Assignment On Linking between Corporate Strategy and Human Resource Strategy of an Organization

Linking between Corporate Strategy and Human Resource Strategy of an Organization

Table of Content
Introduction Corporate Strategy Human Resource Strategy Activities of the HR planning, recruitment, and selection function
Gap analysis

4 5 8 9 10 11 15 15 16 17 18 21 22

Relation between Corporate Strategy and Human Resource Strategy Epyllion Febrics Ltd Aims & objectives
Departments in Factory

Organization Structure Corporate Strategy of Epyllion

Human Resource Management of Epyllion 5.6 Quality Control of Human Resources

5.7Linking between Corporate Strategies between Human Resources Strategies of Epyllion 23

6. Conclusion 7. References

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1. Introduction: Strategic planning can be defined as the process of identifying organizational objectives and the actions needed to achieve those objectives. It involves analyzing such areas as finance, marketing, and even human sources to determine the capacities of the organization to meet its objectives. Business strategy focuses on achieving competitive advantage on a sustained basis. There are two generic routes to competitive advantage through being the lowest cost producer or through differentiation and a price premium. Strategy can be developed at many levels in a multilayered organisation there may be: Corporate level strategy decisions made for the Whole Corporation or organisation to gain the better of adversaries or attain ends. Corporate strategy defines the markets and the businesses in which an organisation chooses to operate. Competitive or business strategy defines the basis on which it will compete. Business unit or divisional strategy decisions made for the business unit or division to gain the better of adversaries or attain the business units end. Functional strategies such as marketing/finance/human resources/IT/technology/

operational/production/etc. strategies. There would be marketing decisions (or finance or HR decisions, etc) designed to get the better of an adversary or attain a marketing/finance, etc, end. Thus human resource is one element of the overall corporate strategy or plan, and the two are mutually inter-dependent. If the corporate plan envisages a cut in output, for example, or the closure of a particular plant, then the human resource plan will need to consider redeployment of staff, redundancies and so on. If the corporate plan specifies a move into a new product market, the human resource plan will have to source the required labor from outside or within the organization, through recruitment or training. Corporate Strategy is practiced by the upper level of organization and human resource management is practiced by the middle level management. Corporate strategy and Human resource of Epyllion has been focused & linked between corporate strategy and human resource strategy. Human resource management of Epyllion Group has built an organizational commitment to quality. Every employee of Epyllion Group is highly committed to the company to increase its service quality. It is certain that organizations human resources differentiate them from their competitors. Many organizations enhance its value in the business and create an edge by focusing on the human resources.

2. Corporate Strategy:

A corporate strategy is the set of management decisions designed by executives, the board, senior management team or whoever are the final decision Makers in the organisation that are meant to get the better of adversaries or attain the organizations ends. The Macquarie Dictionary (1999, p. 793) defines corporate strategy as A corporate strategy is the set of management decisions designed by executives, the board, senior management team or whoever are the final decision makers in the organisation that are meant to get the better of adversaries or attain the organizations ends. Corporate strategy refers to decisions on what business to enter, what businesses to retain in the portfolio and those to exit from. It specifically directs attention at how the corporate office can add value to the diverse businesses in the portfolio so that their value as a part of the corporation exceeds the value they would have as free-standing businesses. Effective leaders who want to generate lasting, sustained success in their organizations need to spend a considerable amount of time and energy clarifying and communicating the strategic focus of the organization. This is the first step in building the levels of trust needed to enable people to act nimbly and quickly in the face of accelerating complexity and change. By engaging in of a deep the

examination

organizations core values, you will get to the heart of what is essential for your customers and shareholders and employees and thus essential for success. This is true whether youre a small company or a large one, a non-profit or a public entity. Communicating the core values creates consistently, across long spans of time. Aligning people around core values is crucial for building trust. It frees managers from the suffocating constraint of having to second-guess every decision and micromanage every detail. In a values-driven 5 powerful alignment across departments and divisions. This yields clarity of focus and enables people to make better decisions,

organization, managers can delegate decisions and ask people to think for themselves. When people act on the basis of clearly understood values linked to performance measures they are naturally engaged in making the right decisions consistently over time. The formulation of corporate strategy is a subject which does not lend itself to a generic approach which can be copied and tailored to fit. The various examples on these pages are given as such, and are not put forward as best practice. Even some of the definitions and concepts are interpreted in different ways, and individual circumstances will dictate how a specific strategy should be developed and implemented, depending on the circumstances of the organisation in Corporate strategy is based on knowing: Where your organisation is today Where you want it to be How you want to get there. The risk of not changing and improving can be as significant as the risks which may affect plans to develop business competition is almost certainly changing and moving ahead, and managers are likely to be left behind in terms of efficiency, reputation and financial success if they do not learn lessons and appreciate what factors may influence success in delivering business goals. These factors all impact on corporate strategy and business plan. If the purpose of the plan is business development rather than (just) a means of raising finance, it should be the basis for your management system - if the business plan is finalized on Friday afternoon, the management system is how manager will implement it from next Monday morning. The objective of the process of corporate strategy is to combine the activities of the various functional areas of a business in a way which will achieve its organizational objectives. It is not always written down or explicit, but it should determine how they: are organized set objectives, define policies and allocate resources operate on a day-to-day basis (operational processes). Corporate strategy is concerned with deploying the available resources to achieve organizations objectives whereas tactics are concerned with employing them. Strategy will affect the overall direction of the organisation and establish its future working environment. Corporate strategy defines the markets and the businesses in which an organisation chooses to operate. Competitive or business strategy defines the basis on which it will compete. Corporate strategy is typically decided in the context of the

organizations mission and vision (what the organisation does, why it exists, and what it intends to become). Competitive strategy depends on an organizations capabilities, strengths, and weaknesses in relation to market characteristics and the corresponding capabilities, strengths, and weaknesses of its competitors. According to Porter, competition within an industry is driven by five basic factors: 1. Threat of new entrants. 2. Threat of substitute products or services. 3. Bargaining power of suppliers. 4. Bargaining power of buyers. 5. Rivalry amongst existing firms. In Top Management Strategy, Benjamin Trego and John Zimmerman, of Kepner-Tregoe, Inc, define strategy as "the framework which guides those choices that determine the nature and direction of an organisation. Ultimately, this comes down to selecting products (or services) to offer and the markets in which to offer them. They propose that executives base these decisions on a single "driving force" of the business. Although there are nine possible driving forces, they say that only one can serve as the basis for strategy for a given business. The nine possibilities are: Products offered Production capability Natural resources

Market needs Method of sale Size/growth Technology Method of distribution Return/profit

3. Human Resource Strategy:

Business organizations exist in a competitive environment with scarce resources. Controlling these resources (physical, organizational, information and human) those give the company the competitive advantage. The goal of strategic management in an organization is to deploy and allocate resources in order to provide the management with a competitive advantage. It goes without saying that two out of three classes of resources (organizational and human) correlated with the human resource functions. Towards maximum effect, the HRM functions must be integrally involved in the companys strategic management process. Ensure adequate human resources to meet the strategic goals and operational plans of your organization - the right people with the right skills at the right time. Keep up with social, economic, legislative and technological trends that impact on human resources in your area and in the sector. Remain flexible so that your organization can manage change if the future is different than anticipated. Strategic HR planning predicts the future HR management needs of the organization after analyzing the organization's current human resources, the external labour market and the future HR environment that the organization will be operating in. The analysis of HR management issues external to the organization and developing scenarios about the future are what distinguishes strategic planning from operational planning. Strategic human resources management (SHRM) is the pattern of planned human resources deployments and activities intended to enable an organization to achieve its goals. Then we are addressing the question of the instruments that will make the odds of the competition in our favor.

Four levels of integration exist between the HR functions and the strategic management function: Administrative linkage: HR functions attention is focused on day-to-day activities. One-way linkage: The firm develops the strategic plan and then informs the HR.

Two-way linkage: Strategic planning team informs HR of the various strategies, HR analyze them and present the results to the team. After deciding, the strategic plan is passed to HR to implement.

Integrative linkage: it is a dynamic process, based on continuing rather than sequential interaction, done by the HR executive who is a member of the senior management team.

It is now time to execute the strategy formulated, indicating certain HR needs. HR function can be viewed as having six menus of HR practices from which companies can choose the ones that are most appropriate to implementing the strategy. While, all of the strategy types require competent people in a generic sense, each of the strategies also requires different types of employees with types of behaviors and attitudes. The emerging strategic role of the HR function requires that HR professionals in the future develop business, professional-technical, change management, and integration competencies. The following figure will illustrate the model of the strategic management process.

3.1 Activities of the HR planning, recruitment, and selection function are: Performing job analysis that is the process of determining and reporting pertinent information relating to the nature of a specific job. This can be done using a motion study, a time study or a statistical sample to draw inference about the demands of the job. Questionnaires, interviews and
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observation are tools to analysis jobs. This analysis produces job description and job specifications. The following step is the job design that is the process of structuring work and designating the specific work activities of an individual or a group to achieve certain organizational objectives HR planning that is the process of determining the human resource needs of an organization and ensuring that the organization has the right number of qualified people in the right jobs at the right time. (Ivancwich, (3)) First of all be familiar with the business strategy, define the impact of this strategy over the specific units of the organization. Define the skills needed and the additional human resources required and develop action plans to meet the needs.

3.2 Gap analysis: The gap analysis includes identifying the number of staff and the skills and abilities required in the future in comparison to the current situation. HR management practices to identify practices that could be improved or new practices needed to support the organization's capacity to move forward.

Questions to be answered include: What new jobs will be needed What new skills will be required Do the present employees have the required skills Are employees currently in positions that use their strengths Does the organization have enough managers/supervisors Are current HR management practices adequate for future needs

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4. Relation between Corporate Strategy and Human Resource Strategy:

McKinseys 7-S framework that emphasized the need for the alignment of seven organizational variables (super ordinate goals, strategy, structure, systems, staff, skills, and style) for organizational effectiveness is about twenty years old. But, during this time, the importance of people to organizational success has, if anything, only multiplied as businesses have become more knowledge and technology-driven. HR is multidisciplinary: It applies the disciplines of Economics (wages, markets, resources), Psychology (motivation, satisfaction), Sociology (organization structure, culture) and Law (min. wage, labor contracts, EEOC). HR is embedded within the work of all managers, and most individual contributors due to the need of managing people (subordinates, peers and superiors) as well as teams to get things done

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When change takes place; the functions, roles, responsibilities and skills of jobs and positions change. This automatically impacts the entire HR discipline (HR planning, recruitment, resourcing, training and learning, performance management, classification, employee relations, and compensation) and must be fully supported by an effective HR strategy and HR service delivery model.
1) Recruit correctly: Align people to company goals, A good way to ensure that the right people stay with the company is the select the right people. A company can align a part of the HRs incentive to the tenure of the people they hire along with other measures. This will ensure that the HR takes that extra effort to not allow people with a history of switches to get in. The company cans take steps such as doing away with monthly recruitment targets to an extent, so that there are no mass recruitments to fulfill the assigned quotas. 2) Job Definition: Clearly tell people what they need to do, HR needs to know why a particular job exists, where does it fit in within the organization, what is it expected to achieve, on which areas does it effect and the nature of those effects on the organization. In addition, the HR needs to know the skills required to effective perform the job. Once the HR is clear on what the job entails and the skills required, they are in a better position to judge candidates that fit the job. They should communicate the job description to the candidate being interviewed so that only the people who are truly interested show up. Another aspect that HR should concentrate on is to showcase the corporate culture of the organization. If the organization believes in team work, the HR can mention that the incentives are measures on team productivity.

3) Goal setting: Help employees in goal setting, Managers need to help employees in setting and reaching goals. Employees want to know how their work is impacting the company objectives. Employees who do 12

not see this linkage between their work and the larger company ambitions are prone to feel disenchanted. Managers hold critical responsibility for this as a failure to meet these goals will have the consequences on the manager, employee and the organization. Hence a balanced approach towards goal setting should be followed. A manager's job is to provide 'supportive autonomy' that's appropriate to the person's level of capability." The key is to be hands-on while giving your people the room they need to succeed on their own. It is also important to make sure that the goals are attainable and challenging. A brilliant example of this was set up by Jack Welch in GE where he asked his employees to set targets for themselves. They were asked to come up with plans to achieve the same and break down goals into individual tasks so that it becomes easier to review the progress. In GE these were called Stretch Goals and it helped GE increase productivity manifold. Managers also need to come out of the professional mould and try to seek what are the personal motivations of an employee. He needs to find out what are the personal goals that an individual is seeking. For example, if your employee has expressed an interest in teaching but that is not part of his job responsibilities, you may be able to find ways to sculpt his job to include opportunities to train peers or less experienced colleagues. 4) Incentives: Inform employees what is important; a score card concentrating on the key success parameter (identified by the company) can be implemented to motivate people to work towards a common goal. The financial incentives should be used more a support structure rather than drivers for the change. Change will need to come from the people at the trenches and we will need some agent that will help transform people. Forming smaller teams and then linking the incentives to team productivity will help bring in accountability and with minimal freeloading. Nucor Corporation was successful in implementing a group productivity based incentive system which led to higher productivity and a turnaround.

5) Use the Bench:

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The bench can be productive; Most IT companies use the concept of bench. They hire more people with the intent to be ready to deploy people quickly once they sign a contract. The bench can be a place where peoples creativity and initial zeal is quickly eroded as they are typically not assigned work in the initial 6 -8 months of employment. On the contrary, the bench can be made in to a revenue center and can be effectively used by allowing people on the bench to work across departments in the company. The resources work in the R&D departments as these are most understaffed. People with necessary skills can work on projects without billing the clients to share the work load. 6) Democratization One of the ways the employee democratization can be encouraged is involving the employee decision making from all levels of hierarchy before making decisions affecting the employees. These decisions can vary from very simple to organizations decisions having moderately high complexity. One of the traits most companies lack when they grow is the nimbleness/agility. This culture can be incorporated by providing more freedom to employees in their daily operations. By freedom we mean ability to try out innovative methods, instilling a sense of entrepreneurial instinct in the employees which will subsequently develop more accountability in the employees. This also involves the part where the superior should accept the concept that his subordinate is more linked to the ground realities.

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5. Epyllion Febrics Ltd. :

EPYLLION' is a house of Readymade Garments and engaged in manufacturing and exporting of knit Apparels since1993. The Organization is a well structured one and manned by a group of trained and professional managers at every level of management. Epyllion Group within a brief time of its inception in 1994 secured a remarkable position in the emerging industry of Ready Made Garments. They start with only 2 sewing lines and total of 200 workforces at Mirpur in Dhaka. Epyllion Group has new swelled up with8250 workforce with 54 sewing lines in several locations of Dhaka and Gazipur. A team of qualified persons is assigned to check vigorously if the elements involved in the process to meet the international standards. Computerization and Automation in the different departments of Garments and Fabric manufacturing process with computer aided designing, digital color matching and communication make the process accurate and eliminate the possible human error. The philosophy of continuous development through R & D in the laboratories, designing section equipped with instruments from Data Color USA an computer aided cutting and pattern making instruments/software form Lectra System-France, are the main strength of the sampling and product development of Epyllion.

5.1 Aims & objectives:

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Epyllion Group aims to be the best knitted garment manufacturing and exporting company. They continuously incorporate the latest technological advances in manufacturing processes to ensure that our esteemed customers receive top-of-line quality products. Their objective is to be the pioneer in implementing new manufacturing technologies, which translate into an even superior product for our customers. Frequent changes in fashion trends make it imperative for suppliers to deliver newer styles quickly to their customers. Understanding the need for timely delivery we always aim to provide customers an efficient and satisfying service

Different functional department of Epyllion Group: In Epyllion Group there are two types of department, one is departments in factory and another one is departments in office. 5.2 Departments in Factory: I. Fabric Inspection Department II. Store Department ( General store, Fabric store) III. Cutting Department IV. Sample Department V. Work-Study Department VI. Sewing Department VII. VIII. Iron & Finishing Department Quality Control Department

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Department in Factory: IX. Fabric Inspection Department X. Store Department ( General store, Fabric store) XI. Cutting Department XII. XIII. XIV. XV. XVI. Sample Department Work-Study Department Sewing Department Iron & Finishing Department Quality Control Department

Department in Office: I. Merchandising Department 17

II. Commercial Department III. Accounts Department IV. Finance Department V. Human Resource Department VI. IT Department

5.3 Organization Structure:

Managing Director

Executive Director

General Manager (1)

General Manager (2) 18

Production Manager

Administration

Marketing

Workers

5.4 Corporate Strategy of Epyllion:

Epyllions objective is to meet the needs and wishes of the buyers while maintaining and improving quality. Epyllion Group is fully aware of their responsibilities to their customers, employee, to the community, the society, the nation and the environment. Epyllion Group is taking all steps to ensure that their factories are: Compliant with social standards stipulated in Bangladesh. Safety and health precautions are fully looked into. Local environment standards are met. Dignity of labor and human rights are upheld.

The management of the group is vested with a team of professionals under direct supervision of the Managing Director, Executive Director, two General Managers, Factory and Production Managers, Departmental Heads for each section, marketing, Administrative and a Production team of 1,075 skilled and semi skilled workers. Mr. Reazuddin Al-Mamoon , Managing Director of EPYLLION GOUP' leads the team of professionals under the direct supervision of the Board of Directors. A team of qualified persons is assigned to check vigorously if the elements involved in the process to meet the international standards. Computerization 19

and Automation in the different departments of Garments and Fabric manufacturing process with computer aided designing, digital color matching and communication make the process accurate and eliminate the possible human error. The philosophy of continuous development through R & D in the laboratories, designing section equipped with instruments from Data Color USA an computer aided cutting and pattern making instruments/software form Lectra System-France, are the main strength of the sampling and product development of Epyllion. Single Jersey, Rib, Double Jersey, Fleece, Interlock, PK Polo, Pique is main products of this Unit. The rated capacity of the factory is 450 tons of high value knit fabrics/months. The covered space is 2, 86,000 Square feet and compiled with high quality working condition and environmental norms. Year of establishment of this project is 2007.

The project is located on an 8 Acres of land at Mouza: Bahaduarapur, Banglabazar, Joydebpur, Gazipur. It is an excellent location where many Industrial Units have already started up.

Textile Industries:
Epyllion Knitex Ltd. Epyllion Fabrics Ltd. Garments Industries Epyllion Style Ltd.

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 Epyllion Knitwear Ltd. Mirabella Dresses Ltd. Dekko Knitwear Ltd. Dazzling Dresses Ltd. Garments Accessories Epyllion Washing Ltd. Real Estate. Nina Holdings Ltd

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In recent years there is a tremendous growth in Epyllion Group. The column chart express the growth of Epyllion Group that was from 2004-2005 to 2005-2006 there is an increase of $ 5 million. In 2005-2006 to 2006-2007 increase $ 4 million. In 2006-2007 to2007-2008 there increases $ 8 million. And In 20072008 to 2008-2009 increase amount was $ 10 million. The positive growth of Epyllion Group takes plac on its development continuously.

5.5 Human Resource Management of Epyllion:

Designing and implementing compensation and benefits systems. The HR managers have to assist in this design and administer the system to minimize reward inequities. Payroll and HR applications should always be logically integrated - but not necessarily physically - because they have a lot of data in common and because they both support the same compensation process. Wage and salary curves show the relationship between the relative worth of jobs and their wages or salary rates. Ensuring that compensation and benefits are fair and consistent.
Human resource management of Epyllion Group has built an organizational commitment to quality. Every employee of Epyllion Group is highly committed to the company to increase its service quality. 22

 Every employee of Epyllion Group is well experienced in their job. Good team work environment is here. Workers of Epyllion Group have good concentration in their job. Transportation facility is available for the employee to cover one factory to another. Accommodations facility (staff quarter) in the factory of Gazipur. Industry plant, machineries and others equipment are more modernized than others. Managers in Epyllion Group practice a number of powers to motivate employees behavior and get them to act in a certain way. Each time a new employee is appointed she\he has to join a training program. In the program she\he has to work in every department for two days, to be familiar with the total organization. The main of this program is the socialization of the employees.

5.6 Quality Control of Human Resources: Organizations and companies succeed, or fail, based on the quality and effectiveness of their employees. Todays successful firms recognize that to compete in global markets, they must have world class Human Resource managers who are active participants in strategic and operational decision. To evaluate quality Epyllion Group has established different quality measuring system in different level of activity. Epyllion Group sets challenging quality goals and offers many monetary and non-monetary incentives to the employees to motivate them. They have been developed strategies to maintain the quality of Human Resources: Epyllion Group carefully collects solicit employees suggestions about improvement that can be made. Epyllion Group establishes cross-functional teams for various purposes. For example, reward giving committee. Performance appraisal conducted by Epyllion Group on yearly basis.

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 High performance is appreciated at Epyllion Group by giving attractive rewards Epyllion Group has a big and experienced merchandiser team. Merchandisers of Epyllion Group has good capability in the case of negotiation with buyers. Epyllion Group maintains the rules strictly about child labor. Epyllion Group has health care facility for their worker and employee. Epyllion Group has prayer room in the factory & office. Epyllion Group has child care room in the factory. Epyllion Group has own good and experienced fire man in the factories. Among the factories of Epyllion Group, Factories in Gazipur is well organized and wide space, big gap from one line to another. But factories of Dhaka are not well organized but congested from one line to another.

HR managers become able to reengineer the way HR department executes its job, accomplishes those transactional HR jobs cost-competitively, and increasingly turn its attention to truly being a strategic partner with the firms top executives. A HR function can and should be strategically integrated with a companys business plan to help the company to achieve its business objectives. Firms are increasingly moving beyond manual HR systems today, by computerizing individual HR tasks, installing HR Information Systems, and using the Internet and Intranet technology. In this context, information technology can support HR managers not only in achieving the traditional HR functions but also in applying the concepts of strategic planning.

5.7 Linking between Corporate Strategies between Human Resources Strategies of Epyllion:

Epyllion Group is fully aware of their responsibilities to their customers, employee, to the community, the society, the nation and the environment. A team of qualified persons is assigned to check vigorously if the elements involved in the process to meet the international standards. Aligning people around core values is crucial for building trust. The company frees managers from the suffocating constraint of having to 24

second-guess every decision and micromanage every detail. Managers delegate decisions and ask people to think for themselves. When people act on the basis of clearly understood values linked to performance measures they are naturally engaged in making the right decisions consistently over time. To evaluate quality Epyllion Group has established different quality measuring system in different level of activity. Managers hold critical responsibility for this as a failure to meet these goals will have the consequences on the manager, employee and the organization. The company establish corporate strategy by setting a management process which takes decisions designed by executives, the board, senior management team or whoever are the final decision makers in the organisation that are meant to get the better of adversaries or attain the organizations ends. To evaluate quality Epyllion Group has established different quality measuring system in different level of activity.

6. Conclusion:
Thus from the discussion, we can conclude that HR and Corporate Strategy become effective when there is a reciprocal and interdependent relationship between them. As, James Walker, a noted HR expert, very aptly have put it, Today, virtually all business issues have people implications; all human resource issues have business implications. HR managers become able to reengineer the way HR department executes its job, accomplishes those transactional HR jobs cost-competitively, and increasingly turn its attention to truly being a strategic partner with the firms top executives. A HR function can and should be strategically integrated with a companys business plan to help the company to achieve its business objectives. Firms are increasingly moving beyond manual HR systems today, by computerizing individual HR tasks, installing HR Information Systems, and using the Internet and Intranet technology. In this context, information technology can support HR managers not only in achieving the traditional HR functions but also in applying the concepts of strategic planning.

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7. References:
a) Krishnan, Rishikesha T. Linking Corporate Strategy and HR Strategy: Implications for HR Professionals, In R. Padaki, N.M. Agrawal, C. Balaji and G. Mahapatra (eds.) b) www.epylliongroup.com c) www.managementexchange.com/hack/linking-hr-corporate-strategy. d) http://www.ipacweb.org/conf/01/lawler.pdf e) http://www.blackwellpublishing.com/grant/files/CSAC13.pdf f) http://www.download-it.org/free_files/1db720cfa1945603f3c216488f7e0762-Pages%20from %20Chapter%202.%20The%20links%20of%20HR%20strategy%20and%20corporate %20strategy.pdf

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Prepared Questionnaire for Epyllions Human Resource Strategy:

1. Which skill do you prefer to recruit employees in Organization? I. Technical Skill II. Management Skill and why?

2. Does the merchandising department maintain proper order-follow up system? I. Yes II. No and why?

3. Are all merchandiser clear about their job responsibilities? I. Yes II. No and why? 4. Do you take steps to improve the communication skills of merchandisers? I. Yes II. No and why? 5. Do merchandisers go to factory floor regularly? I. Yes II. No And why? 6. Does Epyllion Group organize merchandising skill development training program for their merchandisers? I. Yes II .No and why? 7. Are the merchandisers independent to negotiate with buyers? I. Yes II. No and why? 8. What about the working environment of Epyllion Group for merchandisers? I. Good II. Bad and why? 9. Are salary structure for merchandisers is good enough comparatively others ? I. Yes II. No And why? 27

10. Does Epyllion Group provide extra facility for their merchandisers? I. Yes II .No

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