Solar Tech- HR Final Project

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The American University in Cairo

School of Business – Executive Education

Professional Postgraduate Diploma In Human Resource Management

Final Graduation Project

(SOLAR TECH)

Presented by

(NAME Mohamed Abulkassem Run# 120 ID 600132158)

(NAME Mohamed Abdelmawla Run# 120 ID 600132157)

(NAME Ahmed Galal Run# 120 ID 600140020)

(NAME Mohamed Ali Run# 120 ID 600140087)

Supervised by

Dr. Magued A. Naguib

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(Sep. 2015) Table of Contents

Introduction …………………………………………….………………..

Module 1: Strategic Management

SWOT & PEST ………………………………………………..……….………

Mission, Vision & Values …………………………………………….…..

Strategies ………………………………………….……………………..………..

Recommendations…………………………………………………………….

Module 2: Recruitment, Selection & Hiring

Job Analysis ………………………………………………..……….……………

Personnel Planning & Recruitment…………………..……….……….

Selection ………………………………………………..……….………………..


Module 3: Training & Development

Training & OD …………………………………………...…….…………..

Performance Management ……………………………………………..

Career Management ………………………………………………..……..


Module 4:

Compensation & Benefits

Wages & Salaries ………………………………..……….………………..

Pay for Performance ………………………………..……….………………..

Benefits …………………………………………………………………………….


Summary & Conclusion…………………………………………….

References ……………………………………………………………….

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Introduction

----------------------------------------------------------------

There was not yet even a conversation in Egypt about on –grid solar energy development

because fuel subsidies kept oil and gas prices so low. Also, high solar panel prices deterred

the government from considering solar a viable long term option for Egypt. Off-grid

development appeared to be solar energy’s only economically viable application.

But prices of solar panels have fallen over the past few years. solar cells are in part made of

silicon and that recent progress in the microprocessor industry has brought silicon’s price—

and thus solar panels’ price down.

Other recent developments indicate a new window of opportunity for on-grid renewable

energy projects.

While Egypt has not been moving toward integrating renewable into its energy mix

Nearly as fast as Jordan or Morocco, politicians seem to have finally understood the necessity

of transitioning to renewable technologies. Egypt’s energy crisis emerged in 2006-2007,

when the country became a net oil importer. Over the next several years, energy subsidies

skyrocketed until they accounted for almost 20 percent of all state expenditures. Until 2010,

Egypt could still rely on exporting natural gas from its massive underground reserves, but the

revolution that started in early 2011 impoverished the state, and foreign extraction companies,

no longer compensated, stopped working. More worrying still, experts now predict that Egypt

will become a net gas importer in the near future. At the same time, Egypt is suffering

electricity shortages from its conventional sources and is grappling with distribution problems

caused by the decay of its infrastructure. Current figures show that over 90 percent of all

energy produced in Egypt still comes from fossil fuels, eight percent from hydroelectricity, and

less than one percent from solar and wind combined. But change appears to be on the way.

This past summer, in a move that surprised many given the sensitivity of the issue, President

AbdulFattah elSisi announced his plan to gradually phase out fuel subsidies over the next five

years. Since the implementation of the subsidy system by Gamal Abdel Nasser in the 1960s,

only Anwar Sadat attempted to lift them, an initiative that immediately sparked riots in the

streets and had to be promptly abandoned. Sisi's plan to phase out the subsidies is long

overdue, and represents the only way out of the current crisis in that it will push the Egyptian

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energy industry to be more competitive, innovative, and environmentally friendly—though it

remains to be seen whether the five year timetable will be met. Then, in September 2014,

Minister of Electricity Mohamed Shaker introduced a Feedin Tariffs (FiT) scheme for

renewable energy. FiT involves money paid by the government to homeowners, companies,

and industries to generate their own electricity from small scale to bigger scale renewable

energy installations. Entities that create electricity or feed their extra electricity to the national

grid can receive FiT. The mechanism also establishes prices for the purchase of solar and

wind energy produced by private companies. FiT schemes have been implemented in

numerous countries around the world in an attempt to boost renewable energy production for

domestic and commercial uses. During the first round of the FiT scheme, the government

established an overall quota for solar and wind of 4,300 MW of installed capacity, and

discussions are underway regarding further rounds. The applications submitted by over 180

companies in the first round surpassed 10,000 MW, indicating the abundance of interest from

the private sector. Most of the companies that applied for the tariffs are international

consortiums, attracted to the Egyptian market because of the ongoing phasing out of

schemes for renewable energy in Europe and North America. This has created an immediate

need for new markets, and the best ones today are located in Sun Belt countries like Egypt.

The peak loads in Egypt occur in the mornings and evenings and do not overlap with the peak

production of solar energy. so, solar penetration may prove efficient in reducing the load on

conventional power plants during the day, which could increase the plants’ ability to provide

an additional amount of power during peak hours. The introduction of the FiT scheme has

officially raised the profile of renewable energy in Egypt for regional and international

investors, demonstrated political commitment to the renewable energy sector, and provided a

structured process for the continued development of the sector. Egypt has a diversified

economy, the largest population in the Middle East, and one of the oldest industrial bases in

the region. It also benefits from the best solar resources in the world. So, “the combination of

these elements makes Egypt a very fertile ground for innovative applications of solar energy,

whether off-grid, on-grid, large scale, or small scale.”

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The aim of the current work is to establish a medium size commercial company working in

photovoltaic industry.

This project is further subdivided into four modules, where module I show Strategic

Management, in module II we explain Recruitment and placement then we came to module

III which is Training and development and finally module IV compensation and benefits.

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GANTT Chart.

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Module One:

Strategic Management

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Company Overview Solar Tech. is young Egyptian company working the photovoltaic firm , to be one of the

leading companies in the Egyptian market in selling photovoltaic applications in order to

produce renewable energy that comes from resources which are continually replenished

(sunlight Radiation). The workforce of the company is around 300 employees, looking for

great joint venture opportunity with a multinational leader company working in the production

of such applications.

Vision We at Solar Tech. are passionate about contributing to a world, which does not depend on

power from fossil fuels. Our aim is to accelerate the adoption of solar technology across the

world to conserve our environment and provide an environmentally friendly, sustainable and

conflict-free power supply.

Mission We seek to provide our customer high-value add solutions through building on our strong

foundation in photovoltaic leaders and our commitment to innovation to drive the efficiency,

quality and profitability of our products. We remain aggressive in our focus on innovation and

cost but remain conservative in our implementation to ensure Solar Tech. products are a safe

choice for our customers.

Values Put our customers and partners in the center of our attention and treat them with trust, respect

and integrity. While driving for world-class products, continually improving the quality and

environmental friendly of our products are at the core of our values. We are committed to

comply with international safety, environment and quality standards at all times.

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PEST Analysis

PEST Analysis or Political, Economic, Social and Technological Analysis is an analytical tool

used by researchers for analyzing macro-environments of any industry. PEST Analysis is an

important tool that classifies environmental influences as political, economic, social and

technological forces. PEST Analysis can also be useful for businesses in determining the

market trends and factors that could shape customer demand and as a result may impact

future sales.

POLITICAL

Governmental plan to gradually phase out fuel subsidies over the next five years.

World energy markets are becoming more volatile due to the threat of geopolitical

instability.

Greater climate destabilizations from CO2 emissions are leading governments to

encourage more sustainable forms of energy.

World energy markets are becoming more volatile due to the growing oil

requirements of a buoyant Chinese economy, creating tension between nations.

ECONOMIC

Egypt lies in the sun-belt area with sunshine duration 9-11 h/day

Economy is underpinned by its energy supply.

Energy markets will see demand increase by almost 60 percent, with fossil fuels

meeting most of this, and nuclear and renewable energy markets having limited

relative contribution.

SOCIAL

People’s worldview is starting to change to a concern over the sustainability of the

future, although this is not expected to change dramatically to justify widespread

changes to energy use for some time.

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TECHNOLOGY

The International Energy Agency states that alternative energy markets will be

underpinned by technological breakthroughs.

Research shows technology is the key to competitiveness in the alternative energy

industry; whilst alternative energy technologies are underpinned by 48 critical

success factors across technological, commercial, socio-political and organizational

categories.

Porter's Five Forces Analysis

Porter’s Five Forces analysis is a framework to analyze the characteristics that affect

competition within an industry. The analysis is best suited to study industry competition, but it

can also help companies establish a business strategy. The less competitive an industry, the

higher the potential to earn profits in that industry. Inversely, competitive industries work to

drive down the potential for any business to make money.

Barriers to Entry

High proprietary learning curve due to technological focus on alternative energy

industry.

Stringent government policy and requirements to operate in industry.

Large economies of scale required to achieve cost leadership, which is central in

energy provision.

Large capital requirements to set-up operations, hence large number of acquisitions

and joint ventures.

Importance of ethical brand identity because of nature of market.

Large access to distribution required to ensure widespread energy provision.

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Threat of Substitutes

Lower, but growing inclination for buyers to substitute to alternative energy because

of higher cost.

Hence, high price-performance trade-off between substitutes (traditional energy

provision being considerably cheaper and more reliable that alternative energy at this

point in time).

Nuclear Reactors to be established in the nearest future.

Competitive Rivalry

Low industry concentration.

High fixed costs ,Slow industry growth but alternative energy is vital for the long term

future of the industry.

Very diverse rivals in rationale for strategies to invest and enter industry.

Bargaining Power of Buyers

Low bargaining leverage of buyers.

Low buyer volume.

Low buyer information.

High importance of brand identity.

Bargaining Power of Suppliers

Low concentration of alternative energy suppliers.

High importance of volume to industry development and survival, because of the

focus on low cost and economies of scale to compete in industry.

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Value Chain Segments & Activities

There are distinct segments within the whole eco-system of solar power, starting from the

manufacturing of equipment and module production all the way to the installation and

operation. Among them are also activities that span the whole lifecycle such as consulting and

financing as well as publicizing and training. The main products of the manufacturing process

are polysilicon, wafers, cells, modules, mounting and tracking systems and electrical

components. Services include project development, wholesale distribution, design,

engineering, construction and maintenance.

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SWOT Analysis

SWOT Analysis is a useful technique for understanding your Strengths and Weaknesses, and

for identifying both the Opportunities open to you and the Threats you face.Used in a

business context, it helps you carve a sustainable niche in your market.

Strengths and weaknesses are often internal to your organization, while opportunities and

threats generally relate to external factors. For this reason, SWOT is sometimes called

Internal-External Analysis and the SWOT Matrix is sometimes called an IE Matrix.

Strengths

Photovoltaic is a green technology and produces energy with minimized carbon. Life-cycle

CO2 emissions of solar-only Photovoltaic applications are assessed at 17 g/kWh against,

e.g., 776 g/kWh for coal plants and 396 g/kWh for natural gas combined cycle plants.

Photovoltaic energy can be used to cover the normal energy load, as the energy it produces

can be fed into the grid and distributed to the consumers.

Photovoltaic Applications operates only with direct solar radiation, therefore the clear Egyptian

atmosphere combined with lengthy periods of daily sunshine around 12 h/day and few cloudy

days, makes it a more attractive area for Photovoltaic applications deployment.

Managerial Excellence.

Team Work Culture .

After Sales Service .

Wide Product price range with rich product portfolio .

Weakness High investment costs, depending on the solar resource and storage size. However,

we are still at the beginning of the learning curve and at the peak of the cost curve.

In Egypt photovoltaic is still a relatively new technology.

Long and complex construction.

Technical staff is needed on photovoltaic applications for operation and maintenance.

Sales Team Qualifications.

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Opportunities

Highly Sales targets in Egypt.

Open New Assembly Facilities

Booming Construction industry in Egypt

Advanced Logistics Services (Suez Canal)

Photovoltaic Applications will help to secure the energy supply for Egypt, a vital task

in light of the electricity cut offs experienced in past few years (since 2010).

Photovoltaic Applications offers job opportunities, thus helps decrease the

unemployment rate in Egypt.

Other related industries will start to grow as they supply needed Photovoltaic

Applications equipment, which in turn will improve the company profits.

The Egyptian government has been keen to promote Renewable Energies, and will

facilitate the needed processes for interested investors.

Photovoltaic industry has a very high potential for cost reduction, with the increased

installation of Photovoltaic application projects in Egypt and worldwide.

Egypt has high solar radiation ranging between 1970 – 2800 kwh/m2/year from North

to South. This is a very high DNI and allows high efficiency and output for

Photovoltaic Applications.

Egypt high population with potential expansion in the field of housing and industrial

zones.

Threat

Political Instability of potential markets

Inflation Rates

New Entrants (Chinese Companies )

Existing Strong competitors

Cost (especially if not subsidized), but also from unawareness of financial rewards.

There are many alternatives that may be cheaper depending on location.(wind

turbine, water turbine)

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The Solar Electricity Industry is under immense threat of being substituted by any

number of products, especially vulnerable in regions without financial incentives for

solar energy.

TOWS

IFAS

EFAS

Strengths (S)

1- Managerial Excellence 2- Teamwork Culture 3- After Sales Service . 4- Photovoltaic is a green

technology. 5- Clear Egyptian

atmosphere 6- Wide Product price range

with rich product portfolio .

Weaknesses (W)

1. High investment costs 2. In Egypt New technology. 3. Long and complex

construction. 4. Qualified Technical staff. 5. Qualified Sales Team

Opportunities (O)

1. Highly Sales targets in Egypt. 2. Open New Assembly

Facilities 3. Booming Construction

industry in Egypt 4. Advanced Logistics Services

(Suez Canal) 5. Egyptian Polices for

Encouraging the green industry

6. Egypt has high solar radiation.

SO-

1. Build New Assembly facilities concerning Photovoltaic or Joint venture/Alliance with a highly equivalent brand

2. Expanding in Showrooms in the promising markets

WO-

1. Building up good market share 2. Optimize the cost base of the

business 3. Build new Assembly facilities in

the Free duty zones

Threats (T)

1. Political Instability of potential markets

2. Inflation Rates 3. New Entrants (Chinese

Companies ) 4. Existing Strong competitors 5. Developments in the wind

turbine, water turbine technology

ST-

1. Price Protection, Promotions and Marketing

2. Raising the standard to build the brand

WT-

1. Establish new advertising campaign through internet/Media channels

2. Building Strong R&D team 3. Building Strong Sales &

Technical team.

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Business Strategies

Focuses on improving the competitive position of a company’s or business unit’s products or

services within the specific industry or market segment it serves

Short Term

Building up good market share

Optimize the cost base of the business

Price Protection, Promotions and Marketing

Raising the standard to build the brand

Establish new advertising campaign through internet/Media channels

Building Strong Sales & Technical team.

Intermediate Term

Expanding in Showrooms in the promising markets

Building Strong R&D team

Long Term

Build New Assembly facilities concerning Photovoltaic or Joint venture/Alliance with

a highly equivalent brand

Build new Assembly facilities in the Free duty zones

HR Strategies

The main idea behind HR Strategies for Solar tech company is depending on its staff

members and their capabilities as they are the main power needed to drive the company to be

in a good shape and potential high revenue.

So the company will depend on its establishment on Head hunting recruiting with relatively

high budget for all top management staff, combined with advertising and job fairs campaigns

for other positions with relatively low budget. Top managers must be selected with high

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potential criteria of coaching and support in order to transfer their expertise to their

subordinates.

Key HR Strategies:

Talent management.

Continuous improvement.

Knowledge management – creating, acquiring, capturing, sharing and using

knowledge to enhance learning and performance; – Resourcing – attracting and

retaining high-quality people.

Learning and developing – providing an environment in which employees are

encouraged to learn and develop; – reward – defining what the organization wants to

do in the longer term to develop and implement reward policies, practices and

processes that will further the achievement of its business goals and meet the needs

of its stakeholders.

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Recommendations

---------------------------------------------------------------- Now we are a Local company in our long term plans we will make a Joint Venture with a one of big multinationals to provide Egypt and Middle East Market with full value chain of Photo Voltaic Industry. In our HR Strategy We will make our Learning Academy and we will develop our Succession plan in order to have Successors for all Key Positions staff

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Module Two:

Recruitment, Selection & Hiring Strategies

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Recruitment and Placement

Reference to our company strategies, the recruitment and placement policies & procedures

will be adopted in order to hire all staff from outside the company "Under Establishment"

rather than Internal Recruiting ,top managers will be through Executive Recruiters ,

Remaining staff (Administrative and Technicians) through Advertising and Job Fairs

campaigns & the utility workers from outsourcing companies (Housekeeping).

For company positions the recruitment team should comply with "Right Person in Right Place"

Through a well defined selection criteria based on a very rich and significant Job Analysis

surfing over the net "O-Net" and available market research.

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Organization Chart

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Job Analysis

Job analysis is the procedure for determining the duties and skill requirements of a job and

the kind of person who should be hired for it.

It consists of two parts: Job Description and Job Specification.

Job Description DTR

is a list of job’s duties, responsibilities, reporting relationships, working conditions, and

supervisory responsibilities.

Job Specifications KSA

it’s a list of a job’s “Human Requirements”, that is the requisite education, skills, personality,

and so on.

However the company is under establishment the Job analysis for all company positions will

be obtained through internet search "O-Net" and market research, but the target of the

process is to be as follows:

The Job Analysis process has certain guidelines where job analysts are required to follow.

Whenever there is a change in the organization structure, change in the responsibilities of any

position, or a new opening for a new position, the Organization Development department has

to be notified in order to start with analyzing these new jobs. Typically, the business is

required to provide the Organization Development team with a draft of both, job description

and job specification, the job analysts start reviewing these drafts to ensure they fit with the

position standards and get back to the business with comments and recommendations in the

form of one-to-one meeting. After discussion, both parties agree on the required amendments

and then the business head and the head of Human Resources department should approve

the form by signing it.

In some cases, the job analysts become more involved in the process, in a way that the

process is handled in the opposite way, where job analysts prepare questionnaires, meet with

the business or job holders and ask them to fill it in. The job analysts then prepare the job

description and get back to the business for approval.

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Examples of Job Analysis

1. HR Recruitment and selection Specialist

Reporting To: HR Recruitment and selection Manager.

Job Status: Permanent, Full time .

Job Context ( Description):

The Recruitment & Selection Specialist will be an important resource for Power

to Change Company as it expands its staffing needs. This position will deal with

recruiting Field and Support staff, reviewing and interviewing job candidates and

providing resources to support company with their recruitment efforts.

Nature of Work:

Administrative job category "working closely with all company departments

heads and managers"

Roles and Responsibilities:

Recruitment:

Core Duties :

Assist the R&S Manager by Supporting staff recruitment.

Filter resumes to identify qualified job candidates.

Search for qualified candidates online to recruit.

Respond to first inquiry emails and send preliminary interest forms.

Attend recruiting events such as annual employment fair.

Communicate with R&S companies.

Weight of duties: 40 %

Key Deliverable: Achieve and deliver right resumes in the planned time table.

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Selection:

Core Duties :

Conduct Preliminary phone interviews and/or first interviews

Check Candidates’ References

Communicate with company's departments on the HR Recruitment & Selection

Procedures

Confirm the job responsibilities and qualifications with Departments Heads and

company managers

Create and compile a wider selection of interview questions


Key Deliverable: Assure of selecting right candidate to the required position with

accuracy not less than 90%

Other :

Supplementary Duties :

Assist the R&S Manager with the short term internship program

Assist the R&S Manager with new staff orientations and building tours

Develop content for recruitment materials

Liaise with Corporate Power to Change marketing to work on recruitment

materials

Assist the R&S Manager and/or HR team with other duties and projects

Write and review job descriptions.


Competencies, Skills, and Knowledge Required for the Position:

Working knowledge of Employment Standards Act and Human Rights Code

Competency in Microsoft Office

Strong written and oral communication skills

A professional approach and demeanor

Strong interpersonal skills

Takes initiative to communicate with various parties

Excellent command of English Spoken/Written.

Well organized and time management

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Experience in conducting interviews (behavioral and situational)

Education:

A Professional Diploma in Human Resources.

Bachelor of business administration.

Occupational Certificates: Not Applicable

Physical Requirements (Special work activities): Not Applicable.

Special Problems/Hazards: Not Applicable.

Work conditions and environment:

Working in a closed office in the administration building.

Dealing with Computer and communication devices and tools.

2. Installation Managers :-

Job Context:-

Direct work crews installing residential or commercial solar photovoltaic or

thermal systems.

Face-to-Face Discussions — 86% responded “Every day.”

Work With Work Group or Team — 32% responded “Very important.”

Outdoors, Exposed to Weather

Contact With Others

Coordinate or Lead Others — 31% responded “Very important.”

Activities:-

Communicating with Supervisors, Peers, or Subordinates — Providing

information to supervisors, co-workers, and subordinates by telephone, in

written form, e-mail, or in person.

Coordinating the Work and Activities of Others — Getting members of a group to

work together to accomplish tasks.

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Getting Information — Observing, receiving, and otherwise obtaining information

from all relevant sources.

Organizing, Planning, and Prioritizing Work — Developing specific goals and

plans to prioritize, organize, and accomplish your work.

Drafting, Laying Out, and Specifying Technical Devices, Parts, and Equipment

— Providing documentation, detailed instructions, drawings, or specifications to

tell others about how devices, parts, equipment, or structures are to be

fabricated, constructed, assembled, modified, maintained, or used.

Responsibilities:-

Supervise solar installers, technicians, and subcontractors for solar installation

projects to ensure compliance with safety standards.

Estimate materials, equipment, and personnel needed for residential or

commercial solar installation projects.

Prepare solar installation project proposals, quotes, budgets, or schedules.

Plan and coordinate installations of photovoltaic (PV) solar and solar thermal

systems to ensure conformance to codes.

Monitor work of contractors and subcontractors to ensure projects conform to

plans, specifications, schedules, or budgets.

Qualifications Needed to perform the job:-

Education: - Related on-the-job experience, or an associate's degree.

Others: - Communication and organizational skills to coordinate, supervise,

manage, or train others to accomplish goals.

Human Behaviors:-

Attention to Detail — Job requires being careful about detail and thorough in

completing work tasks.

Dependability — Job requires being reliable, responsible, and dependable, and

fulfilling obligations.

Cooperation — Job requires being pleasant with others on the job and

displaying a good-natured, cooperative attitude.

Integrity — Job requires being honest and ethical.

Analytical Thinking — Job requires analyzing information and using logic to

address work-related issues and problems.

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Relationship with other jobs :-

Operations Manager, Technicians, Foreman, Installation Technician, Installation

Supervisor.

Performance standards :-

Direct construction or extraction personnel.

Plan layout of construction, installation, or repairs.

Create construction or installation diagrams.

Estimate construction project costs.

Estimate construction project labor requirements.

Tools, equipment and technology :-

Tools

Locking pliers — Channel lock pliers; Vise grip pliers

Pipe wrenches — Large pipe wrenches; Medium pipe wrenches

Power drills — Cordless drills; Impact drills; Right-angle drills

Power saws — Jig saws; Reciprocating saws

Solar radiation surface observing apparatus — Solarimeters

Technology

Computer aided design CAD software — Autodesk AutoCAD Civil 3D; Autodesk

AutoCAD software

Development environment software — Prolog

Electronic mail software — Microsoft Outlook

Project management software — Cost estimating software; Microsoft Project;

Oracle Primavera Systems software

Spreadsheet software — Microsoft Excel

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3. Sales Representatives .

Job Context:-

Contact new or existing customers to determine their solar equipment needs,

suggest systems or equipment, or estimate costs.

Electronic Mail — 100% responded “Every day.”

Telephone — 99% responded “Every day.”

Duration of Typical Work Week — 88% responded “More than 40 hours.”

Contact With Others — 78% responded “Constant contact with others.”


Activities:-

Communicating with Persons Outside Organization — Communicating with

people outside the organization, representing the organization to customers, the

public, government, and other external sources. This information can be

exchanged in person, in writing, or by telephone or e-mail.

Selling or Influencing Others — Convincing others to buy merchandise/goods or

to otherwise change their minds or actions.

Organizing, Planning, and Prioritizing Work — Developing specific goals and

plans to prioritize, organize, and accomplish your work.



Updating and Using Relevant Knowledge — Keeping up-to-date technically and

applying new knowledge to your job.

Responsibilities:-

Prepare proposals, quotes, contracts, or presentations for potential solar

customers.

Select solar energy products, systems, or services for customers based on

electrical energy requirements, site conditions, price, or other factors.

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Provide customers with information such as quotes, orders, sales, shipping,

warranties, credit, funding options, incentives, or tax rebates.

Gather information from prospective customers to identify their solar energy

needs.

Provide technical information about solar power, solar systems, equipment, and

services to potential customers or dealers.


Education: - Related on-the-job experience, or an associate's degree.

Others: - Communication and organizational skills to coordinate, supervise,

manage, or train others to accomplish goals.

Human Behaviors:-

Initiative — Job requires a willingness to take on responsibilities and challenges.

Persistence — Job requires persistence in the face of obstacles.








Commercial Manager, Energy Consultant, Sales Manager, Sales

Representative.


Gather customer or product information to determine customer needs.

Identify potential customers.

Develop content for sales presentations or other materials.

Develop proposals for current or prospective customers.


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Tools :-

Digital cameras — Compact digital cameras

Ladders — Extension ladders

Measuring tapes — Precision tape measures

Notebook computers — Laptop computers

Portable data input terminals — Computerized data collectors

Technology :-

Computer aided design CAD software — Autodesk AutoCAD software; Google

SketchUp software

Customer relationship management CRM software — Salesforce.com ,

Salesforce CRM


Office suite software — Microsoft Office software


4 - Solar Thermal Installers and Technicians:-

Job Context:-

Install or repair solar energy systems designed to collect, store, and circulate

solar-heated water for residential, commercial or industrial use.

Freedom to Make Decisions — 77% responded “A lot of freedom.”

Time Pressure — 55% responded “Every day.”

Frequency of Decision Making — 60% responded “Every day.”

Structured versus Unstructured Work — 46% responded “A lot of freedom.”

Deal With External Customers — 51% responded “Extremely important.”

Activities:-



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Thinking Creatively — Developing, designing, or creating new applications,

ideas, relationships, systems, or products, including artistic contributions.

Performing General Physical Activities — Performing physical activities that

require considerable use of your arms and legs and moving your whole body,

such as climbing, lifting, balancing, walking, stooping, and handling of materials.

Interpreting the Meaning of Information for Others — Translating or explaining

what information means and how it can be used.

Responsibilities:-

Test operation or functionality of mechanical, plumbing, electrical, and control

systems.

Apply weather seal, such as pipe flashings and sealants, to roof penetrations

and structural devices.

Install solar collector mounting devices on tile, asphalt, shingle, or built-up gravel

roofs, using appropriate materials and penetration methods.

Install copper or plastic plumbing using pipes, fittings, pipe cutters, acetylene

torches, solder, wire brushes, sand cloths, flux, plastic pipe cleaners, or plastic

glue.

Identify plumbing, electrical, environmental, or safety hazards associated with

solar thermal installations.


Related on-the-job experience, or an associate's degree.

Human Behaviors:-








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Adaptability/Flexibility — Job requires being open to change (positive or

negative) and to considerable variety in the workplace.


Solar Maintenance Technician, Solar System Installer, Solar Technician, Solar

Thermal Installer.


Maintain mechanical equipment.

Pour materials into or on designated areas.

Cut carpet, vinyl or other flexible materials.

Determine appropriate locations for operations or installations.

Test electrical equipment or systems to ensure proper functioning.


Tools

Ladders — Extension ladders; Fiberglass extension ladders

Locking pliers — Channel lock pliers; Vise grip pliers

Pipe wrenches — Large pipe wrenches; Medium pipe wrenches

Power drills — Cordless drills; Impact drills; Right-angle drills

Power saws — Jig saws; Reciprocating saws

Technology


Office suite software — Microsoft Office software

Project management software — Cost estimating software


Word processing software — Microsoft Word

5-Storage and Distribution Manager:-

Job Context:-

Plan, direct, or coordinate the storage or distribution operations within an

organization or the activities of organizations that are engaged in storing or

distributing materials or products.

Telephone — 96% responded “Every day.”

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Electronic Mail — 92% responded “Every day.”

Contact With Others — 71% responded “Constant contact with others.”

Work With Work Group or Team — 58% responded “Extremely important.”

Activities:-






Coordinating the Work and Activities of Others — Getting members of a group to

work together to accomplish tasks.

Establishing and Maintaining Interpersonal Relationships — Developing

constructive and cooperative working relationships with others, and maintaining

them over time.

Making Decisions and Solving Problems — Analyzing information and

evaluating results to choose the best solution and solve problems.

Responsibilities:-

Prepare and manage departmental budgets.

Supervise the activities of workers engaged in receiving, storing, testing, and

shipping products or materials.

Interview, select, and train warehouse and supervisory personnel.

Plan, develop, or implement warehouse safety and security programs and

activities.

Prepare or direct preparation of correspondence, reports, and operations,

maintenance, and safety manuals. .


A four-year bachelor's degree, coordinating, supervising, managing, or training

others.

Human Behaviors:-


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Leadership — Job requires a willingness to lead, take charge, and offer opinions

and direction.





Achievement/Effort — Job requires establishing and maintaining personally

challenging achievement goals and exerting effort toward mastering tasks.


Cold Storage Supervisor, Customer Service Manager, Distribution Center

Manager, Distribution Manager, Distribution Operation Manager, Load Out

Supervisor, Shipping Manager, Shipping Supervisor, Stores Supervisor,

Warehouse Manager


Supervise employees.

Schedule activities or facility use.

Resolve customer complaints or problems.

Monitor performance of organizational members or partners.

Inspect condition or functioning of facilities or equipment

Tools, equipment and technology:-

Tools

Bar code reader equipment — Barcode scanners

Mobile phones — Cell phones

Notebook computers — Laptop computers

Radio frequency data communication equipment — Radio frequency handheld

terminals; Radio frequency truck-mounted terminals

Radio frequency identification devices — Radio frequency identification RFID

devices

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Personal Planning

In order to define the personal planning we have to decide what positions the firm will have to

fill, and how to fill them.?

The company is under establishment so all positions are targeted to be filled complying our

recruitment strategy. The manpower of the company is around 300 employee distributed as in

the Organization chart. According the following graph

The personal planning depends on the market researches concerning the same companies

playing in the firm taking under consideration the main factors affecting the company

profitability like (sales volume , Market share, number of sales representatives & Technicians)

The most famous techniques used are: Trend analysis, Ratio Analysis, Scatter plot and

Computerized Forecasting.

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Our researches are based on a selected one which complies with the computer technology

named: Computerized forecasting described as follows

The use software packages to determine of future staff needs by projecting sales, volume of

production, and personnel required to maintain a volume of output.

Recruiting

Recruitment can be broadly split into two areas Sourcing and Selection. Sourcing is the stage

which encompasses candidate attraction, while the selection stage encompasses the

interview, tests and offer process.

Outside Sources of Candidates

Executive recruiters (headhunters)

Special employment agencies retained by employers to seek out top-

management talent for

their clients.

Will be used in order to fill top management positions

Advertising

The Media selection of the best medium depends on the positions for which the

firm is recruiting.

Newspapers (local and specific labor markets)

Trade and professional journals

Internet job sites

Marketing programs

Constructing an effective ad

Wording related to job interest factors should evoke the applicant’s attention,

interest, desire, and action (AIDA) and create a positive impression of the firm.

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Job Details:

Job Location: Cairo, Egypt Company Industry: Solar energy services

Company Type: Employer (Private Sector) Job Role: Administration

Employment Status: Full time Salary: Negotiable

Career Level: Mid Career Years of Experience: Min: 3

Gender: Male

Example

Sales Representative

About Company:

Solar Tech Company was established in 2015 as a Medium business, with a specialization in Uses of solar energy in power generation.

Principal Duties and Responsibilities:

Assisting in the completion of transaction related data and forms in the system.

Reviewing the transaction summary to insure accurate and complete information for

documentation and purchasing.

Using the company’s software to create reports to track detailed sales information for

review and comparison with headquarters' records.

Preparing sales analytical and statistical reports.

Training Sales Administrators on process, procedures and functions of the unit.

Education:

Bachelor's degree / Business Administration (English Sector)

Prefer Sales Diploma

Solar Tech offers competitive compensation and benefits including bonus and Incentive programs

reflect how much we value and care for our own employees.

Interested candidates please send your CV to [email protected]; please write the position title

and Job Code in the email subject, otherwise the CV will not be considered.

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Selection

A selection procedure designed to predict future job performance on the basis of applicants’

oral responses to oral inquiries.

As we stated before positions rather than top management positions will be filled by using

advertisement and job fair campaigns, the HR recruiting team has to prepare the selection

criteria based on the Job Analysis of each position. The team should prepare with the tests

need for candidates with the help of line and top managers, all test should supporting both

basics of test, Reliability and validity

Reliability

The consistency of scores obtained by the same person when retested with the identical or

equivalent tests.

In other words Are the test results stable over time?

Validity

The accuracy with which a test, interview, and so on measures what it purports to measure or

fulfills the function it was designed to fill.

In other words – Does the test actually measure what we need for it to measure?

All candidate interviews should be in a structured format in order to rate and quantify the

interview and interviewee.

The questions during the interview should also cover Situational , Behavior & Job Related

questions.

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Recommendations

--------------------------------------------------------------- Reference to our company strategies, the recruitment and placement policies & procedures will be adopted in order to hire all staff from outside the company "Under Establishment” rather than Internal Recruiting ,top managers will be through Executive Recruiters , Remaining staff (Administrative and Technicians) through Advertising and Job Fairs, In future, we recommend for top managers positions it will be through internal Recruitment.

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Module Three Training & Development Strategies ---------------------------------------------------------------- According to our Human Resources Strategies, we will strive for excellence in our

approach to developing our employees. We will:

Value our employees and their impact on Solar Tech ability to achieve the

organizational change needed to develop ourselves and the communities we

serve

Regularly and systematically review our approach so that we always have a

balance between equipping people to deliver current business goals, preparing

them for the changing requirements of future roles and offering some

opportunity for personal growth

Innovate and learn from best practice and achieve excellence in everything we

do. Develop a leadership strategy that recognizes the benefits of leadership

competencies through the integration of business planning, performance

monitoring and personal performance and development reviews. Recognize our

management leaders as learning individuals who will encourage and support

others in their desire for learning and improvement

Recruit and retain a high quality and motivated workforce by encouraging input

and development of our employees at all levels

Use technology and our relationships with high quality providers to create a

range of learning opportunities accessible to our employees, and make

associated resources available to continue to develop learning.

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Employee Orientation

Employee orientation is part of a long-term investment in our

new employees . It is an initial process that provides easy

access to basic information, programs and services, gives

clarification and allows new employees to take an active role

our company.

All our new employees are subjected to Induction Program which consists of

Two Weeks Prior to First Day

Ensure the new employee has a work space, desk, computer, telephone and all

appropriate materials and equipment to function adequately

Submit “Request for Network Accounts and / or Computer Equipment” form to

the OCIO service desk

Make appointment with Transportation and Works for ID card

Prior to First Day

Maintain open communication with the new employee and provide contact

information

Discuss what to expect during initial period of employment and any probation

requirements

Advise employees in the department that the new employee is starting and what

he / she will be doing

Identify manuals, policies, procedures, and any other important materials for the

first day

First Day

Personally greet the new employee and introduce colleagues

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Provide an introduction to the department, the person’s job, and critical policies

and procedures

Familiarize the new employee with the role and function of the Strategic Human

Resource Management Division and Corporate Services Payroll

Review fire / emergency evacuation procedures including policies, procedures

and general norms

Assign an employee mentor or "go to" person who will help guide the new

employee and answer his/her questions

Within First Week

Orient the new employee to the work environment

Establish a foundation to develop effective working relationships

Discuss vision, mission, goals and organizational structures

Review job expectations and begin to provide feedback

Review Occupational Health and Safety policies and procedures

Review Probationary / Trial Period and set follow-up date

Within Two Weeks

Acquaint new employee with department policies, procedures, and job

expectations

Employee to review online Employee Orientation Handbook

Complete Orientation Checklist .

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New Employee Orientation Checklist

Employee Name: Hire Date: Department:

DAY ONE Dept. Human Resources Instructor Name :

POLICIES :

Vacation and Sick Leave Holidays Time and leave reporting

Absenteeism E-mail and Internet usage Dress code

Code Of conduct and Ethics Safety Visitors

Office Tour:

Copy Room Telephone system/Extension Business Cards

Conference Room Lunchroom/Kitchen Organization Chart

Office Forms Restrooms Alarm System Code

Fax Machines Supply Storage Office/desk/work station

Performance Management:

Job Descriptions Performance Standards Performance Appraisal

Process

Benefit Information

Insurance Retirement Paid Time Off

DAY TWO Dept. Function Instructor Name :

POSITION INFORMATION :

Introductions to team and department

staff.

Review initial job assignments

and training plans

Review job expectations

Teamwork Annual Goals

I received new employee orientation and understand each of the above policies and procedures. I

understand the importance of following these procedures in order to participate as a successful

member of my department.

Employee Signature: Date:

Human Resources Specialist : Date:

Function Supervisor Signature: Date:

(Instructions for HR: The original page is retained in the employee’s Personnel File. Give a copy to

the employee.)

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Training and Developing our Employees

Developing an Effective Employee Training Program

We will use ADDIE MODEL for Developing an Effective Employee Training Program

Training Need Analysis TNA

Organization Analysis

Strategy

we will provide needed training to our Employees to support them achieving a 100 M Revenue (Business Strategy ).

Budget

We have a sufficient budget for needed training programs.

Expertise

According to our Recruiting Strategy that we will hire Executives and top Management through HEAD HUNTING we will use this advantage in our company to use their experience as an internal trainers for our staff and lower the budget of training ( HR Strategy)

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Personal Analysis (who need training? )

We will make a Gap analysis between our standard job description and actual employee’s characteristics (KSA) in order to provide customized training for our employees to support them achieving organization goals Example : Negotiation Skills (Sales People) Leadership (Managers)

Task Analysis (in what we need training ?)

We will determined which processes are important and frequent and difficult to give training on it Solar Cell Assembly Solar Cell Maintenance Solar Field Design

Design an Effective Employee Training Program

Determine Training Objectives By the end of training (during 1st year ) our employees will be able to achieve the organization goals through increasing their knowledge, skills and abilities and that training will be adequate with policy and procedures of the company under supervision of line mangers. For Example : In order to give our Technicians needed knowledge to start their career with us, We will provide them with SOLAR PHOTOVOLTAIC (PV) TECHNOLOGY Training

COURSE OBJECTIVES

By the end of this training Participants will be taught the fundamentals of solar photovoltaic (PV) technology and practical knowledge on the design and installation of standalone and grid-connected PV systems. The design of lightning protection for PV systems, and local code of practice of PV design according to Egyptian Ministry of Electricity and power Standards . At the end of this training participants should be able to Install and maintain all solar photovoltaic systems by 70 %.

WHO SHOULD ATTEND

Technicians, assistant engineers and engineers.

MINIMUM ENTRY REQUIREMENTS

Not applicable.

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COURSE OUTLINE :

Solar Radiation, Solar Cells and Solar Module

Solar Radiation ( air mass, energy density, sun radiation in Singapore)

Types of solar cells

Standard Test Condition (STC) & IV curve of solar cell

Electrical characteristics of a solar cell

Module configuration ( series-parallel of solar cells in a module, effect of shading,

hot spot heating and use of bypass diode)

Module mechanical and electrical structure consideration.

Design of Standalone System

PV modules

Selection of batteries

Use of charge controller

Choice of inverters

Sizing of DC cables

Stand-alone system sizing and design

Design of Grid-Connected System

Grid-connected system types and advantages

System sizing and economics

Obtaining interconnection agreement

Net metering

Sizing of grid-connected system

Design of Lightning Protection System

Lightning protection & surge protection

Earthing of grid-connected PV system

Local Code Of Practice And Requirements on PV Systems

Safety standards and requirements

System performance & design parameters

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PV Related Power Quality Issues

PQ standards & measurements

Case studies

Demonstration and Site Measurements of Grid Connected PV System

Site: Farafra Oasis Solar field.

COURSE LEADER

Course Leader: Operation & Projects Director

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Develop an Effective Employee Training Program

All training curriculum and materials will be developed by our experienced top and line managers Solar Tech will Facilities training room for soft skills and tech. lab for job related technical skills.

Implementation

In this phase we will decide which training method is appropriate for each training . For knowledge acquirement we will use presentation method. For Skill acquirement we will use Hands on method. For Abilities acquirement we will use Group-based method. For Example In the above mentioned training “SOLAR PHOTOVOLTAIC (PV) TECHNOLOGY Training” we will use hands on and presentation methods.

Evaluation Training evaluation will be held through 5 stages which is :

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Performance Management ---------------------------------------------------------------- The process we use to make sure our employees are working toward Solar Tech goals. Consists OF : 1. Goal Setting 2. Coaching & Support 3. Performance Appraisal 4. Continuous Improvement 5. Rewarding

GOAL SETTING

Company GOALS Should be SMART:

OUR MAIN GOAL IS : To achieve 100 M Revenue by end of 2016 (Business Strategy ) – Specific, and clearly state the desired results. To achieve – Measurable in answering “how much.” 100 M Revenue – Attainable, and not too tough or too easy. – Relevant to what’s to be achieved. – Timely in reflecting deadlines and milestones. end of 2016

Coaching & Support

According to our Recruiting Strategy that we will hire Executives and top Management through HEAD HUNTING we will use this advantage in our company to use their experience in Coaching and mentoring

Performance Appraisal

Steps in Appraising Performance

1. Defining the job and performance criteria 2. Appraising performance 3. Providing feedback session

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Appraisal Form Example for Sales Manager

Performance Review Guidelines for Managers

The Performance Review Form provides periodic written review of individual performance, in the context of the ongoing

performance management process. It is designed to facilitate constructive discussion between the employee and manager in

order to clarify performance objectives, provide feedback about the employee’s performance with respect to skills and behaviors,

provide a framework for identifying the employee’s development plans, and serve as a basis for merit increase decisions.

Managers and employees are responsible for completing a yearly performance review as part of ongoing performance

discussions. Preparation for the performance review discussion should begin with the employee completing a self-appraisal.

Employee Self-Appraisals offer numerous benefits to the appraisal process including greater perceived accuracy, fairness and

improved understanding of the demands and expectations of the organization. We recommend that the Self-Appraisal be

completed and submitted to the manager approximately 2 weeks prior to the Performance Appraisal discussion.

The Human Resources Department is available to answer questions and to provide assistance to managers and staff members

on any aspect of the performance management process, including the performance review form.

Major Areas of Responsibility (This is what the employee does)

This section of the Performance Review form is used to record the three or four major activities or goals that the employee is

responsible for in their job as well as the evaluation criteria for these. The major activities typically reflect duties described in the

job description and/or performance goals. Evaluation criteria encompass such standards as impact, timeliness, cost

effectiveness, client satisfaction, accuracy, consistency, etc. During the review period, the manager and staff member are

encouraged to review progress in meeting identified goals or activities, and may decide to revise, add, or delete any of these in

order to best meet changing organizational needs.

Performance Competencies—Skills and Behaviors (This is how the employee does it)

At the beginning of the review period, the manager and employee are responsible for reaching a shared understanding of the key

skills and behaviors as they relate to the individual’s job description. While the employee will be evaluating him or herself

regarding the key skills and behaviors, the manager is ultimately responsible for assessing the staff member’s performance

against the agreed upon performance expectations and reviewing the assessment with the individual. Performance that does not

meet expectations should be addressed in the Development Plan section of the Performance Review.

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Development Plan

There are four kinds of Development Plans:

1) Development to close performance gaps: the manager, in conjunction with the staff member, should identify development plans

for any goals, skills or behaviors which are assessed at the “Needs Improvement” performance level.

Development plans which address performance at the “Needs Improvement” performance level should be reviewed and

discussed through ongoing performance discussions.

2) Development to enhance job skills and performance: plans identified by a manager with the individual to provide opportunities

for a staff member to enhance job-related skills and performance.

3) Development for career advancement: plans identified by the manager and individual to enhance the promotability of a staff

member.

4) Development for career exploration: staff members may initiate a development plan to provide opportunities for career

exploration through cross-training or mentoring activities

Overall Assessment

This section contains a brief summary of the employee’s overall performance. It also contains an overall assessment of the

employee’s performance level (Outstanding, Above Expectations, Meets Expectations, Below Expectations, Needs Improvement).

Employees do not complete this section on the Self-Assessment form.

Performance Goals and Expectations

This section is used to begin the performance management process for the next review period. Goals typically reflect major

job activities and may be modified throughout the year based upon changing organizational needs.

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Performance Review Sales Manager Name ___________ Date of Review Job Title Department___________________________ Date Appointed to this Position___ Review Period________________ Manager’s Name and Title_______________________________________________________________

Section I—Major Areas of Responsibility

Major Areas of Responsibility/Goals—These typically relate to the major activities that the employee performs on

the job and/or the goals that have been discussed and established by the manager. This is also an opportunity to describe noteworthy accomplishments. (Note: the job description should be reviewed and updated, if necessary, as part of the Performance Review process.)

Objectives KPI Weight Achievement Total

Revenue To Achevie 1 M EGP By end

of 2016 40

Lead Flow To reach 2 new leads per

month 20

Conversion Rate To achieve 60 % of leads converted to customers

20

Customer Satisfaction

To achieve 95 % 20

= %

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Section II—Performance Competencies (Skills and behaviors)

Manager rates employee across these standard competency areas; providing additional comments and notes as is appropriate. Additional skills and behaviors may be added if appropriate.

Performance Ratings:

Competency Area Notes/Comments

Outstanding

5

Above Expectations

4

Meets Expectations

3

Below Expectations

2

Needs Improvement

1

Sales Planning & Control

Managing Resources

Taking Responsibility

Customer Focus

Problem Solving/Creativity

Collaboration/Teamwork

Communication/Interpersonal Skills

Assessment Definition Degree Outstanding Consistently far exceeds expectations 5 Above Expectations Consistently meets and frequently exceeds expectations 4 Meets Expectations Consistently meets and occasionally exceeds expectations 3 Below Expectations Occasionally fails to meet expectations 2 Needs Improvement - Frequently fails to meet expectations 1

= / 35

= %

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Section III—OVERALL ASSESSMENT

In order to calculate OVERALL ASSESSMENT use ( 80% what : 20 % How)

Summary Comments:

Overall Rating:

%

Section IV—Growth and Development Plan To be completed by the employee: Describe two or three of your top strengths and one or two development needs. Provide this to your manager for discussion and review.

Strengths:

Growth/Development Opportunities:

What will the employee do? (This can be as simple as reading a book, serving on a team, observing someone who does it well, asking for feedback on a behavior that you’re trying to change, etc.)

What can the manager do to support this?

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Section V Acknowledgment

Staff Signature Date

I have read this appraisal and it has been discussed with me. I understand that signing this appraisal does not necessarily mean that I agree with all of the information in it; I have time of seven working days to complain. Comments (optional): Manager’s Signature ______ Date

Section VI — Recommendations

Promotion Transfer Bonus

Merit Raise Demotion Termination

Others ـــــــــــــــــــــــــــــــــــــ

Plant Manager’s Signature Date

HR Manager’s Signature Date

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Performance Goals & Expectations (for next review period)

Name: ____ Review Period Start Date: _ Job Title: Manager’s Name: __________________________

Goals for Next Review Period (To be completed by the employee and then discussed and agreed upon with the manager). Identify three to five goals to be accomplished during the next review period by

thinking of the major activities related to your job. At the end of the review period, rate how well these goals were achieved. Keep in mind that during the review period, goals and evaluation criteria may be revised, added, or deleted in order to best meet changing organizational needs. This form should be helpful in completing next year’s performance review.

SMART Goal (Specific, Measurable, Attainable, Realistic, Timely) How we know it was achieved

Production Manager’s Signature Date

Plant Manager’s Signature Date

HR Manager’s Signature Date

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Career management

Solar tech is newly established so regarding career management we will depend on three

main Pillars these Pillars are individual, managers and organization

Individual role

take responsibility for the career for each one inside the company training to be always

seeking for information and resources of these information and each individual person have

clear goal like what will be move after 5 years inside the company and keep always link

between them and their manger to get feedback from them to avoid the mistakes and to be on

the track

Managers Role

will be responsible for keeping contact with their employees through support them by

feedback about their performance and clarify their strengths points and what is weakens to

avoid it but never give them negative feedback also keeping discussing with employees about

their career development and support them to take action to be more effective inside the

organization and take the actual steps That will help them to develop their career

development

organization role

the fact is the individuals and manger they can be worked without the company policies and

procedures also our company will provide our employees effective training opportunity from

day one, we as a company have job variety for our staff to build strong organization that

established on variety and giving opportunities to everyone inside organization to achieve

individual goals that will lead to make us market leader.

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Recommendations

---------------------------------------------------------------- In the beginning we have not any succession plans due to we are under establishment but in the long term plan we will develop ours. In the beginning we made our TNA based on GAP Analysis between our standard job description and actual new employee’s characteristics but in the long term plan we will also add employee’s Performance Appraisal to be trained in areas needs development.

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Module IV Compensation & Benefits Strategies ----------------------------------------------------------------

The main activities for the Compensation & Benefits Division are the development,

implementation and maintenance of a competitive and equitable compensation and benefits

policies and programs that will enable the company to attract, retain and motivate highly

qualified people. The division is also responsible for job classifications and management of

merit-based pay system in line with company’s policy of reinforcing pay for better

performance. The division takes a lead in developing compensation packages and reward

systems that enable the company to attract, retain and motivate high performing quality staff.

The Compensation & Benefits should be able to identify and recommend competitive pay and

rewards systems in line with the current trends in similar organizations.

Solar Tech. rewards excellence.

At Solar Tech., our greatest resource is our people. Our "pay for performance" philosophy

ensures that our people's accomplishments are recognized and rewarded appropriately. Our

competitive compensation and benefits including bonus and stock ownership programs reflect

how much we value and care for our own.

Salary and Rewards

Solar Tech. rewards success — the greater the success, the greater the reward. We proudly

offer:

Competitive salary and vacation

Bonuses and Recognition Awards

Stock Ownership for all employees

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Being Well / Well Being

Medical

For Solar Tech. people and their families, our medical plan options include:

Exclusive Provider Organization (EPO) plans

Preferred Provider Organization (PPO) plans

Prescription Drug Plan

Dental

Solar Tech. is proud to offer employees an excellent dental program covering a wide range of

services.

Vision

Solar Tech.'s Vision Plan offers routine eye exams and an allowance toward the purchase of

frames, lenses and contact lenses.

Disability

Solar Tech. offers both Partial and Total disability benefits:

Partial disability: Full salary for up to 1 month / served year

Total disability: Full salary for up to 2 month / served year

Life Insurance

Solar Tech. provides the following:

Life Insurance for employees

Life Insurance for employees' spouse and children

Accidental Death and Dismemberment Insurance (AD&D)

Travel Accident Insurance

Option to purchase additional coverage at low group rates

Additional Benefits

Long-term Care Insurance, Critical Illness Insurance and family Insurance benefits are also

available to Solar Tech. employees at a discounted rate.

Planning for the Future

To ensure Solar Tech. People enjoy a secure, comfortable retirement, we offer two programs:

Profit sharing based on business results

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Company-funded retirement plan

Additional Employee Programs

Our progressive work/life programs include:

Near-site back-up childcare centers

Emergency in-home care for dependent children and adults

Academic Advisory Services and Tuition Assistance

Personal Service, including health & wellness, legal, and financial

Counseling Services

Relocation Assistance

Equity

Solar Tech apply all forms of equity which is

External Equity

Internal Equity

Individual Equity

Procedural Equity

Establishing Pay Rates

The salary survey

We will use JOB MASTER Salary survey.

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JOB EVALUATION

By Points Method SELECTED POSITIONS

Top Management

CEO

CFO

Accounting Manager

Solar Power Project Manager

Middle Management

Accountant

Solar Power Engineer

Solar Field Supervisor

HR Recruiting Specialist

First Line

Solar Installer

Solar Field Technician

Security Officer

Document Achiever

Office boy

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CEO F 6 125 G 6 72 FF 2 24 D 6 44 N/A N/A 0 0 15 12 292

CFO F 6 125 F 6 62 FF 2 24 D 6 44 N/A N/A 0 0 15 12 282

Solar

Power

Project

Manage

r

E 6 110 F 6 62 EF 3 22 D 4 30 A 1 2 0 15 12 253

Account

ing

Manage

r

F 5 110 E 6 53 DF 2 14 D 5 36 A 1 2 0 15 12 242

Solar

Power

Enginee

r

D 5 85 C 4 25 DF 2 14 C 3 21 A 1 2 12 15 0 174

Account

antB 5 65 B 4 22 AF 1 6 B 2 16 N/A N/A 0 12 15 12 148

Solar

Field

Supervi

sor

C 5 75 C 3 21 CF 1 9 B 3 19 A 2 6 0 0 0 130

HR

Recruiti

ng

Speciali

st

A 5 55 A 3 16 AF 1 6 D 1 17 A 1 2 12 15 0 123

Security

OfficerA 4 46 D 5 36 BF 3 12 D 2 20 A 1 2 0 15 0 131

Docume

nt

Archiev

er

A 4 46 A 1 10 AF 1 3 B 1 13 B 1 6 0 15 0 93

Solar

InstallerA 4 46 A 1 10 N/A N/A 0 B 1 13 C 3 23 0 0 0 92

Solar

Field

Technici

an

A 5 55 A 1 10 N/A N/A 0 D 1 17 C 3 23 0 15 0 120

Office

boyA 1 20 N/A N/A 0 N/A N/A 0 D 1 17 C 1 10 0 0 0 47

JobAdv.

English

Table 1 Table 2 Table 3 Table 4 Table 5 Additional PointsTotal

PointsPoints Time

Physical

EffortPoints

Hand

TypingComputerPoints H.L Super.

No.

Super.Points H.L Cont. Why ?

Experien

ce

Educatio

nPoints

Act.

Dec.

Super.

Rec.

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SIMILAR JOBS INTO PAY GRADES

CEO 12 $80,000

CFO 11 $50,000

Solar Power Project Manager 10 $20,000

Accounting Manager 10 $18,000

Solar Power Engineer 8 $10,000

Accountant 7 $8,000

Solar Field Supervisor 6 $6,000

HR Recruiting Specialist 6 $4,000

Security Officer 5 $3,500

Solar Field Technician 5 $3,300

Document Archiever 3 $2,500

Solar Installer 3 $2,800

Office boy 1 $1,500

Grade Currently PaidJob

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PAY GRADES

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PAY GRADES

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PRICING EACH PAY GRADE

From above graphs, we can get each grade pay rate as follows,

Grade PAY RATE

12 $80,000

11 $50,000

10 $20,000

9 $15,000

8 $10,000

7 $8,000

6 $5,000

5 $3,500

4 $3,000

3 $2,650

2 $2,000

1 $1,500

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FINE-TUNE PAY RATES

Developing Pay Ranges

Grade Min Point Mid Point Max Point Pay Range

12 $61,600 $80,000 $98,400 60%

11 $38,500 $50,000 $61,500 60%

10 $15,400 $20,000 $24,600 60%

9 $11,550 $15,000 $18,450 60%

8 $8,000 $10,000 $12,000 50%

7 $6,400 $8,000 $9,600 50%

6 $4,000 $5,000 $6,000 50%

5 $2,800 $3,500 $4,200 50%

4 $2,475 $3,000 $3,525 40%

3 $2,186 $2,650 $3,114 40%

2 $1,650 $2,000 $2,350 40%

1 $1,238 $1,500 $1,763 40%

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FINE-TUNE PAY RATES

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FINE-TUNE PAY RATES

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FINE-TUNE PAY RATES

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PAY FOR PERFORMANCE AND FINANCIAL INCENTIVES

PCS

WORK

STD.

HOUR

MERIT

PAY

PERF.

BONU

S

STRAIG

HT

SALAR

Y

STRAIG

HT

COMM

SION

COMB

IPR

OFIT

SHAR

EESO

PGA

IN

SHAR

ING

STOCK

OPTIO

N

ANNU

AL

BONU

S

CEOــــ

++

+ــــ

+ــــ

++

+CFO

ــــ+

++

ــــ+

ــــ+

++

Opera

tions

Mng.

++

++

++

++

ــــ+

Acc. M

ng.ــــ

++

++

++

+ــــ

+Sal

es Rep

.+

ــــ+

++

++

++

++

ــــــــ

Accou

ntant

ــــ+

++

++

++

ــــــــ

Instal

ation

Super

visor

++

++

++

++

+ــــ

ــــHR

Admin

.ــــ

ــــ+

++

++

+ــــ

ــــSec

urity O

fficer

ــــــــ

++

++

ــــ+

ــــــــ

Doc. A

rchive

rــــ

ــــ+

+ــــ

+ــــ

+ــــ

ــــTec

hnicia

n+

++

++

+ــــ

+ــــ

ــــOff

ice Bo

yــــ

ــــ+

+ــــ

+ــــ

+ــــ

ــــ

EXECU

TIVE

INCEN

TIVES

Job

Individ

ualSA

LESGR

OUP

INCEN

TIVES

ORGA

NIZAT

IONInc

ent

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BENEFITS & SERVICES

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Recommendations

---------------------------------------------------------------- Reference to our company strategies, the recruitment and placement policies & procedures will be adopted in order to hire all staff from outside the company "Under Establishment” rather than Internal Recruiting ,top managers will be through Executive Recruiters , Remaining staff (Administrative and Technicians) through Advertising and Job Fairs, This will reflects on Compensation and benefits plans that in the beginning it will cost a big budget for hiring head hunted top managers but after developing our Succession plans we will recruit internally our Executives which will reflects on lowering our Compensation and benefits budget.

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Summary and Conclusion

---------------------------------------------------------------- Entering MENA Market in Photovoltaic field is not an easy target but by establishing SOLAR TECH. we decided to win the challenge and to be a reputable company developing the energy future of MENA. Having strategic management without evaluation and control is like playing football without any goalposts. Unless strategic management improves performance, it is only an exercise. In business, the bottom line measure of performance is making a profit. If people aren’t willing to pay more than what it costs to make a product or provide a service, our business will not continue to exist.

Module 1: Strategic Management

Explains market analysis (PEST – PORTER –SWOT ) then we formulated long – medium – short term strategies either business or Hr Strategies

Module 2: Recruitment, Selection & Hiring

In this module we started to implement strategies according to compensation and benefits plans to source, recruit and select appropriate candidates to be hired in our company .

Module 3: Training & Development

In this module, we developed our training, development and performance plans based on our

pre-developed strategies and make usefulness of recruiting recruiting to develop internal training

programs and lowering the budget of training.

Module 4: Compensation & Benefits

In this module we developed pay rates, pay for incentives and benefits plans. We considered our recruiting and training strategies to provide competitive packages for Executives and Top Management. We put our Total Reward Excellence Policy. Finally, in this project we considered integration between all modules to establish a new standalone company with high proficiency to provide our customer high-value add solutions through building on our strong foundation in photovoltaic leaders and our commitment to innovation to drive the efficiency, quality and profitability of our products.

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REFERENCES ----------------------------------------------------------------

Books (alphabetical order)

Wheelen-13ed-Strategic_Management_and_Business_Policy

Human Resource Management (13th Edition) by Gary Dessler

Websites (alphabetical order)

https://www1.np.edu.sg/cet/crm/home.aspx?id=272c3eff-86ed-df11-848f-0010184d147a

http://www.greenrhinoenergy.com/solar/industry/ind_substitutes.php

New and Renewable energy Authority www.nrea.gov.eg

Ministry of Electricity & Energy in Egypt

Articles (alphabetical order)

https://www1.np.edu.sg/cet/crm/home.aspx?id=272c3eff-86ed-df11-848f-0010184d147a

http://www.greenrhinoenergy.com/solar/industry/ind_substitutes.php

http://www.nrea.gov.eg/

Solar Tech- HR Final Project

Documents

Transcript of Solar Tech- HR Final Project