Human Resource Systems I Prof.

Satish Kumar

Case Study on
Amber Pharma
Company

Submitted by

Deepa Chandrasekar
Roll No: 04

Deepa Chandrasekar
Human Resource Systems I Prof. Satish Kumar

Index

Amber Pharma Company.......................................................................3

Identification of the Problem:.................................................................3
Steps to correct the situation:................................................................3
Performance Appraisal System:.............................................................7

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Human Resource Systems I Prof. Satish Kumar

Amber Pharma Company

Identification of the Problem:

 Poor leadership of Mr. Shah is the basic problem of the company which
has resulted in high turn over of employees.
 Lack of respect/importance to the employees of the company
 Lack of scientific and well defined selection process
 Lack of formal induction process for the new recruits
 Lack of clear job description
 No structured training program for the employees
 No feed back system in place
 No formal evaluation system and career development program
 No talent management system in place
 No communication happening between the employees and
management
 No scientific assessment of work content that an employee can
handle

Steps to correct the situation:

 Define vision and the mission of the organization

1. Define the goals of the sales & marketing function
 Take feedback from the current set of employees on what is the
problem of the organization, why the employees are leaving the
organization and how to make this organization a better place to work
for.
 Discuss the issue with Mr. Shah and brief him about the change that
we intend to bring in the system and make him part of the team

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Human Resource Systems I Prof. Satish Kumar

 Assess the different activities that needs to be performed in the

marketing function
1. Group the activities into different profiles like sales executive,
sales supervisor, manager, coordinator, etc.,
2. Based on the expected quantum of business that the
organization is expected to do in 18 – 24 months, arrive at the
number of personnel required in different profiles as given
above
3. Based on the different profiles identified in the sales &
marketing function, define the organizational structure for the
sales & marketing team

 Selection Process
1. Based on the discussion with the management team, the current
field staff and managers; arrive at the educational qualification,
skills, attitude and other qualities required for each profile
2. Design the questionnaire for written test, based on the job
requirement; the one which measures both the aptitude and
personal traits
3. Look for potential candidates and the same can be done in
following ways:
 Advertisement in new papers
 Advertisement in popular websites
 Tie – up with job sites like naukri, monster
 Tie – up with placement consultants
4. Shortlist the candidates based on the Curriculum Vitae for
further written test, group discussion & interview
5. Conduct the interview with a panel of at least 3 people to
minimize bias. People who will work directly with the candidates
need to be in the panel
6. Explain the organizations over all business models, current
standing in the market, and the organizations expectation from
the employee.

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Human Resource Systems I Prof. Satish Kumar

7. Explain the pay package, terms and condition, perks and other
benefits that the employee is entitled to once he/she joins the
organization, please make a point to explain each and every
element mentioned the pay package to avoid resentment once
he/she joins the organization
 Induction Process
1. Design an induction process which will give an over all
understanding of the organization, the various functions, the
importance of the functions, their objective
2. Explain the code of conduct that the employee needs to adhere
to as an employee of the organization
3. Brief the employees about the values of the organization, the
organizations vision and mission
4. Organize an interactive session for the new recruits with
functional heads like operations, HR, IT, Finance, Marketing etc.,
to get an opportunity to know the senior management and
understand the expectation of the management from the
recruits
5. Organize class room training for 4 – 8 weeks to impart the basics
skills required to start performing the job
6. Identify on the job projects with various function and provide
feed back to the recruits
7. At the end of the induction program, place them in the
respective roles and function
8. Take feedback from the recruits on the induction program to
further improve the same

 On the Job:
1. Once the new recruits complete the induction, the reporting
manager needs to have a discussion with the employee and
arrive at a well defined and measurable target that the
employee needs to achieve

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Human Resource Systems I Prof. Satish Kumar

2. Put the employee through a formal Performance Appraisal

System and Career Management process
3. Keep the communication channel open two – ways so that the
management get the feedback from employees
4. Review the performance of the employees periodically and
provide feedback and support to perform better

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Human Resource Systems I Prof. Satish Kumar

Performance Appraisal System:

The appraisal system will have the following components namely:

 Setting of mutually agreed KRA (Key Result Areas) as per the SMART
principle at the beginning of the year
1. SMART
 Specific

• Well defined
• Clear to anyone who has a basic knowledge of the
project

 Measurable

• Know if the goal is obtainable and how far away

completion is
• Know when it has been achieved

 Agreed Upon

• Agreement with all the stakeholders what the goals

should be

 Realistic

• Within the availability of resources, knowledge and

time

 Time Based

Enough time to achieve the goal

•
Not too much time, which can affect project
•
performance
 Linking the variable pay component of the pay package to the
achievement of the IKO or KRA
 Measurement of the individual against a well defined set of
competencies like leadership, communication, team work, planning,
etc., that are required to perform well in the current and future role.
1. Assessment of the strength and weakness of the employee in
consultation with him/her

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Human Resource Systems I Prof. Satish Kumar

2. Arrive at the training needs of the employee based on the

strength and weakness with defined time line and expected
result
 Linking the future increment of salary to both the achievement of KRA
 Organize an quarterly review for the employee to assess the
performance against the KRA and the measure the competencies and
results of training programs

 Career Management
1. Take note of the future career aspiration of the employee
2. Identify the potential roles that the employee can take up in
future
3. Organize a panel review to discuss the employees aspiration,
strength and weakness with the other senior members in the
organization
4. Provide feed back to the employee on feedback from the panel
review
5. Reward the best performing employee with promotion at an
appropriate time

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