HR marketing as a management technology on the example of an international pharmaceutical company

" "Do wages of labour results depend" (see Figure 3.2, 3.3.). According to the results, we can conclude that the majority of employees do not even know what they receive a bonus and it depends on the results of their work, therefore, the staff there is no incentive function of bonus payments. Employees reduce their efforts to a minimum, because thinkWe can conclude that for a complete stimulation of labour in material terms, it is necessary to develop a charging scheme deductions / surcharges and to communicate it to employees Laboratoires Bouchara-Recordati Ltd .. This circuit should be: 1. Flexible (enabling immediate reward every positive result of the work). 2. Charges deductions / surcharges should be simple and understandable to each employee. 2. The dimensions of the promotion must be psychologically and economically justified (more and less). 4. Encouragement should form the employees a sense of fair economic rewards. 5. Promotion of staff is important to create on such indicators, which are perceived by everyone as a right.3.2 Evaluation of proposals for the improvement of human resource management in the company Laboratoires Bouchara-Recordati Ltd.The resources needed to implement project proposals HR management improvement in the company Laboratoires Bouchara-Recordati Ltd. are presented in Table 3.1 (see. Appendix A). Next, begin to assess the effectiveness of the project proposals for the improvement of human resource management in the company Laboratoires Bouchara-Recordati Ltd..To assess the effectiveness of the project proposals for the improvement of human resource management in the company Laboratoires Bouchara-Recordati Ltd., we present cash inflows and outflows of indicators (see. Table 3.2, cm. Appendix A).Table 3.3 reflect the cash inflows and outflows of performance for the year by month. Cash flow from investing activities equal to 796 thousand. Rub. Payback period - this is the length of time from the initial date of investment until the payback. To determine the discounted payback period of the investment project (PP), you must first determine what periods between the values ​​of the net present value was an appeal from a negative to a positive. In our case this occurred between periods 3 and 4.Determine the discounted payback period can be the following formula:PP =+ ││: (││ +) (3.1)Where: - since the last negative value NPV; - recent negative net present value; - the first positive net present value.We calculate the discounted payback period for this investment project:PP = 2 + │-47,74│: (│-47,74│ + 619,84) = 2,08 months.Total discounted payback period of the investment project is equal to 2.08 months.Next you need to calculate the discounted return on investment index (PI), which characterizes the relative impact of the project on the invested in it by means of the formula:PI = 1 + NPV: │Σinvest│ (3.2)Where:NPV - net present value of the project;Σinvest - sum of discounted investments.We calculate the sum of discounted investments, multiplying them by the reversion rate: Σinvest = │-796│h 0.9877 = 786.21 thousand. Rub.On this basis, we can calculate the discounted profitability index, using the formula 3.3:PI = 20763.41 + 1: 786.21 = 27.41The resulting value shows that 1 ruble investments, the company will receive 26.41 rubles income. Since the index is greater than one, the project is considered to be effective. The next measure of the efficiency of the investment project internal rate of return (IRR) The discount rate at which the net present value vanishes. Internal rate of return characterizes the level of return on investment generated by a particular project with the full coverage of all project costs from revenues. The resulting value IRR is used to estimate the degree of stability of the project from the difference between the internal rate of return and the discount rate. To determine the internal rate of return should be taken as a basis for a possible rate greater than the discount rate, and calculate the NPV at this rate. Then it is already possible to calculate the internal rate of return according to the formula:IRR = i1 + * (i2 -i1) (3.3)Where: - the original discount rate; - net present value at a rate of ; - possible discount rate; - net present value at a rate of .We use the formula of the current value of ordinary annuity: = (1-1:): I (3.4)Where: i - the annual interest rate;n - time in years;m-accumulation rate.796 = 385h (Take a target for 1 month)= 15% = (1-1: ): 0.15 = 5.64 = -796 + 385x5,64 = 1375,4= 16% = 5.4 = -796+ 385x5,4 = 1283You can calculate the internal rate of return on the basis of these calculations, based on formula 3.4:IRR = 15 +x (16-15) = 29.88%To assess the effectiveness of the project IRR associate with the norm for the project discount. IRR greater the discount rate, so the project is effective.Table 3.3 shows the performance indicators of the project proposals for the improvement of human resource management in the company Laboratoires Bouchara-Recordati Ltd. (See para. Annex A).The analysis shows that the payback period is less than the considered length and is 1 year, which is clearly observed in Figure 3.5 (see. Appendix A).Thus, all simple indicators of efficiency assessment Project proposals for the improvement of human resource management in the company Laboratoires Bouchara-Recordati Ltd. They are within the normal range. The evaluation of simple performance indicators project can be considered acceptable for implementation.conclusionThe aim of this study was to HR marketing of the company Laboratoires Bouchara-Recordati Ltd.Realized objectives of the study: theoretical aspects of the marketing personnel;conducted HR marketing of the company Laboratoires Bouchara-Recordati Ltd.;Recommendations for improving personnel management in the company Laboratoires Bouchara-Recordati Ltd ..Conduct rapid diagnosis of leadership styles showed that 9% of respondent’s subordinates believe that their immediate supervisor from time to time impose their views, giving his opinion of the majority of employees. 24% say they work more on the instructions of the head rather than their own. 10% commented on the fact that they have autonomy only from time to time. Therefore, it is said that 43% of subordinates believe their leader applies policy management. According to the other 5% of subordinates in the work they are left to themselves. This situation characterizes the liberal leader. Most of the surveyed employees (52%) believe that their chief promotes independence from his subordinates that characterizes him as the leader of Democrat.Executives Laboratoires Bouchara-Recordati Ltd. They believe that 14% of them sometimes impose their views, giving his opinion of the majority. On this basis, we can conclude that the subordinate opinion Laboratoires Bouchara-Recordati Ltd. largely coincides with the views of the leaders on the issue of granting independence to employees during their employment.Executives are more strongly support a creative approach to the job, using democratic methods of management, but still have a place to be and policy management principles. 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PP. 114-131.Base management accounts Laboratoires Bouchara-Recordati Ltd.Appendix ATable 2.1 - Staff Structure Laboratoires Bouchara-Recordati Ltd. categories for 2016-2018 gg.Category of staff201620172018Absolute change, people.Rates of growth, %Pers.Sp.the weight, %Pers.Sp.the weight, %Pers.Sp.the weight, %2017/2016 2018/ 20172017/ 20162018 /2017Management personnel6212.26512.76913.83four4.86.2Engineering staff 5410.65711.05811.63one5.61.8pharmacists35770.035669.133467.0-one-22-0.3-6.2Service staff377.3377.2377.400--Total510one hundred515one hundred498one hundred5-17one-3.3Table 2.2 - Dynamics of actual and planned headcount Laboratoires Bouchara-Recordati Ltd. for the 2016-2018 biennium.Indicator201620172018Growth rate,%FactPlanFactPlanFactPlanThe number of staff people.510515515530498520-one%Table 2.3 - Staff Structure Laboratoires Bouchara-Recordati Ltd. by gender for the 2016-2018 biennium.Floor201620172018Absolute change, people.Rates of growth, %Pers.Sp. the weight, %Pers.Sp. the weight, %Pers.Sp.the weight, % 2017 / 2016 2018 / 2017 2017 / 2016 2018 / 2017Male46591.247091.345390.95-171.1-3.6female458.8458.7459.100--Total510one hundred515one hundred498one hundred5-170.9-3.3Table 2.4 - Personnel Laboratoires Bouchara-Recordati Ltd. by age for the 2016-2018 biennium.Age group, years201620172018Absolute change, people.Rates of growth, %Pers.Sp. the weight, %Pers.Sp. the weight, %Pers.Sp. the weight, %2017/ 20162018/20172017/ 20162018/2017one23four5678910elevenUp to 20 20.4four0.820.42-2one hundred-fifty20-307013.77214.07615.32four2.95.531-4017834.917634.215430.9-2-22-1.1-12.541-50 20039.220439.719238.6four-122.0 -5.8older than 506011.85911.57414.9-one-fifteen-1.725.4Total510one hundred515one hundred498one hundred5-170.9-3.3Table 2.5 - Staff of Laboratoires Bouchara-Recordati Ltd. by level of education for the 2016-2018 biennium.The level of education201620172018Absolute change, people.Rates of growth, %Pers.Sp. the weight, %Pers.Sp. the weight, %Pers.Sp. the weight, %2017/20162018/20172017/20162018/2017one23four5678910elevenAverage81.681.661.20-2--25two higher35269.035769.335170.55-61.4-1.7higher61.250.951.0-one0-16.7-higher14428.214528.113627.3one-90.7-6.2Total510one hundred515one hundred498one hundred5-170.9-3.3Table 2.6- Personnel Laboratoires Bouchara-Recordati Ltd. on the length of service for the 2016-2018 biennium.Work experience2016Weight,%2017Weight,%2018Weight,%Up to 1 year19939.020038.820140.4From 1 to 5 years22043.122543.721944.0From 5 to 10 years9117.89017.57815.7in total510one hundred515one hundred498one hundredTable 2.7 - Absolute figures personnel movement in Laboratoires Bouchara-Recordati Ltd. for the 2016-2018 biennium.Indicator201620172018Absolute change, people.Rates of growth, %Pers.Weight,%Pers.Specific gravity, %Pers.Specific gravity, %2017/20162018/20172017/20162018/2017one23four5678910elevenThe number at the beginning of the year460-498-497-38-one7.6-0.2Accepted, incl .:85one hundred31one hundred32one hundred-54one-174.23.1of educational institutions89.4one3.226.3-7one-290.549.2translationeleven12.9516.126.3-7-3-64.0-155.5by6677.62580.62887.5-413110.3110.8Dismissed, incl .:35one hundred12one hundred31one hundred1.11.0110.1110.0on their own2777.1758.32477.41.01.0110.0111.3for violation of labor discipline25.7216.726.51.11.1110.0111.0in connection with the departure of the armyone2.800one3.21.21.1111.2111.0in connection with the retirement000026.51.21.1110.0111.1for health00one8.3001.01.1111.1110.4Dismissed in the first year of operation25-8-22--13The number at the end of the year510-515-498-5-170.9-3.3Table 2.8 - Comparative figures of personnel movement in Laboratoires Bouchara-Recordati Ltd.Indicator201620172018Abs. changeRates of growth2017/20162018/20172017/20162018/2017Coefficients. turn on reception0.180.120.18-0.060.0666.6150Coefficients. turnover retirement0.210.150.18-0.060.0371.4120turnover rate0.210.150.18-0.060.0371.4120Coefficients. tightness0.250.290.280.04-0.0111696.5Coefficients. turnover0.180.120.18-0.060.0666.6150Fig. 3.1 Material of motivation system personnelLaboratoires Bouchara-Recordati Ltd.Fig. 3.2 Satisfaction with employees their wages inLaboratoires Bouchara-Recordati Ltd.,%Fig. 3.3 Dependency of wages on labour resultsLaboratoires Bouchara-Recordati Ltd.,%.Fig. 3.4 Always Do you know, for that paid premiumLaboratoires Bouchara-Recordati Ltd.,%Table 3.1 The resources required for the implementation of Project proposals for the improvement of human resource management in the company Laboratoires Bouchara-Recordati Ltd.resource nameamounttype of resourcevalue of resources1. Senior Development ManageroneLabor30 000 rbl. / Month.(Standard rate)2. Assistant Development ManageroneLabor25 000 rbl. / Month.(Standard rate)3. Human Resources ManageroneLabor30 000 rbl. / Month.(Standard rate)4. ProgrammeroneLabor30 000 rbl. / Month.(Standard rate)in total115000 5. Software Project ManagementoneMaterial100 000 rubles.6. Office equipment and computer equipment fourMaterial40 000 rubles.a computer;1 pc. * 30 000 rubles .;MFP;1 pc. * 10 000 rub .;in total140000 7. Software for HR Management112Material541 000 rubles.in total796 000 rubles.Table 3.2 Indicators of cash inflows and outflows of the project proposals for the improvement of human resource management in the company Laboratoires Bouchara-Recordati Ltd. IndicatorsPeriods by monthsone23four5678910eleven12Den. flow fromInvest. Worker.-796Den. flow of earnings385397400398412386376375385379372364The balance of the amounts.flow-411-fourteen38678411961582195823332718309734693833Coefficients. reversion.9877.9755.9634.9515.9398.9282.9167.9054.8942.8832.8723.8615Discount.balance amounts. flow-405.95-13.66371.87667.5811241468.411794.92112.32430.442735.273063.823302.13Accumulated. discount.balance amounts. flow-405.95-419.61-47.74619.841743.843212.255007.159231.7511662.1914397.4617461.2820763.41Fig. 3.5 Recoupment of the project proposals for the improvement of human resource management in the company Laboratoires Bouchara-Recordati Ltd.Table 3.3 Project Effectiveness of proposals for improving personnel management in the company Laboratoires Bouchara-Recordati Ltd.IndicatorsValueDiscount ratefifteen%Payback period1 yearDiscounted payback period0.2 yearsThe net present value of the project (NPV), rub.20763.41Internal rate of return (IRR)29.88 %