Assignment

On

Linking between Corporate Strategy and Human Resource

Strategy of an Organization

1

Linking between Corporate Strategy and Human Resource Strategy of an

Organization

2

Table of Content

Introduction 4

Corporate Strategy 5

Human Resource Strategy 8

Activities of the HR planning, recruitment, and selection function 9

Gap analysis 10

Relation between Corporate Strategy and Human Resource Strategy 11

Epyllion Febrics Ltd 15

Aims & objectives 15

Departments in Factory 16

Organization Structure 17

Corporate Strategy of Epyllion 18

Human Resource Management of Epyllion 21

5.6 Quality Control of Human Resources 22

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

6. Conclusion 24

7. References a

3

1. Introduction:

Strategic planning can be defined as the process of identifying organizational objectives and the actions

needed to achieve those objectives. It involves analyzing such areas as finance, marketing, and even

human sources to determine the capacities of the organization to meet its objectives. Business strategy

focuses on achieving competitive advantage on a sustained basis. There are two generic routes to

competitive advantage – through being the lowest cost producer

or through differentiation and a price premium. Strategy can be developed at many levels – in a multi-

layered organisation there may be:

• Corporate level strategy – decisions made for the Whole Corporation or organisation to gain the better

of adversaries or attain ends. Corporate strategy defines the markets and the businesses in which an

organisation chooses to operate. Competitive or business strategy defines the basis on which it will

compete.

• Business unit or divisional strategy – decisions made for the business unit or division to gain the better

of adversaries or attain the business unit’s end.

• Functional strategies – such as marketing/finance/human resources/IT/technology/

operational/production/etc. strategies. There would be marketing decisions (or finance or HR decisions,

etc) designed to get the better of an adversary or attain a marketing/finance, etc, end.

Thus human resource is one element of the overall corporate strategy or plan, and the two are mutually

inter-dependent. If the corporate plan envisages a cut in output, for example, or the closure of a particular

plant, then the human resource plan will need to consider redeployment of staff, redundancies and so on.

If the corporate plan specifies a move into a new product market, the human resource plan will have to

source the required labor from outside or within the organization, through recruitment or training.

Corporate Strategy is practiced by the upper level of organization and human resource management is

practiced by the middle level management. Corporate strategy and Human resource of Epyllion has been

focused & linked between corporate strategy and human resource strategy. Human resource management

of Epyllion Group has built an organizational commitment to quality. Every employee of Epyllion Group

is highly committed to the company to increase its service quality. It is certain that organizations’ human

resources differentiate them from their competitors. Many organizations enhance its value in the business

and create an edge by focusing on the human resources.

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2. Corporate Strategy:

A corporate strategy is the set of management decisions – designed by executives, the board, senior

management team or whoever are the final decision Makers in the organisation – that are meant to get the

better of adversaries or attain the organizations ‘ends’.

The Macquarie Dictionary (1999, p. 793) defines corporate strategy as “A corporate strategy is the set of

management decisions – designed by executives, the board, senior management team or whoever are the

final decision makers in the organisation – that are meant to get the better of adversaries or attain the

organizations ‘ends’.

Corporate strategy refers to decisions on what business to enter, what businesses to retain in the portfolio

and those to exit from. It specifically directs attention at how the corporate office can add value to the

diverse businesses in the portfolio so that their value as a part of the corporation exceeds the value they

would have as free-standing businesses. Effective leaders who want to generate lasting, sustained success

in their organizations need to spend a considerable amount of time and energy clarifying and

communicating the strategic focus of the organization. This is the first step in building the levels of trust

needed to enable people to act nimbly and quickly in the face of accelerating complexity and change.

By engaging in a deep

examination of the

organization’s core values, you

will get to the heart of what is

essential for your customers and

shareholders and employees –

and thus essential for success.

This is true whether you’re a

small company or a large one, a

non-profit or a public entity.

Communicating the core values

creates powerful alignment

across departments and divisions. This yields clarity of focus and enables people to make better decisions,

consistently, across long spans of time.

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Aligning people around core values is crucial for building trust. It frees managers from the suffocating

constraint of having to second-guess every decision and micromanage every detail. In a values-driven

organization, managers can delegate decisions and ask people to think for themselves. When people act

on the basis of clearly understood values – linked to performance measures – they are naturally engaged

in making the right decisions consistently over time.

The formulation of corporate strategy is a subject which does not lend itself to a generic approach which

can be copied and “tailored to fit”. The various examples on these pages are given as such, and are not put

forward as “best practice”. Even some of the definitions and concepts are interpreted in different ways,

and individual circumstances will dictate how a specific strategy should be developed and implemented,

depending on the circumstances of the organisation in Corporate strategy is based on knowing:

Where your organisation is today

Where you want it to be

How you want to get there.

The risk of not changing and improving can be as significant as the risks which may affect plans to

develop business – competition is almost certainly changing and moving ahead, and managers are likely

to be left behind in terms of efficiency, reputation and financial success if they do not learn lessons and

appreciate what factors may influence success in delivering business goals. These factors all impact on

corporate strategy and business plan. If the purpose of the plan is business development rather than (just)

a means of raising finance, it should be the basis for your management system - if the business plan is

finalized on Friday afternoon, the management system is how manager will implement it from next

Monday morning. The objective of the process of corporate strategy is to combine the activities of the

various functional areas of a business in a way which will achieve its organizational objectives.

It is not always written down or explicit, but it should determine how they:

• are organized

• set objectives, define policies and allocate resources

• operate on a day-to-day basis (operational processes).

Corporate strategy is concerned with deploying the available resources to achieve organization’s

objectives whereas tactics are concerned with employing them. Strategy will affect the overall direction

of the organisation and establish its future working environment. Corporate strategy defines the markets

and the businesses in which an organisation chooses to operate. Competitive or business strategy defines

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the basis on which it will compete. Corporate strategy is typically decided in the context of the

organization’s mission and vision (what the organisation does, why it exists, and what it intends to

become).

Competitive strategy depends on an organization’s capabilities, strengths, and weaknesses in relation to

market characteristics and the corresponding capabilities, strengths, and weaknesses of its competitors.

According to Porter, competition within an industry is driven by five basic factors:

1. Threat of new entrants.

2. Threat of substitute products or services.

3. Bargaining power of suppliers.

4. Bargaining power of buyers.

5. Rivalry amongst existing firms.

In Top Management Strategy, Benjamin Trego and John Zimmerman, of Kepner-Tregoe, Inc, define

strategy as "the framework which guides those choices that determine the nature and direction of an

organisation. Ultimately, this comes down to selecting products (or services) to offer and the markets in

which to offer them.” They propose that executives base these decisions on a single "driving force" of the

business. Although there are nine possible driving forces, they say that only one can serve as the basis for

strategy for a given business. The nine possibilities are:

Products offered

Production capability

Natural resources

Market needs

Method of sale

Size/growth

Technology

Method of distribution

Return/profit

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3. Human Resource Strategy:

Business organizations exist in a competitive environment with scarce resources. Controlling these

resources (physical, organizational, information and human) those give the company the competitive

advantage. The goal of strategic management in an organization is to deploy and allocate resources in

order to provide the management with a competitive advantage. It goes without saying that two out of

three classes of resources (organizational and human) correlated with the human resource functions.

Towards maximum effect, the HRM functions must be

integrally involved in the company’s strategic

management process. Ensure adequate human resources

to meet the strategic goals and operational plans of your

organization - the right people with the right skills at the

right time. Keep up with social, economic, legislative and

technological trends that impact on human resources in

your area and in the sector. Remain flexible so that your

organization can manage change if the future is different

than anticipated. Strategic HR planning predicts the future

HR management needs of the organization after analyzing

the organization's current human resources, the external

labour market and the future HR environment that the

organization will be operating in. The analysis of HR

management issues external to the organization and

developing scenarios about the future are what distinguishes strategic planning from operational planning.

Strategic human resources management (SHRM) is the pattern of planned human resources deployments

and activities intended to enable an organization to achieve its goals. Then we are addressing the question

of the instruments that will make the odds of the competition in our favor.

Four levels of integration exist between the HR functions and the strategic management function:

Administrative linkage: HR function’s attention is focused on day-to-day activities.

One-way linkage: The firm develops the strategic plan and then informs the HR.

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Two-way linkage: Strategic planning team informs HR of the various strategies, HR analyze them and

present the results to the team. After deciding, the strategic plan is passed to HR to implement.

Integrative linkage: it is a dynamic process, based on continuing rather than sequential interaction, done

by the HR executive who is a member of the senior management team.

It is now time to execute the strategy formulated, indicating certain HR needs. HR function can be viewed

as having six menus of HR practices from which companies can choose the ones that are most appropriate

to implementing the strategy. While, all of the strategy types require competent people in a generic sense,

each of the strategies also requires different types of employees with types of behaviors and attitudes. The

emerging strategic role of the HR function requires that HR professionals in the future develop business,

professional-technical, change management, and integration competencies. The following figure will

illustrate the model of the strategic management process.

3.1 Activities of the HR planning, recruitment, and selection function are:

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Performing job analysis that is “the process of determining and reporting pertinent information

relating to the nature of a specific job”. This can be done using a motion study, a time study or a

statistical sample to draw inference about the demands of the job. Questionnaires, interviews and

observation are tools to analysis jobs. This analysis produces job description and job

specifications.

The following step is the job design that is “the process of structuring work and designating the

specific work activities of an individual or a group to achieve certain organizational objectives”

HR planning that is “the process of determining the human resource needs of an organization

and ensuring that the organization has the right number of qualified people in the right jobs at the

right time”. (Ivancwich, (3)) First of all be familiar with the business strategy, define the impact

of this strategy over the specific units of the organization. Define the skills needed and the

additional human resources required and develop action plans to meet the needs.

3.2 Gap analysis:

The gap analysis includes identifying the number of staff and the skills and abilities required in the future

in comparison to the current situation. HR management practices to identify practices that could be

improved or new practices needed to support the organization's capacity to move forward.

Questions to be answered include:

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

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4. Relation between Corporate Strategy and Human Resource Strategy :

McKinsey’s 7-S framework that emphasized the need for the alignment of seven organizational variables

(super ordinate goals, strategy, structure, systems, staff, skills, and style) for organizational effectiveness

is about twenty years old. But, during this time, the importance of people to organizational success has, if

anything, only multiplied as businesses have become more knowledge and technology-driven. HR is

multidisciplinary: It applies the disciplines of Economics (wages, markets, resources), Psychology

(motivation, satisfaction), Sociology (organization structure, culture) and Law (min. wage, labor

contracts, EEOC). HR is embedded within the work of all managers, and most individual contributors due

to the need of managing people (subordinates, peers and superiors) as well as teams to get things done

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When change takes place; the functions, roles, responsibilities and skills of jobs and positions

change. This automatically impacts the entire HR discipline (HR planning, recruitment,

resourcing, training and learning, performance management, classification, employee relations,

and compensation) and must be fully supported by an effective HR strategy and HR service

delivery model.

1) Recruit correctly: 

Align people to company goals, A good way to ensure that the right people stay with the company is

the select the right people. A company can align a part of the HR’s incentive to the tenure of the

people they hire along with other measures. This will ensure that the HR takes that extra effort to not

allow people with a history of switches to get in. The company cans take steps such as doing away

with monthly recruitment targets to an extent, so that there are no mass recruitments to fulfill the

assigned quotas.

2) Job Definition:

Clearly tell people what they need to do, HR needs to know why a particular job exists, where does it

fit in within the organization, what is it expected to achieve, on which areas does it effect and the

nature of those effects on the organization. In addition, the HR needs to know the skills required to

effective perform the job.

Once the HR is clear on what the job entails and the skills required, they are in a better position to

judge candidates that fit the job. They should communicate the job description to the candidate being

interviewed so that only the people who are truly interested show up.

Another aspect that HR should concentrate on is to showcase the corporate culture of the

organization. If the organization believes in team work, the HR can mention that the incentives are

measures on team productivity.

3) Goal setting:

Help employees in goal setting, Managers need to help employees in setting and reaching goals.

Employees want to know how their work is impacting the company objectives. Employees who do

not see this linkage between their work and the larger company ambitions are prone to feel

disenchanted.

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Managers hold critical responsibility for this as a failure to meet these goals will have the consequences

on the manager, employee and the organization. Hence a balanced approach towards goal setting should

be followed. A manager's job is to provide 'supportive autonomy' that's appropriate to the person's level of

capability." The key is to be hands-on while giving your people the room they need to succeed on their

own.

It is also important to make sure that the goals are attainable and challenging. A brilliant example of this

was set up by Jack Welch in GE where he asked his employees to set targets for themselves. They were

asked to come up with plans to achieve the same and break down goals into individual tasks so that it

becomes easier to review the progress. In GE these were called “Stretch Goals” and it helped GE increase

productivity manifold.

Managers also need to come out of the professional mould and try to seek what are the personal

motivations of an employee. He needs to find out what are the personal goals that an individual is

seeking. For example, if your employee has expressed an interest in teaching but that is not part of his job

responsibilities, you may be able to find ways to sculpt his job to include opportunities to train peers or

less experienced colleagues.

4) Incentives:

 Inform employees what is important; a score card concentrating on the key success parameter (identified

by the company) can be implemented to motivate people to work towards a common goal. The financial

incentives should be used more a support structure rather than drivers for the change.  Change will need

to come from the people at the trenches and we will need some agent that will help transform people.

 Forming smaller teams and then linking the incentives to team productivity will help bring in

accountability and with minimal freeloading. Nucor Corporation was successful in implementing a group

productivity based incentive system which led to higher productivity and a turnaround.

 

5) Use the Bench: 

The bench can be productive; Most IT companies use the concept of “bench”. They hire more people

with the intent to be ready to deploy people quickly once they sign a contract. The bench can be a

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place where people’s creativity and initial zeal is quickly eroded as they are typically not assigned

work in the initial 6 -8 months of employment.

On the contrary, the bench can be made in to a revenue center and can be effectively used by allowing

people “on the bench” to work across departments in the company.  The resources work in the R&D

departments as these are most understaffed. People with necessary skills can work on projects without

billing the clients to share the work load.

6) Democratization – One of the ways the employee democratization can be encouraged is involving

the employee decision making from all levels of hierarchy before making decisions affecting the

employees. These decisions can vary from very simple to organizations decisions having moderately

high complexity.

One of the traits most companies lack when they grow is the nimbleness/agility. This culture can be

incorporated by providing more freedom to employees in their daily operations.  By freedom we

mean ability to try out innovative methods, instilling a sense of entrepreneurial instinct in the

employees which will subsequently develop more accountability in the employees. This also involves

the part where the superior should accept the concept that his subordinate is more linked to the

ground realities.

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5. Epyllion Febrics Ltd. :

“EPYLLION'” is a house of Readymade Garments and engaged in manufacturing and exporting of knit

Apparels since1993. The Organization is a well structured one and manned by a group of trained and

professional managers at every level of management. Epyllion Group within a brief time of its inception

in 1994 secured a remarkable position in the emerging industry of Ready Made Garments. They start with

only 2 sewing lines and total of 200 workforces at Mirpur in Dhaka. Epyllion Group has new swelled up

with8250 workforce with 54 sewing lines in several locations of Dhaka and Gazipur. A team of qualified

persons is assigned to check vigorously if the elements involved in the process to meet the international

standards. Computerization and Automation in the different departments of Garments and Fabric

manufacturing process with computer aided designing, digital color matching and communication make

the process accurate and eliminate the possible human error. The philosophy of continuous development

through R & D in the laboratories, designing section equipped with instruments from Data Color USA an

computer aided cutting and pattern making instruments/software form Lectra System-France, are the main

strength of the sampling and product development of Epyllion.

5.1 Aims & objectives:

Epyllion Group aims to be the best knitted garment manufacturing and exporting company. They

continuously incorporate the latest technological advances in manufacturing processes to ensure that our

esteemed customers receive top-of-line quality products. Their objective is to be the pioneer in

implementing new manufacturing technologies, which translate into an even superior product for our

customers. Frequent changes in fashion trends make it imperative for suppliers to deliver newer styles

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quickly to their customers. Understanding the need for timely delivery we always aim to provide

customers an efficient and satisfying service

Different functional department of Epyllion Group:

In Epyllion Group there are two types of department, one is departments in factory and another one is

departments in office.

5.2 Departments in Factory:

I. Fabric Inspection Department

II. Store Department ( General store, Fabric store)

III. Cutting Department

IV. Sample Department

V. Work-Study Department

VI. Sewing Department

VII. Iron & Finishing Department

VIII. Quality Control Department

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Department in Factory:

IX. Fabric Inspection Department

X. Store Department ( General store, Fabric store)

XI. Cutting Department

XII. Sample Department

XIII. Work-Study Department

XIV. Sewing Department

XV. Iron & Finishing Department

XVI. Quality Control Department

Department in Office:

I. Merchandising Department

II. Commercial Department

III. Accounts Department

IV. Finance Department

V. Human Resource Department

VI. IT Department

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5.3 Organization Structure:

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Managing Director

Executive Director

General Manager

(1)

General Manager

(2)

Production Manager

Administration Marketing

Workers

5.4 Corporate Strategy of Epyllion:

Epyllion’s objective is to meet the needs and wishes of the buyers while maintaining and improving

quality. Epyllion Group is fully aware of their responsibilities to their customers, employee, to the

community, the society, the nation and the environment. Epyllion Group is taking all steps to ensure that

their factories are:-

Compliant with social standards stipulated in Bangladesh.

Safety and health precautions are fully looked into.

Local environment standards are met.

Dignity of labor and human rights are upheld.

The management of the group is vested with a team of professionals under direct supervision of the

Managing Director, Executive Director, two General Managers, Factory and Production Managers,

Departmental Heads for each section, marketing, Administrative and a Production team of 1,075 skilled

and semi skilled workers.

Mr. Reazuddin Al-Mamoon , Managing Director of ‘EPYLLION GOUP' leads the team of professionals

under the direct supervision of the Board of Directors. A team of qualified persons is assigned to check

vigorously if the elements involved in the process to meet the international standards. Computerization

and Automation in the different departments of Garments and Fabric manufacturing process with

computer aided designing, digital color matching and communication make the process accurate and

eliminate the possible human error.

The philosophy of continuous development through R & D in the laboratories, designing section equipped

with instruments from Data Color – USA an computer aided cutting and pattern making

instruments/software form Lectra System-France, are the main strength of the sampling and product

development of Epyllion.

Single Jersey, Rib, Double Jersey, Fleece, Interlock, PK Polo, Pique is main products of this Unit.

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The rated capacity of the factory is 450 tons of high value knit fabrics/months. The covered space is 2,

86,000 Square feet and compiled with high quality working condition and environmental norms. Year of

establishment of this project is 2007.

The project is located on an 8 Acres of land at Mouza: Bahaduarapur, Banglabazar, Joydebpur, Gazipur.

It is an excellent location where many Industrial Units have already started up.

Textile Industries:

Epyllion Knitex Ltd.

Epyllion Fabrics Ltd.

Garments Industries

Epyllion Style Ltd.

Epyllion Knitwear Ltd.

Mirabella Dresses Ltd.

Dekko Knitwear Ltd.

Dazzling Dresses Ltd.

Garments Accessories

Epyllion Washing Ltd.

Real Estate.

Nina Holdings Ltd

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In recent years there is a tremendous growth in Epyllion Group. The column chart express the growth of

Epyllion Group that was from 2004-2005 to 2005-2006 there is an increase of $ 5 million. In 2005-2006

to 2006-2007 increase $ 4 million. In 2006-2007 to2007-2008 there increases $ 8 million. And In 2007-

2008 to 2008-2009 increase amount was $ 10 million. The positive growth of Epyllion Group takes plac

on its development continuously.

5.5 Human Resource Management of Epyllion:

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Designing and implementing compensation and benefits systems. The HR managers have to

assist in this design and administer the system to minimize reward inequities. Payroll and HR

applications should always be logically integrated - but not necessarily physically - because they

have a lot of data in common and because they both support the same compensation process.

Wage and salary curves show the relationship between the relative worth of jobs and their wages

or salary rates. Ensuring that compensation and benefits are fair and consistent.

Human resource management of Epyllion Group has built an organizational commitment to

quality.

Every employee of Epyllion Group is highly committed to the company to increase its service

quality.

Every employee of Epyllion Group is well experienced in their job.

Good team work environment is here.

Workers of Epyllion Group have good concentration in their job.

Transportation facility is available for the employee to cover one factory to another.

Accommodations facility (staff quarter) in the factory of Gazipur.

Industry plant, machineries and others equipment are more modernized than others.

Managers in Epyllion Group practice a number of powers to motivate employee’s behavior and

get them to act in a certain way.

Each time a new employee is appointed she\he has to join a training program. In the program she\

he has to work in every department for two days, to be familiar with the total organization. The

main of this program is the socialization of the employees.

5.6 Quality Control of Human Resources:

Organizations and companies succeed, or fail, based on the quality and effectiveness of their employees.

Today’s successful firms recognize that to compete in global markets, they must have world class Human

Resource managers who are active participants in strategic and operational decision.

To evaluate quality Epyllion Group has established different quality measuring system in different level

of activity. Epyllion Group sets challenging quality goals and offers many monetary and non-monetary

incentives to the employees to motivate them. They have been developed strategies to maintain the

quality of Human Resources:

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Epyllion Group carefully collects solicit employees’ suggestions about improvement that can be

made.

Epyllion Group establishes cross-functional teams for various purposes. For example, reward

giving committee.

Performance appraisal conducted by Epyllion Group on yearly basis.

High performance is appreciated at Epyllion Group by giving attractive rewards

Epyllion Group has a big and experienced merchandiser team.

Merchandisers of Epyllion Group has good capability in the case of negotiation with buyers.

Epyllion Group maintains the rules strictly about child labor.

Epyllion Group has health care facility for their worker and employee.

Epyllion Group has prayer room in the factory & office.

Epyllion Group has child care room in the factory.

Epyllion Group has own good and experienced fire man in the factories.

Among the factories of Epyllion Group, Factories in Gazipur is well organized and wide space,

big gap from one line to another. But factories of Dhaka are not well organized but congested

from one line to another.

HR managers become able to reengineer the way HR department executes its job, accomplishes those

transactional HR jobs cost-competitively, and increasingly turn its attention to truly being a strategic

partner with the firm’s top executives. A HR function can and should be strategically integrated with

a company’s business plan to help the company to achieve its business objectives. Firms are

increasingly moving beyond manual HR systems today, by computerizing individual HR tasks,

installing HR Information Systems, and using the Internet and Intranet technology. In this context,

information technology can support HR managers not only in achieving the traditional HR functions

but also in applying the concepts of strategic planning.

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

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Epyllion Group is fully aware of their responsibilities to their customers, employee, to the community, the

society, the nation and the environment. A team of qualified persons is assigned to check vigorously if the

elements involved in the process to meet the international standards. Aligning people around core values

is crucial for building trust. The company frees managers from the suffocating constraint of having to

second-guess every decision and micromanage every detail. Managers delegate decisions and ask people

to think for themselves. When people act on the basis of clearly understood values – linked to

performance measures – they are naturally engaged in making the right decisions consistently over time.

To evaluate quality Epyllion Group has established different quality measuring system in different level

of activity. Managers hold critical responsibility for this as a failure to meet these goals will have the

consequences on the manager, employee and the organization. The company establish corporate strategy

by setting a management process which takes decisions – designed by executives, the board, senior

management team or whoever are the final decision makers in the organisation – that are meant to get the

better of adversaries or attain the organizations ‘ends’. To evaluate quality Epyllion Group has established

different quality measuring system in different level of activity.

6. Conclusion:

Thus from the discussion, we can conclude that HR and Corporate Strategy become effective when there

is a reciprocal and interdependent relationship between them. As, James Walker, a noted HR expert, very

aptly have put it, “Today, virtually all business issues have people implications; all human resource issues

have business implications.” HR managers become able to reengineer the way HR department executes

its job, accomplishes those transactional HR job’s cost-competitively, and increasingly turn its attention

to truly being a strategic partner with the firm’s top executives. A HR function can and should be

strategically integrated with a company’s business plan to help the company to achieve its business

objectives. Firms are increasingly moving beyond manual HR systems today, by computerizing

individual HR tasks, installing HR Information Systems, and using the Internet and Intranet technology.

In this context, information technology can support HR managers not only in achieving the traditional HR

functions but also in applying the concepts of strategic planning.

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7. References:

a) Krishnan, Rishikesha T. “Linking Corporate Strategy and HR Strategy: Implications for HR

Professionals,” In R. Padaki, N.M. Agrawal, C. Balaji and G. Mahapatra (eds.)

b) www.epylliongroup.com

c) www.managementexchange.com/hack/linking-hr-corporate-strategy.

d) http://www.ipacweb.org/conf/01/lawler.pdf

e) http://www.blackwellpublishing.com/grant/files/CSAC13.pdf

f) http://www.download-it.org/free_files/1db720cfa1945603f3c216488f7e0762-Pages%20from

%20Chapter%202.%20The%20links%20of%20HR%20strategy%20and%20corporate

%20strategy.pdf

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Prepared Questionnaire for Epyllion’s Human Resource Strategy:

1. Which skill do you prefer to recruit employees in Organization?

I. Technical Skill II. Management Skill and why?

2. Does the merchandising department maintain proper order-follow up system?

I. Yes II. No and why?

3. Are all merchandiser clear about their job responsibilities?

I. Yes II. No and why?

4. Do you take steps to improve the communication skills of merchandisers?

I. Yes II. No and why?

5. Do merchandisers go to factory floor regularly?

I. Yes II. No And why?

6. Does Epyllion Group organize merchandising skill development training program for their

merchandisers?

I. Yes II .No and why?

7. Are the merchandisers independent to negotiate with buyers?

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I. Yes II. No and why?

8. What about the working environment of Epyllion Group for merchandisers?

I. Good II. Bad and why?

9. Are salary structure for merchandisers is good enough comparatively others ?

I. Yes II. No And why?

10. Does Epyllion Group provide extra facility for their merchandisers?

I. Yes II .No

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