a cost for the company. The size

of the post of a frame differs from the size of the post of an

employee.


Social benefits:

o Premiums

o The supplementary pension

o Internal/External training: MBA fees by the company support.

o Existence of centre holidays or conventions with hotels at

preferential rates.

Conditions of the company: The company is unionized, it has a charter, all

personnel must accede.

*Once both parties are agree, they shall at the signing of the contract.

7- Integration: is done in the form of training and integration seminar.

III. Description of the process of evaluation

1. . GPEC Strategic Workforce Planning is a management process that is being increasingly used to plan for future labour needs, changes and challenges. It examines the current workforce and takes a strategic look at what the future workforce demands will be to develop a human resources plan of action. Strategic Workforce Planning involves identifying, assessing, developing and sustaining employee workforce skills required to successfully accomplish business goals and priorities while balancing the needs and expectations of employees. Through this process, organizations gain insight into their workforce capacity and labour needs so they can make strategic human resources decisions and take purposeful, timely action towards developing their people. Essentially, strategic workforce planning is identifying gaps between the labour demand of an organization and the available workforce supply, leading to strategies used to close those gaps.

Developing a Strategic Workforce Plan

Although there is no universally accepted method for developing a strategic workforce plan, most workforce planning models include the following elements: Current Workforce Profile Environmental Scan Future Workforce Demands Workforce Gap Analysis Strategy Development Step 1: Understanding Your Workforce Current Workforce Profile


This step gives you an understanding of your current workforce and the existing pressures placed on the organization to maintain this workforce. Some key questions to consider are: What is the current employee demand? Number of full-time, part-time and casual positions Number of permanent and contracted positions Number of positions and employees in key occupational groups Geographical location of positions (i.e. rural, urban) Average, median, minimum and maximum wage rates for key occupational groups Average age of retirement for key occupational groups and organization as a whole What are the current demographics of your existing workforce? Percentage of employees broken down by age group, gender, ethnic group, and tenure categories What is the turnover rate within the organization? Turnover rates: voluntary (retention) and involuntary (recruitment/development) Proportion of employees eligible for retirement by occupational group Actual average age of retirement for occupational groups What is your vacancy rate? Time required to fill job vacancies by occupational group Step 2: Understanding Your Industry Environmental Scan The environment scan identifies emerging trends, issues and the business environment within which your organization operates. This information can be found by consulting labour force research reports and forecasts available from industry associations, business and trade publications, and government resources. Some key items to consider when conducting an environmental scan include: What are the workforce trends and challenges specific to your industry? What are your competitors attraction and retention strategies? What are the general labour force trends and challenges? What other industries compete for the same pools of labour? What similar occupations are experiencing shortages/surpluses? Step 3: Understanding Future Workforce Demands One of the main objectives of workforce planning is to ensure that an organization has enough workers to meet current and future demand as required by the business of the organization. This step involves determining the future needs of the organization, considering the emerging trends and issues identified in the environmental scan. Information for this step can usually be found in the organizations business plan and annual report. Some key considerations are:


What is the organizations current vision, mission, business goals and objectives? Is this direction changing for the future? How many and what types of jobs will be needed to meet the new workforce demand? Are there any planned technology changes that will impact the workforce? If yes, how does this impact the workforce? Will current workforce need training or will you need to hire new occupational groups? Step 4: Workforce Gap Analysis Now that the current workforce profile (Step 1) and the future workforce outlook (Step 3) have been developed, we can move on to Step 4, creating a workforce gap analysis. This involves analyzing this data and identifying gaps between workforce supply and demand, and identifying how the external environment will impact meeting your future workforce demands. Are shortages or surpluses forecast for your occupational groups? Which labour pools can you target to fill expected shortages? What are your options for dealing with potential surpluses? Will your organization require new occupations or skills sets? Will these be recruited externally or developed in-house? Will a significant part of the workforce be leaving through retirement? How will this be addressed? Step 5: Strategy Development The final step is to develop strategies and complementary activities to address workforce gaps and potential surpluses. The next page describes four strategic themes around which you can build priority actions for closing workforce gaps. The four strategic pillars are: Inform, Attract, Develop, and Retain. Activities, projects, programs and policies will need to be identified to support the implementation of the priority actions in the workforce plan.

2. Inform Identify priority actions to provide workforce information and tools for strategic decision making. Consider what additional information is required by Human Resources (HR) consultants, supervisors, managers and the executive team to address and manage workforce challenges and support the strategic workforce plan. This step is critical as it supports all the other activities in the attraction, development, retention and management of your organizations workforce. Sample activities under the Inform theme include:


Developing or revamping an HR Information System Workforce Management reports Employee satisfaction or engagement surveys

3. Attract Identify priority actions to attract potential employees to your organization. Consider the following while developing your organizations priority actions and corresponding activities: What target labour force groups do you want to attract to your workforce? Are they new groups you havent targeted before? What attraction policies, programs and recruitment strategies are necessary to compete within and outside of your industry? What makes you an employer of choice? What is your branding strategy? HR Program Linkages: Compensation and Benefits Succession Planning Recruitment Programs

4. Develop

Identify priority actions to develop a high performance workforce and workplace. HR Program Linkages: High Performance Workforce High Performance Workplace Employee Orientation Job Re-design Learning, Development and Training Technology Adoption Health and Safety Programs Process Improvement Programs

5. Retain Identify priority actions to make work attractive, engage employees and retain your workforce. Research shows that engaged employees are more productive and less likely to leave. HR Program Linkages: Knowledge Management Talent Management and Succession Planning Phased Retirement Performance Management and Evaluation Rewards and Recognition System Employee Engagement In SONASID the strategic workforce planning is used in a specific way , the human

resources management cycle takes the following process

1- SONASIDs organizational communication


the process of creating, exchanging, interpreting (correctly or

incorrectly),and storing messages within a system of human interrelationships

.

2- Gap analysis: Gap analysis integrates the supply and demand steps to determine gaps and

surpluses at the current time and in the future.

A gap exists when supply is inadequate to meet demand which present

opportunities for the company to develop strategies to eradicate shortages via

recruitment, contract workers, internal staff development, outsourcing and/or

succession planning.

A surplus exists when supply is greater than demand which present

opportunities for the company to develop strategies for re-organization, re-

deployment, internal skill development and cross-skill training, outsourcing,

succession planning, and/or redundancy planning.

3- Process of annual evaluation

4- Committee of career

5- An individual development plan An individual development plan (IDP) is a tool to assist employees in career

and personal development. Its primary purpose is to help employees reach

short and long-term career goals, as well as improve current job performance.

An IDP is not a performance evaluation tool or a one-time activity. It should be

looked at like a partnership between the employee and the supervisor. It

involves preparation and continuous feedback. Many agencies require IDPs

for new and current employees. It is encouraged throughout many

organizations. Many Federal agencies require their employees to complete an

IDP, annually. All Senior Executives are required to have an Executive

Development Plan (EDP)


IV. Description of the evaluation process (Process Mapping

annual evaluation) The assessment of human resource management is a crucial process in the

evaluation of the action plan of an organization. The management evaluation allows

a full review of human resource policies applied within an organization and an

adjustment of its action plan.

It is important and often necessary to assess systematically the policies and practices

of human resource management. To obtain the anticipated success, it is imperative

to make a proper assessment which allows for constant improvement. The

assessment process in the national steel company is based on four major phases

that represent the annual evaluation cycle.

Fixing the business strategy by executive management and the development

of the roadmap.

Setting individual goals: planning individual performance (supervisors, frame).

A variation of the road between the different hierarchies.

Evaluation every six months: to ensure monitoring of projects in Human

Resource management. There be a mid-term, to encourage them to make

one-to-one.

Annual assessment of year-end: Two tools are used by the Human Resources

department, namely the annual performance evaluation based on an

assessment of annual maintenance record (AAM). The second tool is the 360

degree Human Resources

SONASID has its own evaluation method that determines organizational

performance, result oriented (goal focus). Thus, it can be either strong or weak. In

case the latter is found to be low, we must highlight all the negative points of the

human resources function and then determine the source of these problems. As

explained in the diagram that illustrates the evaluation process in SONASID, Human

Resources Management, is a business partner, ensures evolve satisfaction and

productivity, this means improving the performance of individual employees. A low

score leads to the search for a development through the identification of training

needs or coaching. They can be seen in the implementation of management policies

or in the plan itself. If the problem manages the implementation of human resources

policies, managers will tend to oppose changes in their strategic plans. In addition,

employees may also have this attitude towards sudden changes as this will tend to

give them new responsibilities. To avoid conflicts it is important to have regular

evaluations (each six mouths) to apply the changes in a consistent manner because

a sudden application changes due to conflicts. Satisfactory results due to the

measuring results of the evaluation will be a reward, either by compensation or merit

or promotion that part of the management of jobs and skills.

The two assessment tools are the annual performance appraisal and 360 degree HR.

The purpose of a maintenance assessment and development is to identify the gaps


between skills available to an employee and the requirements of his position (as

defined by the specification) to determine the objectives priority development. This

evaluation may take place in the framework of the annual performance review, or be

subject to specific maintenance. Annual maintenance is indisociable HR policy of the

company. At any point, it must be thought, organized, followed perfectly consistent

with the strategic direction of the company. Annual maintenance should help

translate strategic business goals at the individual objectives of each employee. It

serves as a barometer to identify the motivation or difficulty contributor and

contributes to the establishment of a if necessary appropriate action plan. It therefore

contributes to limiting the turnover of employees and developing their

employability.The collective analysis of the results of annual interviews

identifies the skills of each team, and ultimately the need for training and

recruitment company. The identification of "potential" and experts can build

courses adapted to the development and retention of these profiles. For

employees, maintenance is a special moment with his superiors in which they can

exchange, to a point on the balance of the year and prepare for the coming year by

analyzing the needs, goals and evolution fields progress to cover.

Annual maintenance based on the results form of annual maintenance of

appreciation which is a way to express themselves freely to take stock of a year of

work, it is used to balance the a posteriori, to analyze results, identify new directions

for the next year that will improve perf

HRM PFC REPORT Préfinal.pdf

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