[1]

Serial #

Topics

Page

1 Why Parazelsus
02
2 Interview about Parazelsus
03
3 Structure of Parazelsus
07
4 HR Department
17
I. Recruitment
18
II. Training and development 19
III. Motivation
28
IV. Maintenance
31
5 Human Capital measurement
32
I. Definition
32
II. Performance Appraisal form33
6 Analysis
41
I. SWOT Analysis
41
II. PESTLE Analysis
44
7 Recommendations
46
8 Conclusion
47
9 Personal Findings
47
10 References
48

G.C University
Faisalabad

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Why I choose the Parazelsus

There are many reasons for me, behind this to choose the
Parazelsus organization as my internship report finalization.
I.
II.
III.
IV.
V.
VI.
VII.
VIII.
IX.
X.
XI.
XII.

Multinational organization
Many operations are conducted at the same time
Focus
on
Healthcare
sectors
with
consolidation
opportunities
This organization tries to investigate more opportunities to
make good money
Parazelsus uses the intensive market strategy because
this is new comer in Pakistan market, 1st January 2007.
Parazelsus is working of distribution for the Novartis
Pakistan which is leader in its type of industry.
Parazelsus Pakistan covers the entire span of services that
make an industry-leading distributor of pharmaceuticals.
Its a developing organization in Pakistan and will sure
create the opportunities for new employees
Good pay and remuneration system
Easy to me for the perspective of residence
I have a reference in it
Parazelsus limited is an independent, pro-active
investment and management company at the same time.

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These above mentioned are all the things influenced and

passionate me to do my internship in Parazelsus Pakistan
private Limited.

Interview about Parazelsus

Parazelsus Limited is an independent, pro-active investment

and management company, founded by Peter Zuellig in 2005.
The team at parazelsus includes industry and financial experts
for its key investment areas not alchemists. However,
parazelsus understands very well how to generate value in the
healthcare sector through an unconventional approach.
Q1= what is organizations name and where is its head office
located?
Ans= Parazelsus limited.
Registered head office
Parazelsus Limited
13/F, Grand Building
18 Connaught Road
Central, Hong Kong
Branch office
Parazelsus Limited
6/F, Dreiknighaus
Beethovenstrasse 32
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8002 Zrich, Switzerland

Q2= what type of workings and services are conducted in this
org?
Ans= It delivers all type of services that should be present for a
distribution company to become a leader in very short, given in
the following.
Warehousing
Inventory management
Sales order processing
Invoicing
Delivery and transportation
Collection,
Credit & risk management
Deploying and managing sales forces
Repackaging and labeling
Sample, gift
Literature management,
Information and data services

Q3=How many branches in Pakistan are in working?

Ans= Head office in Karachi and regional office in Lahore and so
many branches just like Gujranwala, Faisalabad, Peshawar,
Islamabad, Sialkot are in working. Now, we are thinking about
to open further branches on other cities of Pakistan.
Q4= Who is CEO and regional head office manager of
Parazelsus in Pakistan?
Ans=CEO
Mr. Syed Faraz Ali
faraz.ali@parazelsus.pk
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Regional operational Manager

Dr.Shakeel Ahmed

Q6= How do you pass your order for implementation?

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Ans=

NOVA P Co.
(2)

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Questions to Branch HR Coordinator for his official

responsibilities
Rehan Akram
Regional Headquarter Lahore HR Coordinator
112/5M Quid-e-Azam Industrial Estate
Kot Lakhpat, Lahore
Q6=What is your daily workings?
Ans= Following are my daily basis duties
Attendance
Overtime
Q7= What is your weekly workings?
Ans=total vacant positions report
Q8= What is your half monthly workings?
Ans= contractual vehicles petrol and diesel expenses report
Petrol 1 liter for 10 kilometers
Diesel 1liter for 8 kilometers
Q9= What is your monthly workings?
Ans=
1
2
3
4
5

Summary of employees expenses

Audit of expenses
Medical reimbursement report
Fluctuation of employees report
Hiring
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6 Firing/separation
7 Easy load expenses maintaining record

Structure of Parazelsus

Introduction
The name parazelsus is derived from Swiss doctor and
alchemist Philippus Theophrastus Aureolus Bombastus von
Hohenheim (14931541), who took the name Paracelsus later
in life. He referred to Celsus, an earlier roman physician, but
meant to move medicine beyond his times. Paracelsus
introduced the treatment of illnesses with chemical substances
during the Renaissance period. Many early advances in modern
medicine are based on the research and work performed by
Paracelsus.
Parazelsus Limited is an independent, pro-active investment
and management company, founded by Peter Zuellig in 2005.
The team at parazelsus includes industry and financial experts
for its key investment areas not alchemists. However,
parazelsus understands very well how to
Generate value in the healthcare sector through an
unconventional approach.
Participations
Parazelsus Ltd
Parent company
Parazelsus Orient Pte Ltd
Investment Holding Company for our participations in India and
Pakistan
Parazelsus India (Private) Ltd
Pharmaceutical Distributor, India
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Parazelsus Pakistan (Private) Ltd

Pharmaceutical Distributor, Pakistan
Parazelsus Pazific Pte Ltd
Investment Holding Company for our participations in the Far
East
Parazelsus Pakistan
Pharmaceutical Distributor, Pakistan
Advance Holdings Co., Ltd
Facility Management, Thailand
Wilkinson Investments Ltd
Investment Fund North Asia
Pyong Su Pharma J.V. Co., Ltd
Pharmaceutical Manufacturer, Distributor and Retailer,
Democratic People's Republic of Korea
Parazelsus Pharma Corp.
Pharmaceutical Distributor, Philippines Participation in Diethelm
Philippines, Inc. (2007)
Pezt Ltd
Investment Holding Company for our participations in
Facility Services

Philosophy
Focus
On Healthcare sectors with consolidation opportunities
Geography
In markets with strong long-term growth potential
Engagement
Through acquisition of substantial stakes in target companies
Valuation
Of target business reflects future potential
Tailor-made
To transactions and business partners
Realize value
With parazelsus management
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Commitment
To long-term holding periods and strategic stability
Partner
With strategic and/or financial co-investors

Peoples
Peter Zuellig
PeterZuellig@parazelsus.com
Phone +41 79 378 4164

Mr. Peter Zuellig, age 58, former Executive Director of

Interpacific, a transnational group, which Mr. Zuellig joined in
1981. A graduate of the faculty of law, University of Zurich,
Peter Zuellig subsequently completed postgraduate studies at
Columbia University as well as Harvard Business School.
Reto Senn
reto.senn@parazelsus.com
Phone +41 79 718 8687
Pakistan +92 332 822 2301
Indonesia +62 815 1070 5638

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Mr. Reto Senn, age 41, former Regional Director of B. Braun

(Medical) for China and North Asia. Previously, Managing
Director of Zuellig Pharma in Vietnam, with DKSH in Thailand
and Novartis International in Basel. Reto Senn holds a Master
Degrees from University of St.Gallen and Zurich.
He currently acts as President Director of Parazelsus Indonesia,
as well as Chief Executive Officer of Parazelsus Pakistan.
Faraz Ali
faraz.ali@parazelsus.pk
Phone +92 334 855 107

Mr. Faraz Ali, age 43, former Supply Chain Director of Reckitt
Benckiser West Asia based in Karachi. Prior to Reckitt he
worked on International assignments in Supply Chain with
Philips Electronics in Singapore, Cadbury Adams in Canada and
Hoechst Pakistan. Faraz is an Expert in managing large teams in
integrated Supply chains. Faraz Ali holds a degree in Industrial
Engineering from University of
Toledo, Ohio, USA.

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Parazelsus Pakistan

Parazelsus Pakistan (Private) Ltd

GSA House
95 East Wharf Road
Karachi 75620, Pakistan
Tel +92 21 286 3790
Fax +92 21 286 3794
mail@parazelsus.pk

Focused on Pharmaceutical Distribution

Effective 1st of January 2007, Parazelsus acquired the
distribution operation of Novartis in Pakistan - regarded as the
leader in its field today. Building on a strong foundation
Parazelsus is introducing specific know-how in order to grow the
business to become the industry leader.
Parazelsus Pakistan covers the entire span of services that
make an industry leading distributor of pharmaceuticals.
Our distribution services include
Warehousing, inventory management, sales order processing,
invoicing, delivery and transportation, collection, credit & risk
management,
deploying and managing sales forces,
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[13]

repackaging and labeling, sample, gift and

management and information and data services.

literature

Dr. Shakeel Ahmed

Regional Operations Manager North

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[14]

NOVA P Co.
(2)

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Parazelsus Pakistan Logistic

Every day, our CDC (Central Distribution Centre) monitors

the stock level of 24 branches. We also provide orders to
suppliers to achieve the best stock level and guarantee
that our branches always have enough stock for selling.
Warehousing
Parazelsus Pakistan prides itself on delivering quality
warehousing and distribution service to its customers.
With the most modern warehousing & distribution centers
around the region supported by state of the art processes
and systems such as warehouse management systems,
Parazelsus Pakistan can provide the clients with a service
that adds value to the business. Pioneer initiatives are
currently under way for Vendor Managed Inventory (VMI)
services to outlets. The benefit provides a closer link to
the customer and greater depth of management
information as well as more efficient inventory levels
across the extended supply chain. Parazelsus Pakistan
maintains 4 types of warehouses: ambient, cool, chiller
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Faisalabad

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First, HRM is a staff or support function in the organization. Its

role is to provide assistance in HRM matters to line employees,
or those directly involved in producing the organizations goods
and services.
Second, HRM is a function of every managers job. Whether or
not one works in a formal HRM department, the fact remains
that to effectively manage employees all managers must
handle the activities.
Scientific management
A set of principles designed to enhance worker productivity
Hawthorne studies
A series of studies that provided new insights into group
behavior

(a) Staffing function activities

Activities in HRM concerned with seeking and hiring qualified
employees
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1: Resource Planning
Meeting in Islamabad about the planning of the resources
and requirements of the following things and designations
NSM (national sales manager)
BSM(business sales manager) every national sales
manager must have at least 12 BSMs
Sales Managers
DSR(distributor sales representative) every sales manager
has at least 13 DSRs

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2: Recruiting
The goal of recruiting is to give enough information about the
job to discourage the unqualified from applying.
Advertisement through internet, websites of other job
agencies(job portals)
Internal hiring (lower level, reference may be checked)
External(high level and for the sake of educated and
competent potentials)
3: Selection
Analyzing the applications
Short listing
Interviews
Constructed interview(high level & middle level)
Unconstructed interview(lower level)

(b) Training and Development

Activities in HRM concerned with assisting employees to
develop up-to-date skills, knowledge, and abilities
Overview of Training and Development
The first step in designing a training and development program
is to conduct a needs assessment. The assessment begins with
a "need" which can be identified in several ways but is
generally described as a gap between what is currently in place
and what is needed, now and in the future. Gaps can include
discrepancies/differences between:
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What the organization expects to happen and what actually

happens.
Current and desired job performance.
Existing and desired competencies and skills.
A need assessment can also be used to assist with:
Competencies and performance of work teams.
Problem solving or productivity issues.
The need to prepare for and respond to future changes in
the organization or job duties.

TRAINING NEEDS ASSESSMENT

The training needs assessment is a critical activity for the
training and development function. Whether you are a human
resource generalist or a specialist, you should be adept at
performing a training needs assessment. This paper will begin
with an overview of the training and development function and
how the needs assessment fits into this process, followed by an
in-depth look at the core concepts and steps involved in

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conducting

training

needs

assessment.

Background
Designing a training and development program involves a
sequence of steps that can be grouped into five phases: needs
assessment, instructional objectives, design, implementation
and evaluation. To be effective and efficient, all training
programs must start with a needs assessment. Long before any
actual training occurs, the training manager must determine
the who, what, when, where, why and how of training. To do
this, the training manager must analyze as much information
as possible about the following:
Organization and its goals and objectives.
Jobs and related tasks that need to be learned.
Competencies and skills that are need to perform the job.
Individuals who are to be trained.

The results of the needs assessment allows the training

manager to set the training objectives by answering two very
basic questions: who, if anyone, needs training and what
training is needed. Sometimes training is not the solution.
Some performance gaps can be reduced or eliminated through
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other management solutions such as communicating

expectations, providing a supportive work environment,
arranging consequences, removing obstacles and checking job
fit.
Once the needs assessment is completed and training
objectives are clearly identified, the design phase of the
training and development process is initiated:
Select the internal or external person or resource to design
and develop the training.
Select and design the program content.
Select the techniques used to facilitate learning (lecture,
role play, simulation, etc.).
Select the appropriate setting (on the job, classroom, etc.).
Select the materials to be used in delivering the training
(work books, videos, etc.).
Identify and train instructors (if internal).
After completing the design phase, the training is ready for
implementation:
Schedule classes, facilities and participants.
Schedule instructors to teach.
Prepare materials and deliver them to scheduled locations.
Conduct the training.
The final phase in the training and development program is
evaluation of the program to determine whether the training
objectives were met. The evaluation process includes
determining participant reaction to the training program, how
much participants learned and how well the participants
transfer the training back on the job. The information gathered
from the training evaluation is then included in the next cycle
of training needs assessment. It is important to note that the
training needs assessment, training objectives, design,
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implementation and evaluation process is a continual process

for the organization.
Needs Assessment
There are three levels of needs assessment: organizational
analysis, task analysis and individual analysis.
Organizational analysis looks at the effectiveness of the
organization and determines where training is needed and
under
what
conditions
it
will
be

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The organizational analysis should identify:

Environmental impacts (new laws such as ADA, FMLA,
OSHA, etc.).
State of the economy and the impact on operating costs.
Changing work force demographics and the need to
address cultural or language barriers.
Changing technology and automation.
Increasing global/world market places.
Political trends such as sexual harassment and workplace
violence.
Organizational goals (how effective is the organization in
meetings its goals), resources available (money, facilities;
materials on hand and current, available expertise within
the organization).
Climate and support for training (top management support,
employee willingness to participate, and responsibility for
outcomes).
The information needed to conduct an organizational analysis
can be obtained from a variety of sources including:
Organizational goals and objectives, mission statements,
strategic plans.
Staffing inventory, succession planning, long and short
term staffing needs.
Skills inventory: both currently available and short and long
term
needs,
organizational
climate
indices:
labor/management relationships, grievances, turnover
rates, absenteeism, suggestions, productivity, accidents,
short term sickness, observations of employee behavior,
attitude surveys, customer complaints.
Analysis of efficiency indices: costs of labor, costs of
materials, quality of products, equipment utilization,
production rates, costs of distribution, waste, down time,
late deliveries, repairs.
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Changes in equipment, technology or automation.

Annual report.
Plans for reorganization or job restructuring.
Audit exceptions; reward systems.
Planning systems.
Delegation and control systems.
Employee attitudes and satisfaction.
Task analysis provides data about a job or a group of jobs and
the knowledge, skills, attitudes and abilities needed to achieve
optimum performance.
There are a variety of sources for collecting data for a task
analysis:
Job description-- A narrative statement of the major
activities involved in performing the job and the
conditions under which these activities are
performed. If an accurate job description is not
available or is out of date, one should be prepared
using job analysis techniques.
KSA analysis-- A more detailed list of specified tasks
for each job including Knowledge, Skills, Attitudes
and Abilities required of incumbents.
Performance standards-- Objectives of the tasks of
the job and the standards by which they will be
judged. This is needed to identify performance
discrepancies.
Observe the job/sample the work.
Perform the job.
Job inventory questionnaire-- Evaluate tasks in
terms of importance and time spent performing.
Review literature about the job-- Research the
"best practices" from other companies, review
professional journals.
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Ask questions about the job-- Of the incumbents,

of the supervisor, of upper management.
Analysis of operating problems-- Down time,
waste, repairs, late deliveries, quality control.
Individual analysis analyzes how well the individual employee is
doing the job and determines which employees need training
and what kind.
Sources of information available for a individual analysis
include:
Performance evaluation -- Identifies weaknesses and areas
of improvement.
Performance problems -- Productivity, absenteeism or
tardiness, accidents, grievances, waste, product quality,
down time, repairs, equipment utilization, customer
complaints.
Observation -- Observe both behavior and the results of the
behavior.
Work samples -- Observe products generated.
Interviews -- Talk to manager, supervisor and employee.
Ask employee about what he/she believes he/she needs to
learn.
Questionnaires -- Written form of the interview, tests, must
measure job-related qualities such as job knowledge and
skills.

Attitude surveys
satisfaction.

--

Measures

morale,

motivation,

Checklists or training progress charts -- Up-to-date listing of

current skills.
Results of the Needs Assessment
Assuming that the needs assessment identifies more than one
training
need,
the
training
manager,
working
with
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management, prioritizes the training based on the urgency of

the need (timeliness), the extent of the need (how many
employees need to be trained) and the resources available.
Based on this information, the training manager can develop
the instructional objectives for the training and development
program.
All three levels of needs analysis are interrelated and the data
collected from each level is critical to a thorough and effective
needs assessment.
1: Orientation
Company profile
History
General information about the organization
Who is your boss to whom you will have to inform
Team members
Job descriptions
2: Employee Training

Labor general training to pick and drop the goods, cash

collection, cleanliness, security e.t.c
No special training session held
Parallel sitting to the old employees
Head office seminars to manage the powers
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3: Employee development

Technical skills improvements

Interpersonal skills
Communications
Relations developing
To minimize the conflicts
Trust

4: career development
Career development programs are designed to assist
employees in advancing their work lives. The focus of career
development is to provide the necessary information and
assessment in helping employees realize their career goals.
In Parazelsus private Pakistan limited linear+expert concept of
career development is followed.
Linear career development+expert model
Top level
Conceptual+manageme
nt skills
More Upper level
Management+ Technical
skills
Middle level
Technical+managemen
t skills
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Lower level (labor)

(c)

Motivation function

Activities in HRM concerned with helping employees exert at

high energy level"

1: Motivation theories and job design

Maslow hierarchy of needs theory of motivation is applicable in
Parazelsus Company.
Self Actualization
Top level
Self Esteem

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Social Needs
Middle level
Security needs
Lower level
Physiological needs

2:

Performance Appraisal

Performance appraisal is also a function of HRM. In this function

we evaluate the performance level of the employee top level,
middle level, and lower level also. Either they meet their job
goals or not, if successful then at what extant and if they failed
then what are the reasons behind this failure and how can we
mitigate these reasons.

3:

Benefits, rewards and compensation

Salary
3% commission of total sales
department
70% medical reimbursement
Double overtime
Insurance facility (life+robbery)

is

allowed

for

sale

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(d)

Job security
Traveling facility
Ramadan package
Annul fixed increment in basic salary
Promote when above rank is empty

Maintenance function

Activities in HRM concerned with maintaining employees

loyalty and commitment to the organization
1: Health & Safety

2:

Free medical facility

Good food
Clean water
Proper audit by external vendor on health issues every
month
Job security
Health insurance
Employee damage compensation
Transfer facility into employee own region
Transfer into outside with extra pay
communication

HRM programs designed to provide information to employees

IOP organization to solve the computer related problems

PTCL
E-mail
HTC Mobiles
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Skype
3:

Employee Relations

Activities in HRM concerned with effective communications

among organizational members

Focus on team
Freedom to use the authority in working
Working just like family members
Fun in the shape of parties, hoteling, visiting e.t.c

External Influences for the HRM activities

The four HRM activities are highly affected by what occurs

outside the organization. It is important to recognize these
environmental influences, because any activity undertaken in
each of the HRM processes id directly, or indirectly affected by
these external elements.
(a) Competitors
Baber Medicines Company
Premier Agency of Medicines

(b)

Government Legislation

Drug sales Rights

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Dealer Rights
Production Rights

(c)

Management Practices

External threats handling like recently raised issue of

illegal medicines bad reaction.
Political instability
Robbery issues

(d) Labor unions

No labor unions
HR handles all types of grievances
Individuals matters
Party matters

Human Capital measurement

Human Capital measurement systems involve

activities, far more than simply reviewing what an
has done. These systems must fulfill several
Moreover, they are constrained by difficulties in
operate.

numerous
employee
purposes.
how they

(a) Purposes of HCM

Feed back
Performance improvements
Documentation
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(b) Performance Appraisal Form

Employee Code:
EVALUATION FOR CONFIRMATION OF EMPLOYMENT
Name:
Dr.Shakeel Ahmed
Designation: Regional Operation Manager
Department: Operation

Location: Central

Date of Joining:
Name of Syed Faraz Ali
Supervisor
Immediate Supervisor:
Removed:

Name of
Once

PERFORMANCE VS JOB DESCRIPTION:

Note:
It is required that areas in job description where
performance needs to be improved must be highlighted to
bring right focus for improvement

Key Tasks
against

Comments on
Performance

Comments on
Performance

Job Description

by Job Holder

by Supervisor

Drug Compliance
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dealing

1. Control on drugs
related issues by
Executed
leasing and
personal relations
with Drugs
Authorities.

2. Overcome drugs
related complain
by providing
awareness to
Branches.

Executed

Development in
W&D
Working
1. Weekly follow up aggressively to
of W&D related
make standard
tasks.
warehouses.

2. Training of
Branch Managers
along with
Warehouse staff.

In process

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Operation Team
Building
Executed
1. Developed team
concept and
brought the vision
of operations team
towards single
objective i.e.
ethical sales
supports.

2. Developed good
relationships
among the sales
and operation
teams.

Executed

Budget controlling
In process
1. Focused on
more result with
optimal level
resources.

In process

2. Branch wise
budget vs. cost
analysis or
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comparison
focusing and
develop a culture
of effective usage
of allocated budget
in coming future.

ANY SPECIAL ACHIEVEMENTS

New Branches
Opening
Executed
1. Gujranwala and
Bahawalpur
proposal approved
and to be operate
in 1st quarter of
2012.

In process

2. Shifting proposal
of Lahore is
successfully being
completed in near In process
future.
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3. Abbotabad
Branch opening
In process
Cost Effective
Decisions

1. Working on the
proposal of optimal In process
level of Human
resource in all
Branches.

2. Controlled OT
hours and
sensitized the
Branch Managers
to control daily
expenses.

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Please tick (

) as appropriate

Self EvaluationAs agreed with Immediate Superv

Very
Very
StrongStrong
AveragePoor StrongStrong
AveragePoor
1
ACHIEVEMENT

Displays
a high sense of urgency and speed
of action. Always makes sure the job gets
done.
and achieves ambitious goals.
Sets
Ensures that customers/consumers/
shareholder interests are being served.
Delivers high quality, sustainable results
and produces flawless executions.
2 TEAMWORK
Communicates openly and honestly, is
Trustworthy.
Delivers against team goals, even when
different from individual interests.
Develops co-operative relationships. Knows
how to effectively work in the organizational
structure.
Gains appropriate commitment to ensure
delivery, avoids over-consultation.
Values diversity in the workplace.
3 ENTREPRENEURSHIP
Is intrigued by new concepts and leverages
them to gain business advantage.
Takes initiative. Is pro-active
Takes calculated risks
Offers independent ideas. Challenges the
status quo.
Turns creative ideas into effective business
solutions.
4 Commitment
Has a personal determination to deliver,
despite obstacles and pressures.
Takes ownership to resolve issues
Is restless in pursuit of major business
improvements and successes. Is intensely
involved.
Sees personal success and company success
as linked.

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ACTIONS / COMMENTS
Do you feel any Training & Development would be beneficial
for you that would help you to perform your job better? If
yes, please identify specifically.

Any Refresher course related W&D.

What are the areas where your potential can be utilised

further?

Sales and Operation.

Please describe any difficulties, which prevented or hindered

you in performing better.

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Nothing

How do you feel the working environment can be improved

to facilitate increased productivity and performance?

COMMENTS & SIGNATURE OF JOB HOLDER

Recommended for confirmation and expected to utilize my

skills in company benefits.

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COMMENTS & SIGNATURE OF IMMEDIATE SUPERVISOR

COMMENTS & SIGNATURE OF DEPARTMENTAL HEAD

COMMENTS & SIGNATURE OF HR REPRESENTATIVE

G.C University
Faisalabad

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Analysis

Analysis means the comparison of the internal and external

environment and comparison of the internal resources and
external threats, And the PESTLE analysis.
(a) SWOT Analysis
Objectives

G.C University
Faisalabad

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To o keep current strengths and to grow make more

powerful
To overcome weaknesses, intend to make weakness as
strength
To elaborate opportunities and to avail it
To punch the threats/competitors finally to make it
opportunity
SWOT

Strengths

Opportunities

Weaknesses

Threats

We can classify SWOT as:

G.C University
Faisalabad

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Internal factors
Strengths (S)
Weaknesses (W)
External factors
Opportunities (O)
Threats (T)
Strengths
Multinational Tag and good Image in Market
Branches in Major Cities
Distribution of Novartis
Mobile Network
EBS Software and Online Application
Experienced workers
Consistent Customers
Weaknesses
Late Timely decision and working
Unnecessary Expenses
Overtime
Corruption
Unmotivated Labour
No proper Training &Development
G.C University
Faisalabad

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Returns and Out Standings

Away from city
Dependency of Gujranwala & Other Branches
Opportunities
Shifting in Inner City
Motivated & Educated People
Increase in Sales by Capturing more Doctors &
Hospitals
Motivation
Monitoring & check/balance
Innovation and New Product line
Addition of New Company
Incentive/Profit on More Sale
Threats
Competitors
Load shedding
Day by day Inflation
Delay in shifting and separation of Gujranwala
Robbery
High turnover in GS and Labors
Overtime
Expenses
G.C University
Faisalabad

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EBS Errors/Break down

Low Communication with North Zone
Existence of corruption & lack of motivation
Lack of loyalty and Sincerity
Communication and control on North zone should
increase
Should Control Head Count and Turn Over
(b) PESTLE Analysis
This analysis includes the external environment things which
can influence the Parazelsus workings.
Political
Pakistan is suffering really bad and swears type of
circumstances which are becoming bad and bad day by day,
political instability is the big problem in the Pakistan. No one
government completes its tenure of ruling and policies of
government remain uncompleted.
Economical
Inflation is the big problem of the overall world and even 1
country of them is not saved from the bad effects of the
inflation. Due to this effect economical conditions of the
Pakistan is not enough satisfactory.
Social
Societal factors of the Pakistan are satisfactory and the people
of Pakistan very cooperate. Parazelsus Pakistan Pvt limited just
focuses on the demand and religiously corrects medicines.
G.C University
Faisalabad

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Technological
Technological factors matters a lot for national as well as
international organizations. If a firm wants to earn more profit
then it should enhance their technology dependence and make
technology improvements. Parazelsus used HTC mobiles for
attendance and check of location service of employees.

Legal
Production rights
Distribution rights
Drug sales rights
Ecological
Environmental factors also can affect Parazelsus operations
flood, rains, storm, cool and warm weather, war and terror
activities, and many other environmental things make their
effect on the Parazelsus.

Recommendations

Over Time Control and Unnecessary Expense

Training & Development should improve the deficiencies of
the employees thats why parazelsus must have to build a
special department of training and development
Try to build a good relationship between the employees
and management

G.C University
Faisalabad

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Everything just like promotion, increment, job enlargement

and bonuses etc should be on the basis of merit and
transparent manner
Speedy action on Major Issues of Shifting &separation of
Gujranwala
Incentive & Remuneration according to Legal Issues
Customer satisfaction should be focused
Parazelsus Pakistan Pvt Limited should use their following
resources in efficient way

Financial
Organizational
Intellectual
Informational
Legal
Relational
Human
Reputation
Minimize the chances of damages, wastage, and theft etc
Parazelsus should customize the special software to
maintain their proper records and also to know real
business value

Conclusion
Parazelsus have linked and stuck in Internal factors as
Opportunities & Threats

Parazelsus need speedy and serious action plan

G.C University
Faisalabad

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This analysis is presented to analyze the factors that are

effecting or may affect anyhow solution and decisions
relay on Managers
Suggestions should be encouraged and employees as well

Personal Findings
Good and suitable working environment
Needs to create a plan for check and balance over
employees
Personal jealousy
Diversity in the organizational environment
Too much strict rules to ban to enter the visitors
Over burden on the branch management to handle
the all problems of the Gujranwala branch
Conflicts among employees

10 References
G.C University
Faisalabad

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http.www.parazelsus.com
Parazelsus branch office Lahore
REHAN AKRAM, HR coordinator Lahore regional branch
Gent, Michael J.
And Gregory G. Dell'Omo. "The Needs
Assessment Solution. " Personnel Administrator, July 1989: 8284.
McGehee, W. and P-W. Thayer. Training in Business and Industry.
New York: Wiley, 1961.
Zemke, Ron and Thomas Kramlinger. Figuring Things Out: A
Trainer's Guide to Needs and Task Analysis. Reading, MA:
Addison-Wesley Publishing Company, 1982.
Thanks to Janice A. Miller, SPHR, and Diana M. Osinski, SPHR,
members of the SHRM Training and Development Committee,
for contributing this paper.

G.C University
Faisalabad