TECHNICAL DEVELOPMENT IN THE DRUG SECTOR

EUROPEAID/

Training in Pharmaceutical Lot 1:"Managerial Training" Trainer Guide Human Resources Management in the Drug Sector Training programme

Integrated Development Consultants (IDC)

August 2006

TABLE OF CONTENTS 1. STRATEGY 1 ORGANIZATION OF THE COURSE 2 COURSE EVALUATION 3 TRAINING PRINCIPLES 3 TRAINING PROGRAMME CONTENTS 4 SESSIONS PLAN 8

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SUMMARY OF THE EXERCISES 30

Human Resources Management in the Drug Sector Training 1. STRATEGY MAIN OBJECTIVE: The main objective of this programme is to raise The Trainees abilities to understand the Meaning of "Management ", as a dynamic process, as a Continuous Process. The Trainees must know what The Management Requires, the utilities available resources to achieve its objectives, how to deal with HR and how they can utilise such resources to feel finally satisfied. Many concepts, behavioural models, and exercises for HRM theories / strategies will be discussed to determine limits and requirements of their application to introduce an effective HRM program within The Pharmaceutical Sector to help those trainees to adjust with such changes & improvement in their style, and secure provision of maximum & excellent training services and Stake Holders satisfaction. PURPOSE: Providing The Trainees with HRM knowledge to improve Management Structure in Pharmaceutical Sector. This includes diagnosing the present situation, introducing changes required in Management Structure and improving The Managerial & Behavioural Skills that help management changes to take place. SUB OBJECTIVES: 1. Trainees behaviour has to be changed. They have to be Leadership Personnel and Decision Makers. 2. They will know the main Items of Management (Planning, Organizing, Directing and Motivating). 3. The Management it self is a big since but in this course Trainees are going to explore the roll of HR in Management. 4. Trainees will know: * how to achieve the maximum performance and advantage of the people under their authority * How to evaluate them * How to improve their abilities and relations How to do monitoring and control and forecast / evaluate due to a scientific measurements 3

How to design their unit within The Organization and analyzing the jobs in it and finally how to deal with the HR computer system if there is one there. Core Competencies The topics of the HR Management Training Program cover both managerial knowledge and skills which includes mainly: The Managerial Decision Making as an important skill for Managers (Seniors and Juniors) Over viewing HRM items, policies and Activities Reorganising, improving and developing employees performances The different rewarding Systems and methods Controlling, Monitoring and Forecasting units in the Pharmaceutical Sectors Doing different types of Analysis HRM information Strategy and how to permanently improve it gradually 2. Organization of the Course (1) The course will be given over a period of 5 days 5 hours each. (2) The time of each training day will be divided as follows: 30-40% for lectures. 60-70% for exercises, case studies, and group discussions. The following is the general planning of each training day: Time 9:00 - 9:15 Subject Introduction - The Objectives of the Course - The Methodology Pre-test The First Session The Second Session Break 4

9:15 9:30 9:30 10:30 10:30 11:30 11:30 12:00

9:30 9:50 Lecture 9:50 10:15 Exercises 10:15 10:35 Lecture 10:35 11:00 Exercises

12:00 13:00 13:00 14:00 14:00- 15:00 15:00 15:30

The Third Session The Fourth Session The Fifth Session Evaluation the Day

11:30 11:50 Lecture 11:50 12:15 Exercises 12:15 12:35 Lecture 12:35 13:00 Exercises 13:00 13:20 Lecture 13:20 13:45 Exercises

Course Material The material includes the following manuals: Trainees manual to be handed out to Trainees. Exercises and case studies to be conducted by trainees. Trainer manual for the use of Training Course as a guidance is going to be handed to the Trainer. Data show presentation.

3. Course Evaluation Evaluation of the Training Programs is going to be achieved through daily evaluation and end-of-program evaluation. Toward this end, two evaluation formats are to be designed and distributed: The first one for the daily evaluation The second one for the end-of-program evaluation. The evaluation format includes the following items: * The Trainee Opinion regarding the main and subsidiary topics which are presented for two perspectives: Their quality from the scientific perspective, along with their clarity and order. Their practical value; i.e. degree of their contribution to enhancing of trainees efficiency through acquiring relevant skills in this respect. * Relevancy of the training material with the trainees work nature and dynamics. * Evaluation of the trainer by the trainee concerning the trainers readiness and method of exposing the training materials, stimulating the trainee to participate and interact. * The trainees view points regarding the topics presented in the program and should be more emphasized upon in future training programs. * Degree of trainee participation in the training events. 4. Training Principles The following basic rules to be followed during Training Sessions: 1. Follow the principles of adult learning 2. Do not lecture, use participatory training. 3. Respect all the trainees 4. Respond to the needs of the trainees 5. Smoothly control the class performance 6. Make sure the room is smoke-free 7. Ask trainees to shut off their mobile

5. Training Programme Contents

1.

Introduction

1.1 1.2 1.3 1.4 1.5 1.5.1 1.5.2 1.5.3 1.5.3.1 1.5.3.2 1.5.4 1.5.5 1.5.6 1.7 2. 2.1 2.2 2.2.1 2.2.2 2.2.3 2.2.4 2.2.5 2.2.6 2.2.7 2.3 2.3.1 2.3.2 2.3.3 2.3.4 2.3.5 2.4 2.5 2.6 2.7 2.8 2.9 2.9.1 2.9.2 2.9.3 2.9.4 2.9.5

What is Management? Managerial Process Management Unit as a System Transformation Process and Elements of Managerial Process Main Items of Management Planning Function Organization Directing Motivation Managerial Leadership Managerial Communication Controlling Performance Appraisal Decision-Making The Role of Human Resource Item in Management Human Resources Management Defined Human Resources Management Goals Achieving high performance through people Enhancing motivation, commitment and job engagement Maximizing human capital advantage Utilizing knowledge management Resourcing of human resources Evaluating employees Managing and improving employees' relations Human Resources Management Activities Organization Design The employment relationship Resourcing Performance management Human resource development Reward management Industrial relations Health and safety Welfare services Provision of HR services including managing Human Resources Management Process Strategic Human Resources Management HRM policy Change management Competency based HRM Knowledge management 8

2.9.6 2.9.7 2.10 2.10.1 2.10.2 2.10.3 3. 3.1 3.2 4. 4.1 4.2 4.3 4.4 4.5 4.6 4.7 4.7.1 4.7.2 4.7.3 4.8 4.9 4.10 4.11 4.12 4.13 4.14 4.15 4.16 5. 5.1 5.2 5.3 5.4 5.5 5.6 5.7

Job and role analysis How HR Impacts on Organizational Performance Human Resources Management in Context Contingency theory Contextual factors Responses affecting people Orientation to Human Resource Polices and their Application in The Pharmaceutical Sector Barriers to the implementation of HR strategies, Policies and Programs Example for Setting out the HR strategy and Policies On-the-job training Being prepared for the Employees First Day Orienting the New Employee Taking the Time to Get Acquainted Asking About a New Employees Experience Painting the Big Picture Identifying Your Initial Focus Knowledge, Skills, and Attitudes for Success Knowledge Skills Attitudes Training for Skills While Retaining Good Attitudes Developing New Employees Gradually Coaching, Counselling, and Mentoring Helping Others Determine the Source of the Problem Demonstrate Positive Regard Provide Meaningful Feedback for Learning Mentor for Long-Term Development Behavioral Checklist Definition and Nature of Human Resources Planning Human resource planning and business planning Hard and soft human resource planning Human Resource Planning and Manpower Planning Human Resource Planning Objectives The Human Resource Planning Process Limitations of Human Resource Planning The Organizational Context of Human Resource Planning 9

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5.8 5.8.1 5.8.2 5.8.3 5.8.4 5.8.5 5.8.5.1 5.8.5.2 5.8.5.3 5.8.5.4 5.8.5.5 5.8.5.6 5.8.5.7 5.8.5.8 5.8.5.9 5.8.5.10 5.8.5.11 5.8.5.12 5.8.5.13 5.8.5.14 5.8.5.15 5.8.5.16 5.9 5.9.1 5.9.2 5.9.3 6. 6.1 6.1.1 6.1.2 6.1.3 6.1.4 6.1.5 6.2 6.3 6.4 6.4.1 6.5 6.6 6.6.1 6.6.2

Resourcing Strategy Objective Checklist Components of Resourcing Strategy Scenario Planning Estimating Future Human Resource Requirements Demand Forecasting Managerial of expert judgment Ratio Trend Analysis Work Study Techniques Forecasting Skill and Competence Requirements Supply Forecasting Analyzing Demand and Supply Forecasts Labor Turnover The Significance of Labor Turnover Survival Rate Half-Life Index Stability Index Choice of Measurement Reasons for Turnover The Cost of Labor Turnover Benchmarking Labor Turnover Action Planning The Resourcing Plan The Recruitment Plan Employer of Choice Plans Job descriptions as a basis for effective performance appraisal and individual motivation Job Analysis Nature of Job Analysis Work Analysis Task-Based Job Analysis Competency Approach to Job Analysis Uses of Job Analysis Job Descriptions and Job Specifications Job Families and Organization Charts Job Analysis and HR Activities Job Analysis and Legal Issues Behavioral Aspects of Job Analysis Job Analysis Methods Observation Interviews 10

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6.6.3 6.6.4 6.6.5 6.6.5.1 6.6.5.2 6.6.5.3 6.6.5.4 6.6.5.5 6.6.5.6 6.6.5.7 6.6.5.8 7. 7.1 7.2 7.3 7.4 7.5 7.6 7.7 7.8 7.9 7.10 7.10.1 7.10.2 7.11 7.12 7.13 8. 8.1 8.1.1 8.1.2 8.1.2.1 8.1.2.2 8.2 8.3 8.4 8.4.1 8.4.2

Questionnaires Computerized Job Analysis The Job Analysis Process Planning Preparation and Introduction Conducting the Job Analysis Job Description and Job Specifications Job Description Components Job Specifications Writing Job Descriptions Writing Job Specifications The Recruitment and Selection Process Attracting Candidates Analysis of recruitment strengths and weaknesses Sources of candidates Decide who does what Write the copy Choose type of advertisement Plan the media Evaluate the response Outsourcing Recruitment Types of Interviews ( Individual interviews) Interviewing panels Selection boards Improving the Effectiveness of Recruitment and Selection References and Offers Confirming the offer Benefits of a Computerized Human Resource Information System HR Information Strategy Strategic decision taking Range of applications The Functions of a Computerized HR System Rating of "System Features" Main problems of computerized HR system and how to deal with them Involving line managers Developing an Information System Overall approach Preferred characteristics of an information system 11

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8.5 8.5.1 8.5.2 8.5.3 8.5.4 8.5.5 8.5.6 8.5.7 8.5.8 8.5.9 8.5.10 8.5.11 8.5.12 8.5.13

Choice of hardware Database management Software The development program Examples of Applications Recruitment Reward management Performance management Training administration (computer-managed learning ( Career management Absence control Equal opportunity monitoring Expert systems Auditing the System

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6. Session Plan The First Day Introduction - The Objectives of the Course - The Methodology Duration: 30 Minutes

1st Session Title: What is Management?() Duration: Session Main Objective: Introduce "Management" as a new expression to Trinees Purpose: By the end of this session the participants should: Know that Management is a dynamic, Social and Continuous process Know what Management requires Know that Management utilizes available resources at most to achieve its objectives Session Sub Objectives Explain the Management processes Dynamic Social Continuous Contents What is Management Management requirements Management resources and achievements Exercise 1.1: The Environment of My Organization Exercise 1.2: Setting Objectives Training Tools Lecture Exercises 13 60 Minutes

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2nd Session Title: Duration:

Main Items of Management 60 Minutes

Session Main Objective: By the end of this session the participants should know: The Planning Function and how to do planning The Organizing Function and the Tasks of the Organization Directing and Controlling Functions and how to do it Performance Appraisal Stages Decision-Making and how to give the right decision from the first time due to the theory (Do the right thing the first time) !!! Purpose: By the end of this session the participants should know: the meaning of each function of HR Management The Managerial Leadership The Managerial Communication The Decision Making How to do performance appraisal How to Control Session Sub Objectives Management Unit System Transformation process and Elements of Managerial Process Contents Planning Function Organization Directing Motivation Managerial Leadership Managerial Communication Controlling Performance appraisal Decision Making Exercise 1.3: How Good is My unit Organized Exercise 1.4: My Leadership Style

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Training Tools Lecture Exercises 3rd Session Title: Supplying forecasting Duration: 60 Minutes

Session Main Objective: Trainees must know the following aspects: Demand Forecasting Analysing the demand Supply Forecast Purpose: Making The Trainees familiar and more acquainted with Planning, Analysing and demanding Forecasting Functions in HR Management process Session Sub Objectives Explain more details and information regarding the techniques in HR Management daily work: and the meaning of more expressions in HR business Contents Supply Forecasting Analysing demands Labour Turnover Reasons for Turnover The cost of Labour Turnover Benchmarking Labour Turnover Survival rate Half-Life Index Stability Index Choice of measurement Planning Recruitment Strategy and Policy Exercise 1.5: Do you have a Real Human Resources Management?

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Training Tools Lecture Exercises 4th Session Title: Employer of Choice Plans Duration: 60 Minutes

Session Main Objective: Trainees must know the following aspects: Job Analysis Job Description & Specifications Organization Charts Recruitment & Interviewing processes Purpose: Making The Trainees familiar and more acquainted with all the above functions in the HR Management Session Sub Objectives Explain more details and information regarding the techniques in the different HR Management functions mentioned above which they are using it in their daily work and how can they put I in action Contents Flexible Recruitment Plan Job Analysis & Nature of Job Analysis Work Analysis & Task-Based Job Analysis Competency Approach to Job Analysis Uses of Job Analysis Job Descriptions and Job Specifications Job Families and Organization Charts Job Analysis and Legal Issues Behavioural Aspects of Job Analysis Job Analysis Methods Observation Interviews Questionnaires Computerized Job Analysis The Job Analysis Process 16

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Planning Preparation and Introduction Conducting the Job Analysis Job Description and Job Specifications Job Description Components Job Specifications Writing Job Descriptions & Job Specifications The Recruitment and Selection Process Attracting Candidates Analysis of recruitment strengths and weaknesses Sources of candidates Decide who does what Write the copy Choose type of advertisement & Plan the media Evaluate the response Outsourcing Recruitment Types of Interviews ( Individual interviews) & Interviewing panels Selection boards Improving the Effectiveness of Recruitment and Selection References and Offers & Confirming the offer Exercise 1.6: Modernize your HRM ..!!!!!

Training Tools Lecture Exercises 5th Session Title: Computer application in HRM Duration: 60 Minutes

Session Main Objective: Computer information System & HRM Information Strategy The Range of applications Purpose: Making The Trainees familiar and more acquainted with the computer knowledge and shape their skills regarding HRM computer systems, how to operate it and fill the forms 17

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Session Sub Objectives Explain more details and information regarding the techniques in the different HR Management functions mentioned above which they are using it in their daily work and how can they put I in action Contents Computer Information skills HRM Information Strategy Strategic decision taking Range of applications The functions of Computerized HR System Exercise 1.7: What are your HRD Polices? Training Tools Lecture Exercises Wrap-up Session Duration: 30

Session Objective: Trainees evaluation of the training day. Training tools: Daily Evaluation Form.

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The Second Day Before the second day sessions: sessions Duration: 30 Minutes Summary of first day

1st Session Title: HRM in Context? Duration: 60 Minutes

Session Main Objective: Focus on and learning a lot about HRM theory, Factors, Planning, Monitoring and Forecasting Purpose: Making The Trainees familiar and more acquainted with HRM as a beginning stage. They should know how to deal with items and activities of HRM. They have to go through an orientation for HR functions, policies, services and activities. More of that they have to know some thing about the job (Training) and the benefit of it in improving & developing their employees to get the maximum performance and advantage from them which will effect the Organization Session Sub Objectives Explain more details and information regarding: the theory, facts and planning Strategies & Policies and how to set it through their Organisation Job Analysis and Job Training Employees skills and attitude for success Observing, Monitoring and controlling How to get feed back information Contents Human Resources Management in Context Contingency theory Contextual factors Responses affecting people On-the-job training Being prepared for the Employees First Day 19

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Orienting the New Employee Taking the Time to Get Acquainted Asking About a New Employees Experience Painting the Big Picture Identifying Your Initial Focus Knowledge, Skills, and Attitudes for Success Training for Skills While Retaining Good Attitudes Developing New Employees Gradually Coaching, Counselling, and Mentoring Helping Others Determine the Source of the Problem Demonstrate Positive Regard Provide Meaningful Feedback for Learning Mentor for Long-Term Development Behavioural Checklist Manpower Planning Definition and Nature of Human Resources Planning Human resource planning and business planning Hard and soft human resource planning Human Resource Planning and Manpower Planning Human Resource Planning Objectives Exercise 2.1: HR Planning Why don't you make it?

Training Tools Lecture Exercises Questionnaires 2nd Session Title:The Process of HR Planning Duration: 60 Minutes

Session Main Objective: Teaching Trainees HRM Planning. Purpose: By the end of this session Trainees should know how to plan for their own unites After monitoring and Forecasting their units, they has to Estimate their requirements to demand for it

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Session Sub Objectives Explain more details / information and the cooperation / coordination between: Planning function Forecasting function Recruiting function Contents HR Planning Process Limitation of HR Planning The Organizational Context of HR Planning Recruitment Strategy Checklist Components of Recruiting Strategy Scenario Planning Estimating Future HR Requirements Demand Forecasting Managerial of expert judgment Exercise 2.2: HR Planning Why don't you make it?

Training Tools Lecture Exercises Questionnaires Wrap-up Session Duration: 3rd Session Title: Supplying forecasting Duration: 60 Minutes 30 Minutes

Session Main Objective: Trainees must know the following aspects: Demand Forecasting Analysing the demand Supply Forecast 21

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Purpose: Making The Trainees familiar and more acquainted with Planning, Analysing and demanding Forecasting Functions in HR Management process Session Sub Objectives Explain more details and information regarding the techniques in HR Management daily work: and the meaning of more expressions in HR business Contents Supply Forecasting Analysing demands Labour Turnover Reasons for Turnover The cost of Labour Turnover Benchmarking Labour Turnover Survival rate Half-Life Index Stability Index Choice of measurement Planning Recruitment Strategy and Policy Exercise 2.3: Let us Calculate it!!!!

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Training Tools Lecture Exercises Questionnaires Wrap-up Session Duration: 30 Minutes

4th Session Title: Employer of Choice Plans Duration: 60 Minutes

Session Main Objective: Trainees must know the following aspects: Job Analysis Job Description & Specifications Organization Charts Recruitment & Interviewing processes Purpose: Making The Trainees familiar and more acquainted with all the above functions in the HR Management Session Sub Objectives Explain more details and information regarding the techniques in the different HR Management functions mentioned above which they are using it in their daily work and how can they put I in action Contents Flexible Recruitment Plan Job Analysis & Nature of Job Analysis Work Analysis & Task-Based Job Analysis Competency Approach to Job Analysis Uses of Job Analysis Job Descriptions and Job Specifications Job Families and Organization Charts Job Analysis and Legal Issues Behavioural Aspects of Job Analysis Job Analysis Methods Observation Interviews 23

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Questionnaires Computerized Job Analysis The Job Analysis Process Planning Preparation and Introduction Conducting the Job Analysis Job Description and Job Specifications Job Description Components Job Specifications Writing Job Descriptions & Job Specifications The Recruitment and Selection Process Attracting Candidates Analysis of recruitment strengths and weaknesses Sources of candidates Decide who does what Write the copy Choose type of advertisement & Plan the media Evaluate the response Outsourcing Recruitment Types of Interviews ( Individual interviews) & Interviewing panels Selection boards Improving the Effectiveness of Recruitment and Selection References and Offers & Confirming the offer Exercise 2.4: Utilize your labour force!!!!!! Training Tools Lecture Exercises Questionnaires 5th Session Title: Computer application in HRM Duration: Session Main Objective: Computer information System & HRM Information Strategy The Range of applications 60 Minutes

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Purpose: Making The Trainees familiar and more acquainted with the computer knowledge and shape their skills regarding HRM computer systems, how to operate it and fill the forms Session Sub Objectives Explain more details and information regarding the techniques in the different HR Management functions mentioned above which they are using it in their daily work and how can they put I in action Contents Computer Information skills HRM Information Strategy Strategic decision taking Range of applications The functions of Computerized HR System Exercise 2.5: Computerized HRM!!! Training Tools Lecture Exercises Questionnaires Wrap-up Session Duration: Evaluating the second day Discussions Questionnaires Annexes forms 30 Minutes

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The Third Day Before the third day sessions: sessions Duration: 1st Session Title: Duration: 30 Minutes Range of applications 60 Minutes Summary of second day

Session Main Objective: Main problems of computerized HRM System and how to deal with Purpose: Making The Trainees familiar and more acquainted with the computer problems and how to deal with it Session Sub Objectives System applications The function of the computerized system Contents Range of applications The Functions of a Computerized HR System Rating of "System Features" Main problems of computerized HR system and how to deal with them Computer system problems and solutions Involving line managers Exercise 3.1: Bring Your Manpower Problems To The Computer!!! Training Tools Lecture Exercises 2nd Session Title: Developing an information System (Part One) Duration: 60 Minutes

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Session Main Objective: How to chose the Hardware / Software and develop it through a critical training Purpose: Training The Trainees critically how to deal with PC's and HRM System program How to be trained to use it Session Sub Objectives Involving Line Managers Dealing with database Management Doing all HRM activities through PC's HR Programs Contents Developing an Information System Overall approach Preferred characteristics of an information system Choice of hardware Database management Software The development program Examples of Applications:
- Personal records - Human resource planning - Employee turnover monitoring and control

Exercise 3.2: IDENTIFY YOUR INFORMATION NEEDS!!!

Training Tools Lecture Exercises 3rd Session Title: Developing an information System (Part Two) Duration: Session Main Objective: What is Recruitment? Purpose: 27 60 Minutes

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Training The Trainees critically how to recruit people in a scientific way How choosing the right career to their Units

Session Sub Objectives How to use recruitment applications Training the admin. People to deal with the system Contents Employee profiling Skills inventories and audits Competency modelling Recruitment Reward management Exercise 3.3: Maximize Benefits of Personnel Records!!! Training Tools Lecture Exercises 4th Session Title: Developing an information System (Part Three) Duration: 60 Minutes

Session Main Objective: Auditing the HRM computer system Purpose: Training them how to deal with HRM computer system Session Sub Objectives Involving Line Managers Dealing with database Management Doing all HRM activities through PC's HR Programs Contents

Performance management Training administration (computer-managed learning ( Career management Absence control

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Equal opportunity monitoring Expert systems Auditing the System Exercise 3.4: Improve Your Performance Appraisal System!!!

Training Tools Lecture Exercises 5th Session Title: Developing an information System Duration: 60 Minutes

Session Main Objective: Auditing the HRM computer system Purpose: Training them how to deal with HRM computer system Session Sub Objectives Involving Line Managers Dealing with database Management Doing all HRM activities through PC's HR Programs Contents
Orientation to human resources policies and their applicability in the drug sector Orientation to Human Resource Polices and their Application in The Pharmaceutical Sector Barriers to the implementation of HR strategies, Policies and Programs: 1. Conduct a rigorous initial analysis 2. Formulate strategy 3. Gain support 4. Assess barriers 5. Manage change 6. Prepare action plans 7. Project manage implementation 8. Follow up and evaluate Example for Setting out the HR strategy and Policies Exercise 3.5: Assess Barriers of HR Strategies!!!

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Training Tools Lecture Exercises Wrap-up Session Duration: Evaluating the Third day Discussions Questionnaires Annexes forms 30 Minutes

Session Objective: Trainees evaluation of the training day. Training tools: Daily Evaluation Form.

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The Forth Day Before the forth day sessions: Duration: 1st Session Title: Duration: Summary of third day sessions

30 Minutes Overcoming the Barriers 60 Minutes

Session Main Objective Orientation to HR Policies, Strategies and Programs Purpose: Orientation to HR Policies and their application in The Drug Sector Session Sub Objectives Examples for setting out HR Strategy and Policies Contents Orientation to Human Resource Polices and their Application in The Pharmaceutical Sector (1) (2) (3) (4) (5) (6) Barriers to the implementation of HR strategies, Policies and Programs: Conduct a rigorous initial analysis Formulate strategy Gain support Assess barriers Manage change Prepare action plans Project manage implementation Follow up and evaluate Exercise 4.1: Overcome Barriers!!!

Training Tools Lecture Exercises

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2nd Session Title: Human Resources Development System and their applicability in The Drug Sector on The Job Training Coaching - Counseling Duration: 60 Minutes

Session Main Objective: How to deal with the new employee in the first day? Focusing / Checking their experiences & attitude Purpose: Orientation for them to get acquainted with the system in their new Units Session Sub Objectives Involving Line Managers Dealing with database Management Doing all HRM activities through PC's HR Programs Contents Coaching Counselling: On-the-job training Being prepared for the Employees First Day Orienting the New Employee Taking the Time to Get Acquainted Asking About a New Employees Experience Painting the Big Picture Identifying Your Initial Focus Knowledge, Skills, and Attitudes for Success Knowledge Skills Attitudes Training for Skills While Retaining Good Attitudes Developing New Employees Gradually Coaching, Counselling, and Mentoring Helping Others Exercise 4.2: Save Newcomers Suffering!!! Training Tools Lecture Exercises 32

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3rd Session Title: Follow Up the last subject: Human Resources Development System and their applicability in The Drug Sector on The Job Training Coaching - Counseling Duration: Session Main Objective: Determine problems sources Purpose: More experience for the Trainees to go through the subject and solve any kind of problems Session Sub Objectives Determine the source of the problems Demonstrate positive actions regarding it Contents Determine the Source of the Problem Prior to the helping session: During the helping session: After the session: - Demonstrate Positive Regard - Provide Meaningful Feedback for Learning Characteristics of Effective Feedback Mentor for Long-Term Development Behavioural Checklist Exercise 4.3: Improve To More!!! Training Tools Lecture Exercises 60 Minutes

4th Session Title: Job Description & Job Analysis Duration: Session Main Objective: 33 60 Minutes

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How can Job Description & Jon Analysis positively affect the individual performance? Purpose: Insure to Trainees the importance of these two functions of HRM Session Sub Objectives Job Analysis as an important function in HRM Job Description as another important Function in HRM Contents Job descriptions as a basis for effective performance appraisal and individual motivation Job Analysis Nature of Job Analysis Work Analysis Task-Based Job Analysis Competency Approach to Job Analysis Uses of Job Analysis Exercise 4.4: Reconsider Your Responsibilities Training Tools Lecture Exercises

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5th Session Title: Organization Chart & Job Analysis Methods Duration: Session Main Objective: Job Descriptions and Job Specifications Job Families and Organization Charts Job Analysis and Legal Issues Behavioural Aspects of Job Analysis Job Analysis Methods 60 Minutes

Purpose: Training in more details to Trainees about (Job Descriptions, Job Specifications, Organization Charts and Job Analysis Methods) Session Sub Objectives Determine the source of the problems Demonstrate positive actions regarding it Contents Job descriptions as a basis for effective performance appraisal and individual motivation Job Analysis Nature of Job Analysis Work Analysis Task-Based Job Analysis Competency Approach to Job Analysis Uses of Job Analysis Exercise 4.5: Filter out part of your Duties!!! Training Tools Lecture Exercises Wrap-up Session Duration: Evaluating the second day 30 Minutes

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Discussions Questionnaires Annexes forms

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The Fifth Day Before the fifth day sessions: Duration: 1st Session Title: Duration: Summary of forth day sessions

30 Minutes Recruitment 60 Minutes

Session Main Objective: Recruitment and Selection process Purpose: Training Trainees in a scientific way how can analyze and select the proper candidates due to his Unit budget and needs Session Sub Objectives What are Candidates Sources? Hoe can we Select Candidates due to Categories? Contents The Recruitment and Selection Process Defining Requirement Essential in? Desirable in? Behavioural competencies? Qualifications/experience? The fivefold grading system? The fivefold grading system covers? Choice of system: Using a competency-based approach: Attracting Candidates Analysis of recruitment strengths and weaknesses Sources of candidates Decide who does what Write the copy Choose type of advertisement Plan the media Evaluate the response Exercise 5.1: Get-out of the Jungle!!! 37

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Training Tools Lecture Exercises 2nd Session Title: Duration: Case Study 60 Minutes

Session Main Objective: Exercise about Recruitment and Selection process Purpose: Training Trainees critically how can analyze and select the proper candidates due to the Unit budget and needs Session Sub Objectives A proper way to Trainer to evaluate Trainees A proper way to Trainees to put the training material he had into action and compare his abilities with his information and what he had learned Contents Using all Training tools down below Exercise 5.2: Conceptualize your Ideas!!! Training Tools Open Discussion Exercises 3rd Session Title: Duration: Completion of the Case Study 60 Minutes

Session Main Objective: Critical Exercise about the hall HR Management Program Purpose: A Final Training

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Session Sub Objectives Repeat once more all HR Management Program Head Lines Contents Using all Training tools down below Training Tools Open Discussion Exercises From 4th 5th session Critical Exercise about the hall HR Management Program

Wrap-up Session & Evaluating the Fifth day Discussions Questionnaires Annexes forms

Evaluating the Fifth & final Day Questionnaires about the value of The HR Management Programme Duration 120 Minutes

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7. SUMMARY OF EXERCISES Exercise 1.1: The Environment of My Organization Objective: To create awareness of the environmental forces affecting the organizations performance, and the management role in focusing the environment impact and achieving organizational objectives. Method: Multi choice questions, where trainees will be asked to specify the correct answers from among many choices related to the environmental meaning, types, forces, nature, relations, impact on the organization and so on. Discussion of Trainees answers will help in clarifying many fundamental issues related to the organizational environment. Special emphasis will be placed on the health sector environment and definitely shall impact the health organizations performance. Exercise 1.2: Setting Objectives Objective: Developing positive individual attitudes towards Management, Organizations and their role in utilizing opportunities available in the environment aminimizing impact of threats imposed by the environment. Also clarifying many concepts and differences between individual objectives and organizational objectives, as well as contribution or integration between these objectives. Method: Attitudinal questionnaire, giving many items related both organizational and individual objectives, in addition to limits integration between the trainees answers give a chance to them for identifying each of organizational / individual / stake holders objectives, and the management role in integrating between stake holders objectives with the organizational objectives. Special emphasis will be placed on the Egyptian health sector and pharmaceutical Groups components. 40

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In addition, destruction will be made between different types of objectives (ends) from the strategic approach, and steps of setting such objectives.

Exercise 1.3: How good is My unit Organized Objective: Showing features of effective organizational set up and arrangements, also developing and promoting new concepts, principles to change organizational arrangements of their units to help improving individual and organizational performance. Methods: Workshop Trainees will be asked to identify and assess main problems and constraints facing their units, such as centralization, lack of communication, ineffective performance appraisal schemes, ineffective motivation systems, etc Individual trainees will be asked to discuss their own answers in small groups to produce a group approach to the same issues. Spokes men of different groups will work together to reach a general approach to the same issues. The instructor is expected to elaborate on these answers / approaches and promote: New organizational concepts. Showing organizational constraints. Developing new ideas, techniques that can help agree coming existing constraints and improve organization performance. Showing how management can achieve organizational objectives and satisfy individual needs. Exercise 1.4: My Leadership Style Objective: To identify the do minuet individual leadership pattern and behaviour, and showing the most effective leadership style and

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relate behaviour with particular reference to the health sector organizations. Methods: Questionnaire: Individual participants will be asked to complete structured questionnaire, giving their views on a graded scale regarding different aspects of leadership. Including styles, behavior, change, and development of the effective leadership style that may be promoted among trainees, special concern will be given to the participation (transformational) style of leadership that may be more appropriate to the health sector Organizations. Exercise 1.5: Do you have a Real Human Resources Management in your Unit? Objective: To make The Participants oriented with the new role of Human Resources Management and the related principals / concepts. Method: Test: Trainees will be given a test composed of Multi choice to identify their level of understanding and perceptions, regarding definitions, principals, concepts and techniques attached to modern HRM. He or she will be given the key to assess his or her answers and calculate his or her scare. In the in structure elaborates on individual answers to clarify different aspects of the modern HRM and its applicability in the pharmaceutical sector. Exercise 1.6: Modernize your HRM ..!!!!! Objective: Orient trainees to the comprehensive nature of HRM and its Organization functions, in addition to its applicability in the pharmaceutical organizations within contexts of the health services reform programme (HSRP). Methods: Group Discussions:

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Individual participants will complete a structured questionnaire concentrating on the applicability of different functions of HRM in the pharmaceutical organizations. The instructor elaborates on individual answers showing limits of applying modern HRM approaches in the pharmaceutical organization, and its reflections on the performance level. Exercise 1.7: What are your HRD Polices? Objective: Stimulating and orienting participants to the HRD component of the Health Service Reform Programme (HSRP) in Egypt, and its reflection on the pharmaceutical organizations. Methods: Group Discussions: The instructor present different parts of the HRD policies, and expected outcomes, as stated by the Health sector Reform Papers (2002) and following HRD strategies developed by Dr. Stanley and Dr. Nemakey (2005). Participants will be asked to discuss its applicability in the pharmaceutical organizations. Exercise 2.1: HR Planning Why don't you make it? Objective: Creating positive attitude toward the concept of HRM planning and its applicability in the pharmaceutical organizations. Methods: Group Discussion Individual trainees will be asked to answer MSQ related to definitions, concepts, principles and techniques related to HRM planning. Each Individual will be given a key to assess his score. The instructor elaborates on results, highlighting main issues and its applicability in the pharmaceutical organizations. Exercise 2.2: HR Planning Why don't you make it? Objective: Developing individual skills in HRM planning and its applicability in Pharmaceutical Organizations. Methods: Workshop 43

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Small groups of trainees will be asked to set manpower plan for specific functions or departments in their organizations, based on guidelines given to each group. The instruction elaborates on some cases, showing how manpower planning can help solving most of problems facing HRM in the pharmaceutical organizations in Egypt, and it reflects positively on the performance level. Exercise 2.3: Let us Calculate it!!!! Objective: Developing individual skills in practicing of HR planning in the pharmaceutical organizations. Methods: Case study analysis: Trainees will be given a case study showing developments related to human resources in pharmaceutical organizations. The case will give figures of change in activities and manpower. Each individual will be asked to calculate many manpower parameters/ indicators, and give comments on the results. The instructor elaborates on the achieved result, showing its significance and applicability in the pharmaceutical organizations. Exercise 2.4: Utilize your labour force!!!!!! Objective: Creating new positive attitude to the concept of manpower utilization and restructuring of available human resources. Methods: Group Discussion Small groups of trainees will be asked to identify main problems inhabit utilization of available labour force. Each group will be asked to provide un-traditional solution for these problems. The instructor is expected to elaborate on results, showing how new structuring methods can be applied in the pharmaceutical organizations.

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Objective: Trainees has to be more oriented to the importance and advantages of computer applications in the field of HRM. Methods: Group Discussion Trainees will be asked to give comments on the main issues raised by the lecture The instructor elaborates on such comments showing the role that the computer and management information systems can play in developing HRM in the pharmaceutical organizations. Exercise 3.1: Bring Your Manpower Problems To The Computer!!! Objective: Creating awareness of the computer applications and information systems in the area of HRM and applicability in the pharmaceutical organizations. Methods: Group Discussions Trainees will be asked to state/list problems they are facing in the work situation and investigate how the computerized information systems can contribute in providing better solution. The instructor elaborates on their approaches showing how this can happen in the pharmaceutical organizations. Exercise 3.2: IDENTIFY YOUR INFORMATION NEEDS!!! Objective: Stimulate participants to the type of information they can get from HR Information Systems. Methods: Discussion Groups Participants will be asked to identify types of information needed for effective HRM in their organizations. The instructor elaborates on their outputs showing how this can be incorporated in a comprehensive information system and limits of this system application in different aspects of HRM in the pharmaceutical organizations. Exercise 3.3: Maximize Benefits of Personnel Records!!! Objective: 45

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Creating awareness of the personnel records as a fundamental part of HR Information System, and how decision makers can benefit from information included in these records. Methods: Discussion Groups Participants are given forms of these records, and asked to assess to what extent they serve decision- makers needs of information. The instructor elaborates on that showing how these record can provide information required for effective HRM in the pharmaceutical organizations. Exercise 3.4: Improve Your Performance Appraisal System!!! Objective: Orienting trainees to the role that computer plays in improving of HRM skills regarding absenteeism and performance appraisal schemes in the pharmaceutical organizations. Methods: Discussion Groups Individual trainees take part in a brainstorming exercise leg by instructors to identify the main deficiencies in the present appraisal schemes, and limits of improving them by the computer application in the pharmaceutical sector. Exercise 3.5: Assess Barriers of HR Strategies!!! Objective: Orienting participants to the revies obstructing application of HR strategies in the pharmaceutical sector. Method: Workshop Trainees will be asked to apply the SWOT analysis model to identify and assess barriers/ constraints facing the application of HR he strategies. Small groups discuss individual analysis to reach group analysis. The instructor elaborates on differences between groups analysis to conclude a general model of SWOT analysis of barriers facing application of HR strategies. Exercise 4.1: Overcome Barriers!!! Objective:

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Developing individual skills in planning HRM application policies and overcoming its problems and constraints facing this application. Methods: Workshop: Individual trainees will be asked to set a course of action/ programme to overcome barriers / constraints obstructing the application of HR strategies in the pharmaceutical organizations. Small groups to discuss individual programmes to reach a group approach. The instructor presents groups' programmes elaborate on them and conclude a comprehensive programme that maybe applied in the pharmaceutical organizational. Exercise 4.2: Save Newcomers Suffering!!! Objective: Change of participants attitude toward the new employees, as they need good induction to their organizations to be well accommodated and provide for higher performance and job satisfaction. Methods: Workshop: Individual participants to complete a structure questionnaire concentrating on problems facing new comers to any organization small groups discuss individual answers and propose a training programme/ a course of action to introduce new pharmacists to their organizations to develop positive attitudes and improve their skills. Exercise 4.3: Improve To More!!! Objective: Stimulating participants to improve their skills and undertake a self development course to establish their career in the pharmaceutical organizations. Methods: Workshop: Individual trainees to identify problems they are facing to succeed in their job and set a proposal for himself to overcome such problems.

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Small groups to discuss individual views and reach at a group approach. Instructor discusses differences between groups approaches in an open discussion and conclude a general approach of such problems and what is needed to overcome them in the drug sector organizations. Exercise 4.4: Reconsider Your Responsibilities Objective: Reorienting participants to their jobs and related responsibilities and skills required to perform them. Methods: Workshop: Individual participants to list their duties, distinguishing between technical responsibilities, work relationships, development responsibilities, supervisory responsibilities, development responsibilities, supervisory responsibilities. He also refers to different skills, knowledge, etc that qualify him to carry out his work. Small groups will be set to discuss individual lists to produce a group list responsibilities and skills. Instructor elaborates on groups' lists and conclude a general list of responsibilities and qualify skills. This may be formulated as a model for job description form of the pharmaceutical jobs. Exercise 4.5: Filter out part of your Duties!!! Objective: Stimulating participants to reconsider their responsibilities sort them into those related to his basic job and those that others can do and he may delegate them or pass them to others. Methods: Individual participants list their duties, Distinguish between those related to his job, and those he is not supposed to do or those that he can delegate to his subordinates. He current (90%) of time devoted to each group of duties. Find out (90) of time he saves if he concentrates on his basic duties.

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Small groups discuss differences to reach a group approach. Instructor elaborate on groups approaches concluding a of duties that may be delegates and (%) of time saved and new duties to be included to promote individual jobs. Exercise 5.1: Get-out of the Jungle!!! Objective: Calcification of contradiction involving many HRM issues, and ending the distortion involves ideas, concepts, principals, etc to introduce and deepen new concepts and principals of HRM. Methods: Case study Analysis Small groups will be asked to discuss a case including many opposed and contradicted views regarding manpower problems and personnel management in one of the organizations. The group is expected to identify different views and give justification to each. The instructor leads an open discussion of different views included and justifications given in support of each. Exercise 5.2: Conceptualize your Ideas!!! Objective: Deepening into the new concepts of modern HRM in each case of Trainees cases. Changing their attitudes to the role of HRM in Health Sector reform. Methods: Case Study Analysis The instructor continues in his elaboration on different views included in the previous case study. He ends with a list/model of the modern HRM issues raised in the case and he can add some other modern HRM issues, showing the application of HRM in the drug sector.

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