Solar Tech- HR Final Project

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The American University in Cairo
School of Business – Executive Education
Professional Postgraduate Diploma
In Human Resource Management
Final Graduation Project
(SOLAR TECH)
Presented by
(NAME Mohamed Abulkassem Run# 120 ID 600132158)
(NAME Mohamed Abdelmawla Run# 120 ID 600132157)
(NAME Ahmed Galal Run# 120 ID 600140020)
(NAME Mohamed Ali Run# 120 ID 600140087)
Supervised by
Dr. Magued A. Naguib

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(Sep. 2015)
Table of Contents
Introduction …………………………………………….………………..
Module 1: Strategic Management
SWOT & PEST ………………………………………………..……….………
Mission, Vision & Values …………………………………………….…..
Strategies ………………………………………….……………………..………..
Recommendations…………………………………………………………….
Module 2: Recruitment, Selection & Hiring
Job Analysis ………………………………………………..……….……………
Personnel Planning & Recruitment…………………..……….……….
Selection ………………………………………………..……….………………..
Module 3: Training & Development
Training & OD …………………………………………...…….…………..
Performance Management ……………………………………………..
Career Management ………………………………………………..……..
Module 4:
Compensation & Benefits
Wages & Salaries ………………………………..……….………………..
Pay for Performance ………………………………..……….………………..
Benefits …………………………………………………………………………….
Summary & Conclusion…………………………………………….
References ……………………………………………………………….

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Introduction
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There was not yet even a conversation in Egypt about on –grid solar energy development
because fuel subsidies kept oil and gas prices so low. Also, high solar panel prices deterred
the government from considering solar a viable long term option for Egypt. Off-grid
development appeared to be solar energy’s only economically viable application.
But prices of solar panels have fallen over the past few years. solar cells are in part made of
silicon and that recent progress in the microprocessor industry has brought silicon’s price—
and thus solar panels’ price down.
Other recent developments indicate a new window of opportunity for on-grid renewable
energy projects.
While Egypt has not been moving toward integrating renewable into its energy mix
Nearly as fast as Jordan or Morocco, politicians seem to have finally understood the necessity
of transitioning to renewable technologies. Egypt’s energy crisis emerged in 2006-2007,
when the country became a net oil importer. Over the next several years, energy subsidies
skyrocketed until they accounted for almost 20 percent of all state expenditures. Until 2010,
Egypt could still rely on exporting natural gas from its massive underground reserves, but the
revolution that started in early 2011 impoverished the state, and foreign extraction companies,
no longer compensated, stopped working. More worrying still, experts now predict that Egypt
will become a net gas importer in the near future. At the same time, Egypt is suffering
electricity shortages from its conventional sources and is grappling with distribution problems
caused by the decay of its infrastructure. Current figures show that over 90 percent of all
energy produced in Egypt still comes from fossil fuels, eight percent from hydroelectricity, and
less than one percent from solar and wind combined. But change appears to be on the way.
This past summer, in a move that surprised many given the sensitivity of the issue, President
AbdulFattah elSisi announced his plan to gradually phase out fuel subsidies over the next five
years. Since the implementation of the subsidy system by Gamal Abdel Nasser in the 1960s,
only Anwar Sadat attempted to lift them, an initiative that immediately sparked riots in the
streets and had to be promptly abandoned. Sisi's plan to phase out the subsidies is long
overdue, and represents the only way out of the current crisis in that it will push the Egyptian

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energy industry to be more competitive, innovative, and environmentally friendly—though it
remains to be seen whether the five year timetable will be met. Then, in September 2014,
Minister of Electricity Mohamed Shaker introduced a Feedin Tariffs (FiT) scheme for
renewable energy. FiT involves money paid by the government to homeowners, companies,
and industries to generate their own electricity from small scale to bigger scale renewable
energy installations. Entities that create electricity or feed their extra electricity to the national
grid can receive FiT. The mechanism also establishes prices for the purchase of solar and
wind energy produced by private companies. FiT schemes have been implemented in
numerous countries around the world in an attempt to boost renewable energy production for
domestic and commercial uses. During the first round of the FiT scheme, the government
established an overall quota for solar and wind of 4,300 MW of installed capacity, and
discussions are underway regarding further rounds. The applications submitted by over 180
companies in the first round surpassed 10,000 MW, indicating the abundance of interest from
the private sector. Most of the companies that applied for the tariffs are international
consortiums, attracted to the Egyptian market because of the ongoing phasing out of
schemes for renewable energy in Europe and North America. This has created an immediate
need for new markets, and the best ones today are located in Sun Belt countries like Egypt.
The peak loads in Egypt occur in the mornings and evenings and do not overlap with the peak
production of solar energy. so, solar penetration may prove efficient in reducing the load on
conventional power plants during the day, which could increase the plants’ ability to provide
an additional amount of power during peak hours. The introduction of the FiT scheme has
officially raised the profile of renewable energy in Egypt for regional and international
investors, demonstrated political commitment to the renewable energy sector, and provided a
structured process for the continued development of the sector. Egypt has a diversified
economy, the largest population in the Middle East, and one of the oldest industrial bases in
the region. It also benefits from the best solar resources in the world. So, “the combination of
these elements makes Egypt a very fertile ground for innovative applications of solar energy,
whether off-grid, on-grid, large scale, or small scale.”

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The aim of the current work is to establish a medium size commercial company working in
photovoltaic industry.
This project is further subdivided into four modules, where module I show Strategic
Management, in module II we explain Recruitment and placement then we came to module
III which is Training and development and finally module IV compensation and benefits.

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Module One:
Strategic Management
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Company Overview
Solar Tech. is young Egyptian company working the photovoltaic firm , to be one of the
leading companies in the Egyptian market in selling photovoltaic applications in order to
produce renewable energy that comes from resources which are continually replenished
(sunlight Radiation). The workforce of the company is around 300 employees, looking for
great joint venture opportunity with a multinational leader company working in the production
of such applications.
Vision
We at Solar Tech. are passionate about contributing to a world, which does not depend on
power from fossil fuels. Our aim is to accelerate the adoption of solar technology across the
world to conserve our environment and provide an environmentally friendly, sustainable and
conflict-free power supply.
Mission
We seek to provide our customer high-value add solutions through building on our strong
foundation in photovoltaic leaders and our commitment to innovation to drive the efficiency,
quality and profitability of our products. We remain aggressive in our focus on innovation and
cost but remain conservative in our implementation to ensure Solar Tech. products are a safe
choice for our customers.
Values
Put our customers and partners in the center of our attention and treat them with trust, respect
and integrity. While driving for world-class products, continually improving the quality and
environmental friendly of our products are at the core of our values. We are committed to
comply with international safety, environment and quality standards at all times.

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PEST Analysis
PEST Analysis or Political, Economic, Social and Technological Analysis is an analytical tool
used by researchers for analyzing macro-environments of any industry. PEST Analysis is an
important tool that classifies environmental influences as political, economic, social and
technological forces. PEST Analysis can also be useful for businesses in determining the
market trends and factors that could shape customer demand and as a result may impact
future sales.
POLITICAL
 Governmental plan to gradually phase out fuel subsidies over the next five years.
 World energy markets are becoming more volatile due to the threat of geopolitical
instability.
 Greater climate destabilizations from CO2 emissions are leading governments to
encourage more sustainable forms of energy.
 World energy markets are becoming more volatile due to the growing oil
requirements of a buoyant Chinese economy, creating tension between nations.
ECONOMIC
 Egypt lies in the sun-belt area with sunshine duration 9-11 h/day
 Economy is underpinned by its energy supply.
 Energy markets will see demand increase by almost 60 percent, with fossil fuels
meeting most of this, and nuclear and renewable energy markets having limited
relative contribution.
SOCIAL
 People’s worldview is starting to change to a concern over the sustainability of the
future, although this is not expected to change dramatically to justify widespread
changes to energy use for some time.

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TECHNOLOGY
 The International Energy Agency states that alternative energy markets will be
underpinned by technological breakthroughs.
 Research shows technology is the key to competitiveness in the alternative energy
industry; whilst alternative energy technologies are underpinned by 48 critical
success factors across technological, commercial, socio-political and organizational
categories.
Porter's Five Forces Analysis
Porter’s Five Forces analysis is a framework to analyze the characteristics that affect
competition within an industry. The analysis is best suited to study industry competition, but it
can also help companies establish a business strategy. The less competitive an industry, the
higher the potential to earn profits in that industry. Inversely, competitive industries work to
drive down the potential for any business to make money.
Barriers to Entry
 High proprietary learning curve due to technological focus on alternative energy
industry.
 Stringent government policy and requirements to operate in industry.
 Large economies of scale required to achieve cost leadership, which is central in
energy provision.
 Large capital requirements to set-up operations, hence large number of acquisitions
and joint ventures.
 Importance of ethical brand identity because of nature of market.
 Large access to distribution required to ensure widespread energy provision.

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Threat of Substitutes
 Lower, but growing inclination for buyers to substitute to alternative energy because
of higher cost.
 Hence, high price-performance trade-off between substitutes (traditional energy
provision being considerably cheaper and more reliable that alternative energy at this
point in time).
 Nuclear Reactors to be established in the nearest future.
Competitive Rivalry
 Low industry concentration.
 High fixed costs ,Slow industry growth but alternative energy is vital for the long term
future of the industry.
 Very diverse rivals in rationale for strategies to invest and enter industry.
Bargaining Power of Buyers
 Low bargaining leverage of buyers.
 Low buyer volume.
 Low buyer information.
 High importance of brand identity.
Bargaining Power of Suppliers
 Low concentration of alternative energy suppliers.
 High importance of volume to industry development and survival, because of the
focus on low cost and economies of scale to compete in industry.

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Value Chain Segments & Activities
There are distinct segments within the whole eco-system of solar power, starting from the
manufacturing of equipment and module production all the way to the installation and
operation. Among them are also activities that span the whole lifecycle such as consulting and
financing as well as publicizing and training. The main products of the manufacturing process
are polysilicon, wafers, cells, modules, mounting and tracking systems and electrical
components. Services include project development, wholesale distribution, design,
engineering, construction and maintenance.

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SWOT Analysis
SWOT Analysis is a useful technique for understanding your Strengths and Weaknesses, and
for identifying both the Opportunities open to you and the Threats you face.Used in a
business context, it helps you carve a sustainable niche in your market.
Strengths and weaknesses are often internal to your organization, while opportunities and
threats generally relate to external factors. For this reason, SWOT is sometimes called
Internal-External Analysis and the SWOT Matrix is sometimes called an IE Matrix.
Strengths
Photovoltaic is a green technology and produces energy with minimized carbon. Life-cycle
CO2 emissions of solar-only Photovoltaic applications are assessed at 17 g/kWh against,
e.g., 776 g/kWh for coal plants and 396 g/kWh for natural gas combined cycle plants.
Photovoltaic energy can be used to cover the normal energy load, as the energy it produces
can be fed into the grid and distributed to the consumers.
Photovoltaic Applications operates only with direct solar radiation, therefore the clear Egyptian
atmosphere combined with lengthy periods of daily sunshine around 12 h/day and few cloudy
days, makes it a more attractive area for Photovoltaic applications deployment.
 Managerial Excellence.
 Team Work Culture .
 After Sales Service .
 Wide Product price range with rich product portfolio .
Weakness
 High investment costs, depending on the solar resource and storage size. However,
we are still at the beginning of the learning curve and at the peak of the cost curve.
 In Egypt photovoltaic is still a relatively new technology.
 Long and complex construction.
 Technical staff is needed on photovoltaic applications for operation and maintenance.
 Sales Team Qualifications.

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Opportunities
 Highly Sales targets in Egypt.
 Open New Assembly Facilities
 Booming Construction industry in Egypt
 Advanced Logistics Services (Suez Canal)
 Photovoltaic Applications will help to secure the energy supply for Egypt, a vital task
in light of the electricity cut offs experienced in past few years (since 2010).
 Photovoltaic Applications offers job opportunities, thus helps decrease the
unemployment rate in Egypt.
 Other related industries will start to grow as they supply needed Photovoltaic
Applications equipment, which in turn will improve the company profits.
 The Egyptian government has been keen to promote Renewable Energies, and will
facilitate the needed processes for interested investors.
 Photovoltaic industry has a very high potential for cost reduction, with the increased
installation of Photovoltaic application projects in Egypt and worldwide.
 Egypt has high solar radiation ranging between 1970 – 2800 kwh/m2/year from North
to South. This is a very high DNI and allows high efficiency and output for
Photovoltaic Applications.
 Egypt high population with potential expansion in the field of housing and industrial
zones.
Threat
 Political Instability of potential markets
 Inflation Rates
 New Entrants (Chinese Companies )
 Existing Strong competitors
 Cost (especially if not subsidized), but also from unawareness of financial rewards.
 There are many alternatives that may be cheaper depending on location.(wind
turbine, water turbine)

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 The Solar Electricity Industry is under immense threat of being substituted by any
number of products, especially vulnerable in regions without financial incentives for
solar energy.
TOWS
IFAS
EFAS
Strengths (S)
1- Managerial Excellence
2- Teamwork Culture
3- After Sales Service .
4- Photovoltaic is a green
technology.
5- Clear Egyptian
atmosphere
6- Wide Product price range
with rich product portfolio .
Weaknesses (W)
1. High investment costs
2. In Egypt New technology.
3. Long and complex
construction.
4. Qualified Technical staff.
5. Qualified Sales Team
Opportunities (O)
1. Highly Sales targets in Egypt.
2. Open New Assembly
Facilities
3. Booming Construction
industry in Egypt
4. Advanced Logistics Services
(Suez Canal)
5. Egyptian Polices for
Encouraging the green
industry
6. Egypt has high solar
radiation.
SO-
1. Build New Assembly
facilities concerning
Photovoltaic or Joint
venture/Alliance with a
highly equivalent brand
2. Expanding in Showrooms
in the promising markets
WO-
1. Building up good market share
2. Optimize the cost base of the
business
3. Build new Assembly facilities in
the Free duty zones
Threats (T)
1. Political Instability of potential
markets
2. Inflation Rates
3. New Entrants (Chinese
Companies )
4. Existing Strong competitors
5. Developments in the wind
turbine, water turbine
technology
ST-
1. Price Protection,
Promotions and Marketing
2. Raising the standard to
build the brand
WT-
1. Establish new advertising
campaign through
internet/Media channels
2. Building Strong R&D team
3. Building Strong Sales &
Technical team.

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Business Strategies
Focuses on improving the competitive position of a company’s or business unit’s products or
services within the specific industry or market segment it serves
Short Term
 Building up good market share
 Optimize the cost base of the business
 Price Protection, Promotions and Marketing
 Raising the standard to build the brand
 Establish new advertising campaign through internet/Media channels
 Building Strong Sales & Technical team.
Intermediate Term
 Expanding in Showrooms in the promising markets
 Building Strong R&D team
Long Term
 Build New Assembly facilities concerning Photovoltaic or Joint venture/Alliance with
a highly equivalent brand
 Build new Assembly facilities in the Free duty zones
HR Strategies
The main idea behind HR Strategies for Solar tech company is depending on its staff
members and their capabilities as they are the main power needed to drive the company to be
in a good shape and potential high revenue.
So the company will depend on its establishment on Head hunting recruiting with relatively
high budget for all top management staff, combined with advertising and job fairs campaigns
for other positions with relatively low budget. Top managers must be selected with high

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potential criteria of coaching and support in order to transfer their expertise to their
subordinates.
Key HR Strategies:
 Talent management.
 Continuous improvement.
 Knowledge management – creating, acquiring, capturing, sharing and using
knowledge to enhance learning and performance; – Resourcing – attracting and
retaining high-quality people.
 Learning and developing – providing an environment in which employees are
encouraged to learn and develop; – reward – defining what the organization wants to
do in the longer term to develop and implement reward policies, practices and
processes that will further the achievement of its business goals and meet the needs
of its stakeholders.

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

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Module Two:
Recruitment, Selection & Hiring Strategies
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Recruitment and Placement
Reference to our company strategies, the recruitment and placement policies & procedures
will be adopted in order to hire all staff from outside the company "Under Establishment"
rather than Internal Recruiting ,top managers will be through Executive Recruiters ,
Remaining staff (Administrative and Technicians) through Advertising and Job Fairs
campaigns & the utility workers from outsourcing companies (Housekeeping).
For company positions the recruitment team should comply with "Right Person in Right Place"
Through a well defined selection criteria based on a very rich and significant Job Analysis
surfing over the net "O-Net" and available market research.

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Organization Chart

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Job Analysis
Job analysis is the procedure for determining the duties and skill requirements of a job and
the kind of person who should be hired for it.
It consists of two parts: Job Description and Job Specification.
Job Description DTR
is a list of job’s duties, responsibilities, reporting relationships, working conditions, and
supervisory responsibilities.
Job Specifications KSA
it’s a list of a job’s “Human Requirements”, that is the requisite education, skills, personality,
and so on.
However the company is under establishment the Job analysis for all company positions will
be obtained through internet search "O-Net" and market research, but the target of the
process is to be as follows:
The Job Analysis process has certain guidelines where job analysts are required to follow.
Whenever there is a change in the organization structure, change in the responsibilities of any
position, or a new opening for a new position, the Organization Development department has
to be notified in order to start with analyzing these new jobs. Typically, the business is
required to provide the Organization Development team with a draft of both, job description
and job specification, the job analysts start reviewing these drafts to ensure they fit with the
position standards and get back to the business with comments and recommendations in the
form of one-to-one meeting. After discussion, both parties agree on the required amendments
and then the business head and the head of Human Resources department should approve
the form by signing it.
In some cases, the job analysts become more involved in the process, in a way that the
process is handled in the opposite way, where job analysts prepare questionnaires, meet with
the business or job holders and ask them to fill it in. The job analysts then prepare the job
description and get back to the business for approval.

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Examples of Job Analysis
1. HR Recruitment and selection Specialist
Reporting To: HR Recruitment and selection Manager.
Job Status: Permanent, Full time .
 Job Context ( Description):
 The Recruitment & Selection Specialist will be an important resource for Power
to Change Company as it expands its staffing needs. This position will deal with
recruiting Field and Support staff, reviewing and interviewing job candidates and
providing resources to support company with their recruitment efforts.
 Nature of Work:
 Administrative job category "working closely with all company departments
heads and managers"
 Roles and Responsibilities:
 Recruitment:
Core Duties :
 Assist the R&S Manager by Supporting staff recruitment.
 Filter resumes to identify qualified job candidates.
 Search for qualified candidates online to recruit.
 Respond to first inquiry emails and send preliminary interest forms.
 Attend recruiting events such as annual employment fair.
 Communicate with R&S companies.
 Weight of duties: 40 %
 Key Deliverable: Achieve and deliver right resumes in the planned time table.

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 Selection:
 Core Duties :
 Conduct Preliminary phone interviews and/or first interviews
 Check Candidates’ References
 Communicate with company's departments on the HR Recruitment & Selection
Procedures
 Confirm the job responsibilities and qualifications with Departments Heads and
company managers
 Create and compile a wider selection of interview questions
 Key Deliverable: Assure of selecting right candidate to the required position with
accuracy not less than 90%
 Other :
 Supplementary Duties :
 Assist the R&S Manager with the short term internship program
 Assist the R&S Manager with new staff orientations and building tours
 Develop content for recruitment materials
 Liaise with Corporate Power to Change marketing to work on recruitment
materials
 Assist the R&S Manager and/or HR team with other duties and projects
 Write and review job descriptions.
 Competencies, Skills, and Knowledge Required for the Position:
 Working knowledge of Employment Standards Act and Human Rights Code
 Competency in Microsoft Office
 Strong written and oral communication skills
 A professional approach and demeanor
 Strong interpersonal skills
 Takes initiative to communicate with various parties
 Excellent command of English Spoken/Written.
 Well organized and time management

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 Experience in conducting interviews (behavioral and situational)
 Education:
 A Professional Diploma in Human Resources.
 Bachelor of business administration.
 Occupational Certificates: Not Applicable
 Physical Requirements (Special work activities): Not Applicable.
 Special Problems/Hazards: Not Applicable.
 Work conditions and environment:
 Working in a closed office in the administration building.
 Dealing with Computer and communication devices and tools.
2. Installation Managers :-
 Job Context:-
 Direct work crews installing residential or commercial solar photovoltaic or
thermal systems.
 Face-to-Face Discussions — 86% responded “Every day.”
 Work With Work Group or Team — 32% responded “Very important.”
 Outdoors, Exposed to Weather
 Contact With Others
 Coordinate or Lead Others — 31% responded “Very important.”
 Activities:-
 Communicating with Supervisors, Peers, or Subordinates — Providing
information to supervisors, co-workers, and subordinates by telephone, in
written form, e-mail, or in person.
 Coordinating the Work and Activities of Others — Getting members of a group to
work together to accomplish tasks.

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 Getting Information — Observing, receiving, and otherwise obtaining information
from all relevant sources.
 Organizing, Planning, and Prioritizing Work — Developing specific goals and
plans to prioritize, organize, and accomplish your work.
 Drafting, Laying Out, and Specifying Technical Devices, Parts, and Equipment
— Providing documentation, detailed instructions, drawings, or specifications to
tell others about how devices, parts, equipment, or structures are to be
fabricated, constructed, assembled, modified, maintained, or used.
 Responsibilities:-
 Supervise solar installers, technicians, and subcontractors for solar installation
projects to ensure compliance with safety standards.
 Estimate materials, equipment, and personnel needed for residential or
commercial solar installation projects.
 Prepare solar installation project proposals, quotes, budgets, or schedules.
 Plan and coordinate installations of photovoltaic (PV) solar and solar thermal
systems to ensure conformance to codes.
 Monitor work of contractors and subcontractors to ensure projects conform to
plans, specifications, schedules, or budgets.
 Qualifications Needed to perform the job:-
 Education: - Related on-the-job experience, or an associate's degree.
 Others: - Communication and organizational skills to coordinate, supervise,
manage, or train others to accomplish goals.
 Human Behaviors:-
 Attention to Detail — Job requires being careful about detail and thorough in
completing work tasks.
 Dependability — Job requires being reliable, responsible, and dependable, and
fulfilling obligations.
 Cooperation — Job requires being pleasant with others on the job and
displaying a good-natured, cooperative attitude.
 Integrity — Job requires being honest and ethical.
 Analytical Thinking — Job requires analyzing information and using logic to
address work-related issues and problems.

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 Relationship with other jobs :-
 Operations Manager, Technicians, Foreman, Installation Technician, Installation
Supervisor.
 Performance standards :-
 Direct construction or extraction personnel.
 Plan layout of construction, installation, or repairs.
 Create construction or installation diagrams.
 Estimate construction project costs.
 Estimate construction project labor requirements.
 Tools, equipment and technology :-
 Tools
 Locking pliers — Channel lock pliers; Vise grip pliers
 Pipe wrenches — Large pipe wrenches; Medium pipe wrenches
 Power drills — Cordless drills; Impact drills; Right-angle drills
 Power saws — Jig saws; Reciprocating saws
 Solar radiation surface observing apparatus — Solarimeters
 Technology
 Computer aided design CAD software — Autodesk AutoCAD Civil 3D; Autodesk
AutoCAD software
 Development environment software — Prolog
 Electronic mail software — Microsoft Outlook
 Project management software — Cost estimating software; Microsoft Project;
Oracle Primavera Systems software
 Spreadsheet software — Microsoft Excel

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3. Sales Representatives .
 Job Context:-
 Contact new or existing customers to determine their solar equipment needs,
suggest systems or equipment, or estimate costs.
 Electronic Mail — 100% responded “Every day.”
 Telephone — 99% responded “Every day.”
 Duration of Typical Work Week — 88% responded “More than 40 hours.”
 Contact With Others — 78% responded “Constant contact with others.”
 Activities:-
 Communicating with Persons Outside Organization — Communicating with
people outside the organization, representing the organization to customers, the
public, government, and other external sources. This information can be
exchanged in person, in writing, or by telephone or e-mail.
 Selling or Influencing Others — Convincing others to buy merchandise/goods or
to otherwise change their minds or actions.
 Organizing, Planning, and Prioritizing Work — Developing specific goals and
plans to prioritize, organize, and accomplish your work.
 Updating and Using Relevant Knowledge — Keeping up-to-date technically and
applying new knowledge to your job.
 Prepare proposals, quotes, contracts, or presentations for potential solar
customers.
 Select solar energy products, systems, or services for customers based on
electrical energy requirements, site conditions, price, or other factors.

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 Provide customers with information such as quotes, orders, sales, shipping,
warranties, credit, funding options, incentives, or tax rebates.
 Gather information from prospective customers to identify their solar energy
needs.
 Provide technical information about solar power, solar systems, equipment, and
services to potential customers or dealers.
 Education: - Related on-the-job experience, or an associate's degree.
 Others: - Communication and organizational skills to coordinate, supervise,
manage, or train others to accomplish goals.
 Initiative — Job requires a willingness to take on responsibilities and challenges.
 Persistence — Job requires persistence in the face of obstacles.
 Commercial Manager, Energy Consultant, Sales Manager, Sales
Representative.
 Gather customer or product information to determine customer needs.
 Identify potential customers.
 Develop content for sales presentations or other materials.
 Develop proposals for current or prospective customers.

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 Tools :-
 Digital cameras — Compact digital cameras
 Ladders — Extension ladders
 Measuring tapes — Precision tape measures
 Notebook computers — Laptop computers
 Portable data input terminals — Computerized data collectors
 Technology :-
 Computer aided design CAD software — Autodesk AutoCAD software; Google
SketchUp software
 Customer relationship management CRM software — Salesforce.com ,
Salesforce CRM
 Office suite software — Microsoft Office software
4 - Solar Thermal Installers and Technicians:-
 Job Context:-
 Install or repair solar energy systems designed to collect, store, and circulate
solar-heated water for residential, commercial or industrial use.
 Freedom to Make Decisions — 77% responded “A lot of freedom.”
 Time Pressure — 55% responded “Every day.”
 Frequency of Decision Making — 60% responded “Every day.”
 Structured versus Unstructured Work — 46% responded “A lot of freedom.”
 Deal With External Customers — 51% responded “Extremely important.”
 Activities:-

| P a g e 30
 Thinking Creatively — Developing, designing, or creating new applications,
ideas, relationships, systems, or products, including artistic contributions.
 Performing General Physical Activities — Performing physical activities that
require considerable use of your arms and legs and moving your whole body,
such as climbing, lifting, balancing, walking, stooping, and handling of materials.
 Interpreting the Meaning of Information for Others — Translating or explaining
what information means and how it can be used.
 Test operation or functionality of mechanical, plumbing, electrical, and control
systems.
 Apply weather seal, such as pipe flashings and sealants, to roof penetrations
and structural devices.
 Install solar collector mounting devices on tile, asphalt, shingle, or built-up gravel
roofs, using appropriate materials and penetration methods.
 Install copper or plastic plumbing using pipes, fittings, pipe cutters, acetylene
torches, solder, wire brushes, sand cloths, flux, plastic pipe cleaners, or plastic
glue.
 Identify plumbing, electrical, environmental, or safety hazards associated with
solar thermal installations.
 Related on-the-job experience, or an associate's degree.

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 Adaptability/Flexibility — Job requires being open to change (positive or
negative) and to considerable variety in the workplace.
 Solar Maintenance Technician, Solar System Installer, Solar Technician, Solar
Thermal Installer.
 Maintain mechanical equipment.
 Pour materials into or on designated areas.
 Cut carpet, vinyl or other flexible materials.
 Determine appropriate locations for operations or installations.
 Test electrical equipment or systems to ensure proper functioning.
 Tools
 Ladders — Extension ladders; Fiberglass extension ladders
 Locking pliers — Channel lock pliers; Vise grip pliers
 Pipe wrenches — Large pipe wrenches; Medium pipe wrenches
 Power drills — Cordless drills; Impact drills; Right-angle drills
 Power saws — Jig saws; Reciprocating saws
 Technology
 Office suite software — Microsoft Office software
 Project management software — Cost estimating software
 Word processing software — Microsoft Word
5-Storage and Distribution Manager:-
 Job Context:-
 Plan, direct, or coordinate the storage or distribution operations within an
organization or the activities of organizations that are engaged in storing or
distributing materials or products.
 Telephone — 96% responded “Every day.”

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 Electronic Mail — 92% responded “Every day.”
 Contact With Others — 71% responded “Constant contact with others.”
 Work With Work Group or Team — 58% responded “Extremely important.”
 Activities:-
 Coordinating the Work and Activities of Others — Getting members of a group to
work together to accomplish tasks.
 Establishing and Maintaining Interpersonal Relationships — Developing
constructive and cooperative working relationships with others, and maintaining
them over time.
 Making Decisions and Solving Problems — Analyzing information and
evaluating results to choose the best solution and solve problems.
 Prepare and manage departmental budgets.
 Supervise the activities of workers engaged in receiving, storing, testing, and
shipping products or materials.
 Interview, select, and train warehouse and supervisory personnel.
 Plan, develop, or implement warehouse safety and security programs and
activities.
 Prepare or direct preparation of correspondence, reports, and operations,
maintenance, and safety manuals. .
 A four-year bachelor's degree, coordinating, supervising, managing, or training
others.

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 Leadership — Job requires a willingness to lead, take charge, and offer opinions
and direction.
 Achievement/Effort — Job requires establishing and maintaining personally
challenging achievement goals and exerting effort toward mastering tasks.
 Cold Storage Supervisor, Customer Service Manager, Distribution Center
Manager, Distribution Manager, Distribution Operation Manager, Load Out
Supervisor, Shipping Manager, Shipping Supervisor, Stores Supervisor,
Warehouse Manager
 Supervise employees.
 Schedule activities or facility use.
 Resolve customer complaints or problems.
 Monitor performance of organizational members or partners.
 Inspect condition or functioning of facilities or equipment
 Tools, equipment and technology:-
 Tools
 Bar code reader equipment — Barcode scanners
 Mobile phones — Cell phones
 Notebook computers — Laptop computers
 Radio frequency data communication equipment — Radio frequency handheld
terminals; Radio frequency truck-mounted terminals
 Radio frequency identification devices — Radio frequency identification RFID
devices

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Personal Planning
In order to define the personal planning we have to decide what positions the firm will have to
fill, and how to fill them.?
The company is under establishment so all positions are targeted to be filled complying our
recruitment strategy. The manpower of the company is around 300 employee distributed as in
the Organization chart. According the following graph
The personal planning depends on the market researches concerning the same companies
playing in the firm taking under consideration the main factors affecting the company
profitability like (sales volume , Market share, number of sales representatives & Technicians)
The most famous techniques used are: Trend analysis, Ratio Analysis, Scatter plot and
Computerized Forecasting.

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Our researches are based on a selected one which complies with the computer technology
named: Computerized forecasting described as follows
The use software packages to determine of future staff needs by projecting sales, volume of
production, and personnel required to maintain a volume of output.
Recruiting
Recruitment can be broadly split into two areas Sourcing and Selection. Sourcing is the stage
which encompasses candidate attraction, while the selection stage encompasses the
interview, tests and offer process.
Outside Sources of Candidates
Executive recruiters (headhunters)
 Special employment agencies retained by employers to seek out top-
management talent for
 their clients.
 Will be used in order to fill top management positions
Advertising
 The Media selection of the best medium depends on the positions for which the
firm is recruiting.
 Newspapers (local and specific labor markets)
 Trade and professional journals
 Internet job sites
 Marketing programs
Constructing an effective ad
 Wording related to job interest factors should evoke the applicant’s attention,
interest, desire, and action (AIDA) and create a positive impression of the firm.

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Job Details:
Job Location: Cairo, Egypt Company Industry: Solar energy services
Company Type: Employer (Private Sector) Job Role: Administration
Employment Status: Full time Salary: Negotiable
Career Level: Mid Career Years of Experience: Min: 3
Gender: Male
Example
Sales Representative
About Company:
Solar Tech Company was established in 2015 as a Medium business, with a specialization in
Uses of solar energy in power generation.
Principal Duties and Responsibilities:
 Assisting in the completion of transaction related data and forms in the system.
 Reviewing the transaction summary to insure accurate and complete information for
documentation and purchasing.
 Using the company’s software to create reports to track detailed sales information for
review and comparison with headquarters' records.
 Preparing sales analytical and statistical reports.
 Training Sales Administrators on process, procedures and functions of the unit.
Education:
 Bachelor's degree / Business Administration (English Sector)
 Prefer Sales Diploma
Solar Tech offers competitive compensation and benefits including bonus and Incentive programs
reflect how much we value and care for our own employees.
Interested candidates please send your CV to Career@SolarTech.com; please write the position title
and Job Code in the email subject, otherwise the CV will not be considered.

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Selection
A selection procedure designed to predict future job performance on the basis of applicants’
oral responses to oral inquiries.
As we stated before positions rather than top management positions will be filled by using
advertisement and job fair campaigns, the HR recruiting team has to prepare the selection
criteria based on the Job Analysis of each position. The team should prepare with the tests
need for candidates with the help of line and top managers, all test should supporting both
basics of test, Reliability and validity
Reliability
The consistency of scores obtained by the same person when retested with the identical or
equivalent tests.
In other words Are the test results stable over time?
Validity
The accuracy with which a test, interview, and so on measures what it purports to measure or
fulfills the function it was designed to fill.
In other words – Does the test actually measure what we need for it to measure?
All candidate interviews should be in a structured format in order to rate and quantify the
interview and interviewee.
The questions during the interview should also cover Situational , Behavior & Job Related
questions.

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

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Module Three
Training & Development Strategies
----------------------------------------------------------------
According to our Human Resources Strategies, we will strive for excellence in our
approach to developing our employees. We will:
 Value our employees and their impact on Solar Tech ability to achieve the
organizational change needed to develop ourselves and the communities we
serve
 Regularly and systematically review our approach so that we always have a
balance between equipping people to deliver current business goals, preparing
them for the changing requirements of future roles and offering some
opportunity for personal growth
 Innovate and learn from best practice and achieve excellence in everything we
do. Develop a leadership strategy that recognizes the benefits of leadership
competencies through the integration of business planning, performance
monitoring and personal performance and development reviews. Recognize our
management leaders as learning individuals who will encourage and support
others in their desire for learning and improvement
 Recruit and retain a high quality and motivated workforce by encouraging input
and development of our employees at all levels
 Use technology and our relationships with high quality providers to create a
range of learning opportunities accessible to our employees, and make
associated resources available to continue to develop learning.

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Employee Orientation
Employee orientation is part of a long-term investment in our
new employees . It is an initial process that provides easy
access to basic information, programs and services, gives
clarification and allows new employees to take an active role
our company.
All our new employees are subjected to Induction Program which consists of
Two Weeks Prior to First Day
 Ensure the new employee has a work space, desk, computer, telephone and all
appropriate materials and equipment to function adequately
 Submit “Request for Network Accounts and / or Computer Equipment” form to
the OCIO service desk
 Make appointment with Transportation and Works for ID card
Prior to First Day
 Maintain open communication with the new employee and provide contact
information
 Discuss what to expect during initial period of employment and any probation
requirements
 Advise employees in the department that the new employee is starting and what
he / she will be doing
 Identify manuals, policies, procedures, and any other important materials for the
first day
First Day
 Personally greet the new employee and introduce colleagues

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 Provide an introduction to the department, the person’s job, and critical policies
and procedures
 Familiarize the new employee with the role and function of the Strategic Human
Resource Management Division and Corporate Services Payroll
 Review fire / emergency evacuation procedures including policies, procedures
and general norms
 Assign an employee mentor or "go to" person who will help guide the new
employee and answer his/her questions
Within First Week
 Orient the new employee to the work environment
 Establish a foundation to develop effective working relationships
 Discuss vision, mission, goals and organizational structures
 Review job expectations and begin to provide feedback
 Review Occupational Health and Safety policies and procedures
 Review Probationary / Trial Period and set follow-up date
Within Two Weeks
 Acquaint new employee with department policies, procedures, and job
expectations
 Employee to review online Employee Orientation Handbook
 Complete Orientation Checklist .

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New Employee Orientation Checklist
Employee Name: Hire Date: Department:
DAY ONE Dept. Human Resources Instructor Name :
POLICIES :
 Vacation and Sick Leave  Holidays  Time and leave reporting
 Absenteeism  E-mail and Internet usage  Dress code
 Code Of conduct and Ethics  Safety  Visitors
Office Tour:
 Copy Room  Telephone system/Extension  Business Cards
 Conference Room  Lunchroom/Kitchen  Organization Chart
 Office Forms  Restrooms  Alarm System Code
 Fax Machines  Supply Storage  Office/desk/work station
Performance Management:
 Job Descriptions  Performance Standards  Performance Appraisal
Process
Benefit Information
 Insurance  Retirement  Paid Time Off
DAY TWO Dept. Function Instructor Name :
POSITION INFORMATION :
 Introductions to team and department
staff.
 Review initial job assignments
and training plans
 Review job expectations
 Teamwork  Annual Goals
I received new employee orientation and understand each of the above policies and procedures. I
understand the importance of following these procedures in order to participate as a successful
member of my department.
Employee Signature: Date:
Human Resources Specialist : Date:
Function Supervisor Signature: Date:
(Instructions for HR: The original page is retained in the employee’s Personnel File. Give a copy to
the employee.)

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Training and Developing our Employees
Developing an Effective Employee Training Program
We will use ADDIE MODEL for Developing an Effective Employee Training Program
Training Need Analysis TNA
Organization Analysis
Strategy
we will provide needed training to our Employees to support them achieving a 100 M Revenue
(Business Strategy ).
Budget
We have a sufficient budget for needed training programs.
Expertise
According to our Recruiting Strategy that we will hire Executives and top Management through
HEAD HUNTING we will use this advantage in our company to use their experience as an
internal trainers for our staff and lower the budget of training ( HR Strategy)

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Personal Analysis (who need training? )
We will make a Gap analysis between our standard job description and actual employee’s
characteristics
(KSA) in order to provide customized training for our employees to support them achieving
organization goals
Example :
Negotiation Skills (Sales People)
Leadership (Managers)
Task Analysis (in what we need training ?)
We will determined which processes are important and frequent and difficult to give training on it
Solar Cell Assembly
Solar Cell Maintenance
Solar Field Design
Design an Effective Employee Training Program
Determine Training Objectives
By the end of training (during 1st year ) our employees will be able to achieve the organization
goals through increasing their knowledge, skills and abilities and that training will be adequate
with policy and procedures of the company under supervision of line mangers.
For Example :
In order to give our Technicians needed knowledge to start their career with us, We will provide
them with SOLAR PHOTOVOLTAIC (PV) TECHNOLOGY Training
COURSE OBJECTIVES
By the end of this training Participants will be taught the fundamentals of solar photovoltaic (PV)
technology and practical knowledge on the design and installation of standalone and grid-
connected PV systems. The design of lightning protection for PV systems, and local code of
practice of PV design according to Egyptian Ministry of Electricity and power Standards .
At the end of this training participants should be able to Install and maintain all solar photovoltaic
systems by 70 %.
WHO SHOULD ATTEND
Technicians, assistant engineers and engineers.
MINIMUM ENTRY REQUIREMENTS
Not applicable.

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COURSE OUTLINE :
 Solar Radiation, Solar Cells and Solar Module
 Solar Radiation ( air mass, energy density, sun radiation in Singapore)
 Types of solar cells
 Standard Test Condition (STC) & IV curve of solar cell
 Electrical characteristics of a solar cell
 Module configuration ( series-parallel of solar cells in a module, effect of shading,
hot spot heating and use of bypass diode)
 Module mechanical and electrical structure consideration.
 Design of Standalone System
 PV modules
 Selection of batteries
 Use of charge controller
 Choice of inverters
 Sizing of DC cables
 Stand-alone system sizing and design
 Design of Grid-Connected System
 Grid-connected system types and advantages
 System sizing and economics
 Obtaining interconnection agreement
 Net metering
 Sizing of grid-connected system
 Design of Lightning Protection System
 Lightning protection & surge protection
 Earthing of grid-connected PV system
 Local Code Of Practice And Requirements on PV Systems
 Safety standards and requirements
 System performance & design parameters

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 PV Related Power Quality Issues
 PQ standards & measurements
 Case studies
 Demonstration and Site Measurements of Grid Connected PV System
 Site: Farafra Oasis Solar field.
COURSE LEADER
 Course Leader: Operation & Projects Director

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Develop an Effective Employee Training Program
All training curriculum and materials will be developed by our experienced top and line
managers
Solar Tech will Facilities training room for soft skills and tech. lab for job related technical skills.
Implementation
In this phase we will decide which training method is appropriate for each training .
For knowledge acquirement we will use presentation method.
For Skill acquirement we will use Hands on method.
For Abilities acquirement we will use Group-based method.
For Example In the above mentioned training “SOLAR PHOTOVOLTAIC (PV) TECHNOLOGY
Training” we will use hands on and presentation methods.
Evaluation
Training evaluation will be held through 5 stages which is :

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Performance Management
----------------------------------------------------------------
The process we use to make sure our employees are working toward Solar Tech goals.
Consists OF :
1. Goal Setting
2. Coaching & Support
3. Performance Appraisal
4. Continuous Improvement
5. Rewarding
GOAL SETTING
Company GOALS Should be SMART:
OUR MAIN GOAL IS :
To achieve 100 M Revenue by end of 2016 (Business Strategy )
– Specific, and clearly state the desired results. To achieve
– Measurable in answering “how much.” 100 M Revenue
– Attainable, and not too tough or too easy.
– Relevant to what’s to be achieved.
– Timely in reflecting deadlines and milestones. end of 2016
Coaching & Support
According to our Recruiting Strategy that we will hire Executives and top Management through
HEAD HUNTING we will use this advantage in our company to use their experience in Coaching
and mentoring
Performance Appraisal
Steps in Appraising Performance
1. Defining the job and performance criteria
2. Appraising performance
3. Providing feedback session

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Appraisal Form Example for Sales Manager
Performance Review Guidelines for Managers
The Performance Review Form provides periodic written review of individual performance, in the context of the ongoing
performance management process. It is designed to facilitate constructive discussion between the employee and manager in
order to clarify performance objectives, provide feedback about the employee’s performance with respect to skills and behaviors,
provide a framework for identifying the employee’s development plans, and serve as a basis for merit increase decisions.
Managers and employees are responsible for completing a yearly performance review as part of ongoing performance
discussions. Preparation for the performance review discussion should begin with the employee completing a self-appraisal.
Employee Self-Appraisals offer numerous benefits to the appraisal process including greater perceived accuracy, fairness and
improved understanding of the demands and expectations of the organization. We recommend that the Self-Appraisal be
completed and submitted to the manager approximately 2 weeks prior to the Performance Appraisal discussion.
The Human Resources Department is available to answer questions and to provide assistance to managers and staff members
on any aspect of the performance management process, including the performance review form.
Major Areas of Responsibility (This is what the employee does)
This section of the Performance Review form is used to record the three or four major activities or goals that the employee is
responsible for in their job as well as the evaluation criteria for these. The major activities typically reflect duties described in the
job description and/or performance goals. Evaluation criteria encompass such standards as impact, timeliness, cost
effectiveness, client satisfaction, accuracy, consistency, etc. During the review period, the manager and staff member are
encouraged to review progress in meeting identified goals or activities, and may decide to revise, add, or delete any of these in
order to best meet changing organizational needs.
Performance Competencies—Skills and Behaviors (This is how the employee does it)
At the beginning of the review period, the manager and employee are responsible for reaching a shared understanding of the key
skills and behaviors as they relate to the individual’s job description. While the employee will be evaluating him or herself
regarding the key skills and behaviors, the manager is ultimately responsible for assessing the staff member’s performance
against the agreed upon performance expectations and reviewing the assessment with the individual. Performance that does not
meet expectations should be addressed in the Development Plan section of the Performance Review.

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Development Plan
There are four kinds of Development Plans:
1) Development to close performance gaps: the manager, in conjunction with the staff member, should identify development plans
for any goals, skills or behaviors which are assessed at the “Needs Improvement” performance level.
Development plans which address performance at the “Needs Improvement” performance level should be reviewed and
discussed through ongoing performance discussions.
2) Development to enhance job skills and performance: plans identified by a manager with the individual to provide opportunities
for a staff member to enhance job-related skills and performance.
3) Development for career advancement: plans identified by the manager and individual to enhance the promotability of a staff
member.
4) Development for career exploration: staff members may initiate a development plan to provide opportunities for career
exploration through cross-training or mentoring activities
Overall Assessment
This section contains a brief summary of the employee’s overall performance. It also contains an overall assessment of the
employee’s performance level (Outstanding, Above Expectations, Meets Expectations, Below Expectations, Needs Improvement).
Employees do not complete this section on the Self-Assessment form.
Performance Goals and Expectations
This section is used to begin the performance management process for the next review period. Goals typically reflect major
job activities and may be modified throughout the year based upon changing organizational needs.

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Performance Review Sales Manager
Name ___________ Date of Review
Job Title Department___________________________
Date Appointed to this Position___ Review Period________________
Manager’s Name and Title_______________________________________________________________
Section I—Major Areas of Responsibility
Major Areas of Responsibility/Goals—These typically relate to the major activities that the employee performs on
the job and/or the goals that have been discussed and established by the manager. This is also an opportunity to describe
noteworthy accomplishments. (Note: the job description should be reviewed and updated, if necessary, as part of the
Performance Review process.)
Objectives KPI Weight Achievement Total
Revenue
To Achevie 1 M EGP By end
of 2016
40
Lead Flow
To reach 2 new leads per
month
20
Conversion Rate
To achieve 60 % of leads
converted to customers
20
Customer Satisfaction
To achieve 95 % 20
= %

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Section II—Performance Competencies (Skills and behaviors)
Manager rates employee across these standard competency areas; providing additional comments and notes as is
appropriate. Additional skills and behaviors may be added if appropriate.
Performance Ratings:
Competency Area Notes/Comments Outstanding
5
Above
Expectations
4
Meets
Expectations
3
Below
Expectations
2
Needs
Improvement
1
Sales Planning & Control
Managing Resources
Taking Responsibility
Customer Focus
Problem Solving/Creativity
Collaboration/Teamwork
Communication/Interpersonal
Skills
Assessment Definition Degree
Outstanding Consistently far exceeds expectations 5
Above Expectations Consistently meets and frequently exceeds expectations 4
Meets Expectations Consistently meets and occasionally exceeds expectations 3
Below Expectations Occasionally fails to meet expectations 2
Needs Improvement - Frequently fails to meet expectations 1
= / 35
= %

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Section III—OVERALL ASSESSMENT
In order to calculate OVERALL ASSESSMENT use ( 80% what : 20 % How)
Summary Comments: Overall Rating:
%
Section IV—Growth and Development Plan
To be completed by the employee: Describe two or three of your top strengths and one or two development needs.
Provide this to your manager for discussion and review.
Strengths:
Growth/Development
Opportunities:
What will the employee do?
(This can be as simple as reading
a book, serving on a team,
observing someone who does it
well, asking for feedback on a
behavior that you’re trying to
change, etc.)
What can the manager do to
support this?

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Section V Acknowledgment
Staff Signature Date
I have read this appraisal and it has been discussed with me. I understand that signing this appraisal does not necessarily mean
that I agree with all of the information in it; I have time of seven working days to complain.
Comments (optional):
Manager’s Signature ______ Date
Section VI — Recommendations
 Promotion  Transfer  Bonus
 Merit Raise  Demotion  Termination
 Others ‫ــــــــــــــــــــــ‬‫ـــــــــــــــ‬
Plant Manager’s Signature Date
HR Manager’s Signature Date

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Performance Goals & Expectations (for next review period)
Name: ____ Review Period Start Date: _
Job Title: Manager’s Name: __________________________
Goals for Next Review Period (To be completed by the employee and then discussed and
agreed upon with the manager). Identify three to five goals to be accomplished during the next review period by
thinking of the major activities related to your job. At the end of the review period, rate how well these goals were achieved. Keep
in mind that during the review period, goals and evaluation criteria may be revised, added, or deleted in order to best meet
changing organizational needs. This form should be helpful in completing next year’s performance review.
SMART Goal (Specific, Measurable, Attainable, Realistic, Timely) How we know it was achieved
Production Manager’s Signature Date
Plant Manager’s Signature Date
HR Manager’s Signature Date

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Career management
Solar tech is newly established so regarding career management we will depend on three
main Pillars these Pillars are individual, managers and organization
Individual role
take responsibility for the career for each one inside the company training to be always
seeking for information and resources of these information and each individual person have
clear goal like what will be move after 5 years inside the company and keep always link
between them and their manger to get feedback from them to avoid the mistakes and to be on
the track
Managers Role
will be responsible for keeping contact with their employees through support them by
feedback about their performance and clarify their strengths points and what is weakens to
avoid it but never give them negative feedback also keeping discussing with employees about
their career development and support them to take action to be more effective inside the
organization and take the actual steps That will help them to develop their career
development
organization role
the fact is the individuals and manger they can be worked without the company policies and
procedures also our company will provide our employees effective training opportunity from
day one, we as a company have job variety for our staff to build strong organization that
established on variety and giving opportunities to everyone inside organization to achieve
individual goals that will lead to make us market leader.

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

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Module IV
Compensation & Benefits Strategies
----------------------------------------------------------------
The main activities for the Compensation & Benefits Division are the development,
implementation and maintenance of a competitive and equitable compensation and benefits
policies and programs that will enable the company to attract, retain and motivate highly
qualified people. The division is also responsible for job classifications and management of
merit-based pay system in line with company’s policy of reinforcing pay for better
performance. The division takes a lead in developing compensation packages and reward
systems that enable the company to attract, retain and motivate high performing quality staff.
The Compensation & Benefits should be able to identify and recommend competitive pay and
rewards systems in line with the current trends in similar organizations.
Solar Tech. rewards excellence.
At Solar Tech., our greatest resource is our people. Our "pay for performance" philosophy
ensures that our people's accomplishments are recognized and rewarded appropriately. Our
competitive compensation and benefits including bonus and stock ownership programs reflect
how much we value and care for our own.
Salary and Rewards
Solar Tech. rewards success — the greater the success, the greater the reward. We proudly
offer:
 Competitive salary and vacation
 Bonuses and Recognition Awards
 Stock Ownership for all employees

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Being Well / Well Being
Medical
For Solar Tech. people and their families, our medical plan options include:
 Exclusive Provider Organization (EPO) plans
 Preferred Provider Organization (PPO) plans
 Prescription Drug Plan
Dental
Solar Tech. is proud to offer employees an excellent dental program covering a wide range of
services.
Vision
Solar Tech.'s Vision Plan offers routine eye exams and an allowance toward the purchase of
frames, lenses and contact lenses.
Disability
Solar Tech. offers both Partial and Total disability benefits:
 Partial disability: Full salary for up to 1 month / served year
 Total disability: Full salary for up to 2 month / served year
Life Insurance
Solar Tech. provides the following:
 Life Insurance for employees
 Life Insurance for employees' spouse and children
 Accidental Death and Dismemberment Insurance (AD&D)
 Travel Accident Insurance
 Option to purchase additional coverage at low group rates
Additional Benefits
Long-term Care Insurance, Critical Illness Insurance and family Insurance benefits are also
available to Solar Tech. employees at a discounted rate.
Planning for the Future
To ensure Solar Tech. People enjoy a secure, comfortable retirement, we offer two programs:
 Profit sharing based on business results

| P a g e 61
 Company-funded retirement plan
Additional Employee Programs
Our progressive work/life programs include:
 Near-site back-up childcare centers
 Emergency in-home care for dependent children and adults
 Academic Advisory Services and Tuition Assistance
 Personal Service, including health & wellness, legal, and financial
 Counseling Services
 Relocation Assistance
Equity
Solar Tech apply all forms of equity which is
 External Equity
 Internal Equity
 Individual Equity
 Procedural Equity
Establishing Pay Rates
The salary survey
We will use JOB MASTER Salary survey.

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JOB EVALUATION
By Points Method
SELECTED POSITIONS
Top Management
 CEO
 CFO
 Accounting Manager
 Solar Power Project Manager
Middle Management
 Accountant
 Solar Power Engineer
 Solar Field Supervisor
 HR Recruiting Specialist
First Line
 Solar Installer
 Solar Field Technician
 Security Officer
 Document Achiever
 Office boy

| P a g e 63
CEO F 6 125 G 6 72 FF 2 24 D 6 44 N/A N/A 0 0 15 12 292
CFO F 6 125 F 6 62 FF 2 24 D 6 44 N/A N/A 0 0 15 12 282
Solar
Power
Project
Manage
r
E 6 110 F 6 62 EF 3 22 D 4 30 A 1 2 0 15 12 253
Account
ing
Manage
r
F 5 110 E 6 53 DF 2 14 D 5 36 A 1 2 0 15 12 242
Solar
Power
Enginee
r
D 5 85 C 4 25 DF 2 14 C 3 21 A 1 2 12 15 0 174
Account
ant
B 5 65 B 4 22 AF 1 6 B 2 16 N/A N/A 0 12 15 12 148
Solar
Field
Supervi
sor
C 5 75 C 3 21 CF 1 9 B 3 19 A 2 6 0 0 0 130
HR
Recruiti
ng
Speciali
st
A 5 55 A 3 16 AF 1 6 D 1 17 A 1 2 12 15 0 123
Security
Officer
A 4 46 D 5 36 BF 3 12 D 2 20 A 1 2 0 15 0 131
Docume
nt
Archiev
er
A 4 46 A 1 10 AF 1 3 B 1 13 B 1 6 0 15 0 93
Solar
Installer
A 4 46 A 1 10 N/A N/A 0 B 1 13 C 3 23 0 0 0 92
Solar
Field
Technici
an
A 5 55 A 1 10 N/A N/A 0 D 1 17 C 3 23 0 15 0 120
Office
boy
A 1 20 N/A N/A 0 N/A N/A 0 D 1 17 C 1 10 0 0 0 47
Job
Adv.
English
Table 1 Table 2 Table 3 Table 4 Table 5 Additional Points
Total
Points
Points Time
Physical
Effort
Points
Hand
Typing
ComputerPoints H.L Super.
No.
Super.
Points H.L Cont. Why ?
Experien
ce
Educatio
n
Points
Act.
Dec.
Super.
Rec.

| P a g e 64
SIMILAR JOBS INTO PAY GRADES
CEO 12 $80,000
CFO 11 $50,000
Solar Power Project Manager 10 $20,000
Accounting Manager 10 $18,000
Solar Power Engineer 8 $10,000
Accountant 7 $8,000
Solar Field Supervisor 6 $6,000
HR Recruiting Specialist 6 $4,000
Security Officer 5 $3,500
Solar Field Technician 5 $3,300
Document Archiever 3 $2,500
Solar Installer 3 $2,800
Office boy 1 $1,500
Grade Currently PaidJob

| P a g e 67
PRICING EACH PAY GRADE
 From above graphs, we can get each grade pay rate as follows,
Grade PAY RATE
12 $80,000
11 $50,000
10 $20,000
9 $15,000
8 $10,000
7 $8,000
6 $5,000
5 $3,500
4 $3,000
3 $2,650
2 $2,000
1 $1,500

| P a g e 68
FINE-TUNE PAY RATES
 Developing Pay Ranges
Grade Min Point Mid Point Max Point Pay Range
12 $61,600 $80,000 $98,400 60%
11 $38,500 $50,000 $61,500 60%
10 $15,400 $20,000 $24,600 60%
9 $11,550 $15,000 $18,450 60%
8 $8,000 $10,000 $12,000 50%
7 $6,400 $8,000 $9,600 50%
6 $4,000 $5,000 $6,000 50%
5 $2,800 $3,500 $4,200 50%
4 $2,475 $3,000 $3,525 40%
3 $2,186 $2,650 $3,114 40%
2 $1,650 $2,000 $2,350 40%
1 $1,238 $1,500 $1,763 40%

| P a g e 69
FINE-TUNE PAY RATES

| P a g e 70
FINE-TUNE PAY RATES

| P a g e 71
FINE-TUNE PAY RATES

| P a g e 72
PAY FOR PERFORMANCE AND FINANCIAL INCENTIVES
PCS
WORK
STD.
HOUR
MERIT
PAY
PERF.
BONUS
STRAIGHT
SALARY
STRAIGHT
COMMSION
COMBI
PROFIT
SHARE
ESOP
GAIN
SHARING
STOCK
OPTION
ANNUAL
BONUS
CEO‫ـ‬‫ـ‬‫ـ‬‫ـ‬+++‫ـ‬‫ـ‬‫ـ‬‫ـ‬+‫ـ‬‫ـ‬‫ـ‬‫ـ‬+++
CFO‫ـ‬‫ـ‬‫ـ‬‫ـ‬+++‫ـ‬‫ـ‬‫ـ‬‫ـ‬+‫ـ‬‫ـ‬‫ـ‬‫ـ‬+++
OperationsMng.++++++++‫ـ‬‫ـ‬‫ـ‬‫ـ‬+
Acc.Mng.‫ـ‬‫ـ‬‫ـ‬‫ـ‬+++++++‫ـ‬‫ـ‬‫ـ‬‫ـ‬+
SalesRep.+‫ـ‬‫ـ‬‫ـ‬‫ـ‬+++++++++‫ـ‬‫ـ‬‫ـ‬‫ـ‬‫ـ‬‫ـ‬‫ـ‬‫ـ‬
Accountant‫ـ‬‫ـ‬‫ـ‬‫ـ‬+++++++‫ـ‬‫ـ‬‫ـ‬‫ـ‬‫ـ‬‫ـ‬‫ـ‬‫ـ‬
InstalationSupervisor+++++++++‫ـ‬‫ـ‬‫ـ‬‫ـ‬‫ـ‬‫ـ‬‫ـ‬‫ـ‬
HRAdmin.‫ـ‬‫ـ‬‫ـ‬‫ـ‬‫ـ‬‫ـ‬‫ـ‬‫ـ‬++++++‫ـ‬‫ـ‬‫ـ‬‫ـ‬‫ـ‬‫ـ‬‫ـ‬‫ـ‬
SecurityOfficer‫ـ‬‫ـ‬‫ـ‬‫ـ‬‫ـ‬‫ـ‬‫ـ‬‫ـ‬++++‫ـ‬‫ـ‬‫ـ‬‫ـ‬+‫ـ‬‫ـ‬‫ـ‬‫ـ‬‫ـ‬‫ـ‬‫ـ‬‫ـ‬
Doc.Archiver‫ـ‬‫ـ‬‫ـ‬‫ـ‬‫ـ‬‫ـ‬‫ـ‬‫ـ‬++‫ـ‬‫ـ‬‫ـ‬‫ـ‬+‫ـ‬‫ـ‬‫ـ‬‫ـ‬+‫ـ‬‫ـ‬‫ـ‬‫ـ‬‫ـ‬‫ـ‬‫ـ‬‫ـ‬
Technician++++++‫ـ‬‫ـ‬‫ـ‬‫ـ‬+‫ـ‬‫ـ‬‫ـ‬‫ـ‬‫ـ‬‫ـ‬‫ـ‬‫ـ‬
OfficeBoy‫ـ‬‫ـ‬‫ـ‬‫ـ‬‫ـ‬‫ـ‬‫ـ‬‫ـ‬++‫ـ‬‫ـ‬‫ـ‬‫ـ‬+‫ـ‬‫ـ‬‫ـ‬‫ـ‬+‫ـ‬‫ـ‬‫ـ‬‫ـ‬‫ـ‬‫ـ‬‫ـ‬‫ـ‬
EXECUTIVE
INCENTIVES
Job
IndividualSALES
GROUP
INCENTIVES
ORGANIZATION
Incent

| P a g e 73
BENEFITS & SERVICES

| P a g e 74
Recommendations
----------------------------------------------------------------
Reference to our company strategies, the recruitment and placement policies & procedures will
be adopted in order to hire all staff from outside the company "Under Establishment” rather than
Internal Recruiting ,top managers will be through Executive Recruiters , Remaining staff
(Administrative and Technicians) through Advertising and Job Fairs,
This will reflects on Compensation and benefits plans that in the beginning it will cost a big
budget for hiring head hunted top managers but after developing our Succession plans we will
recruit internally our Executives which will reflects on lowering our Compensation and benefits
budget.

| P a g e 75
Summary and Conclusion
----------------------------------------------------------------
Entering MENA Market in Photovoltaic field is not an easy target but by establishing
SOLAR TECH. we decided to win the challenge and to be a reputable company developing the
energy future of MENA.
Having strategic management without evaluation and control is like playing football without
any goalposts. Unless strategic management improves performance, it is only an exercise.
In business, the bottom line measure of performance is making a profit. If people aren’t
willing to pay more than what it costs to make a product or provide a service, our business
will not continue to exist.
Module 1: Strategic Management
Explains market analysis (PEST – PORTER –SWOT ) then we formulated long – medium – short
term strategies either business or Hr Strategies
Module 2: Recruitment, Selection & Hiring
In this module we started to implement strategies according to compensation and benefits plans
to source, recruit and select appropriate candidates to be hired in our company .
Module 3: Training & Development
In this module, we developed our training, development and performance plans based on our
pre-developed strategies and make usefulness of recruiting recruiting to develop internal training
programs and lowering the budget of training.
Module 4: Compensation & Benefits
In this module we developed pay rates, pay for incentives and benefits plans.
We considered our recruiting and training strategies to provide competitive packages for
Executives and Top Management.
We put our Total Reward Excellence Policy.
Finally, in this project we considered integration between all modules to establish a new
standalone company with high proficiency to provide our customer high-value add solutions
through building on our strong foundation in photovoltaic leaders and our commitment to
innovation to drive the efficiency, quality and profitability of our products.

| P a g e 76
REFERENCES
----------------------------------------------------------------
Books (alphabetical order)
Wheelen-13ed-Strategic_Management_and_Business_Policy
Human Resource Management (13th Edition) by Gary Dessler
Websites (alphabetical order)
https://www1.np.edu.sg/cet/crm/home.aspx?id=272c3eff-86ed-df11-848f-0010184d147a
http://www.greenrhinoenergy.com/solar/industry/ind_substitutes.php
New and Renewable energy Authority www.nrea.gov.eg
Ministry of Electricity & Energy in Egypt
Articles (alphabetical order)

Solar Tech- HR Final Project

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