This document outlines the talent management policy for Cedar Park Furniture's operations in Sri Lanka. Some key points: 1) Cedar Park aims to implement comprehensive talent management strategies to attract, develop, retain and engage valuable employees. 2) The policy covers employer branding, building an internal talent pool, recruitment, performance management, rewarding, and retention. 3) Internal and external recruitment processes provide equal opportunities. Selection is based on qualifications and experience. Performance is reviewed twice yearly and rewards include financial incentives for achieving targets as well as non-financial rewards. The goal is to retain top talent through development, recognition and a rewarding work environment.

1. 1
HRM2001L Human Resource Management: Strategy & Policy
HR POLICY FOR GLOBAL FURNITURE OUTLET
CHAIN WHICH START UP IN SRI LANKA
Submitted by
K.C.Nandika Perera
N.P. Senerath Yapa
U.G.G.Sasanka Wimalasiri
Lecturer: Dr. Eva Lee
Submission Date: 26th February 2017

2. 2
Table of Contents
List of Figures and appendix.......................................................................................................3
1. Introduction........................................................................................................................ 4
2. Why talent management is so important to Cedar park furniture .......................................5
3. Comprehensive Talent Management policy in Cedar Park’s Sri Lankan operation................ 8
3.1 Employer branding and attraction........................................................................................ 9
3.2 Building our own talent pool............................................................................................ 10
3.3 Recruitment..................................................................................................................... 10
3.3.1 Internal Recruitment................................................................................................. 11
3.3.2 External recruitment................................................................................................. 11
3.5 Performance management & appraisal ........................................................................... 12
3.6 Rewarding....................................................................................................................... 13
3.7 Retention......................................................................................................................... 13
3.8 Human Resource Development........................................................................................ 14
3.8.1 Training & development ........................................................................................... 14
3.9 Succession Planning......................................................................................................... 15
Conclusion................................................................................................................................ 17
Bibliography............................................................................................................................. 18
.......................................................................................................................................... 19
Appendix .................................................................................................................................. 21

3. 3
List of Figures and appendix
Figure 1- Talent management major principles of Cedar Park Furniture ...........................................8
Figure 2 – Succession planning for Cedar Park.............................................................................. 16
Appendix 1 –Cedar park Furniture show room locations & operations........................................... 21
Appendix 2 – Cedar park products............................................................................................... 22
Appendix 3 -Organisational structure of Cedar Park Furniture ..................................................... 24
Appendix 4 - Sample Job Specifications & Job Descriptions........................................................... 25
Appendix 5 - Learning & Development plan for cedar parkfurniture -Individual ............................ 31
Appendix 6 –Learning & Development Calendar........................................................................... 32
Appendix 7 - Succession planningevaluate summary sheet........................................................... 33

4. 4
1. Introduction
From this report try to give comprehensive idea about Cedar park Furniture retail chain of
Germany start-up operations in Sri Lanka From 2018 onwards and its Practices mainly Talent
management policy connected with other core HR activities such as resourcing, on boarding,
developments, retention and rewarding functions. Cedar Park is famous German company for
providing luxurious home and office furniture for more than 08 decades with in all around the
world class customers by various materials (Appendix 1, product category).
Cedar Park located 10 luxurious show rooms in Colombo urban and covering major cities in
Sri Lanka. (Appendix, showroom network).The head office of the cedar park located in
kollupitiya branch premises. The show rooms opening on 06 days of week from Tues day to
Sunday. For week days business hours are 9 am to 7 pm and weekend business hours 10 am to
9 pm. Company provide both on line and off line luxurious furniture shopping facilities among
o6 days of week. Free delivery given to 20 kilometres away from the showroom premises.
When get online order the order delivered by the closet location showroom. If distance more
than 20 km from nearest show room charge additional Rs 25 per kilometre. The business on
Sri Lanka depend on two types. Firstly Cedar Park directly import finished goods and deliver
among show rooms located in country and import semi-finished products and assemble them
in Watthala assembly plant and made up final product and deliver to show rooms located in
Island wide. In watthala we locate our warehouse, assembly plant and maintenance and repair
division. For all operations we need 80 employees in different levels(Appendix
3,Organisational hierarchy).Cedar Park outsource some functions of the operations. Security
of all show rooms, assembly plant and ware house security service outsource to KING security
services pvt ltd. Transporting goods and materials from Colombo harbour to watthala ware
house and finished goods delivery to showrooms service outsource by Metalsta regal logistics
company ltd. Cedar park competitive advantage in the market is innovative product design and
development with the green sustainability nature.

5. 5
2. Why talent management is so important to Cedar park furniture
Talent management is a combination of incorporated organizational workforce processes
deliberated to attract, motivate, develop and retain valuable, engaged employees. The purpose
of talent management is to create a sustainable organization with high-performance that
achieves its ultimate goals and objectives (Fund, 2015). So talent management systems engage
in identifying the key positions that furnish an organization a sustainable competitive
advantage (Collings and Mellahi, 2009). So processes and activities that are used for the
implementation of strategic talent management definitely may help Cedar Park Furniture
(CPF) in systematic recognition of key positions that furnish the company a sustainable
competitive advantage, creating a high potential and high performing talent pool of employees
and developing a distinguished human resource structure to facilitate filling key positions
(Collings and Mellahi, 2009).
Talent management brings in new strategic goals to rationalize hiring and leadership succession
processes by means of the employee lifecycle model. Using this model, it guides employees
throughout each stage of their job with the company from competency-based recruitment to
career development by termination. During each segment, this function strives to quantify and
control employee performance through feedback, training and support. As a newly entering
business firm to the Sri Lankan market, “CPF” should pay sufficient attention in retaining and
developing skills of their workforce as well as recruiting. This talent management practice is a
key element to the success of CPF as it permits the company to retain top talent, while
increasing productivity (Jones, 2017).
Effective talent management involves in identifying, mounting, retaining and engaging top
valuable individuals with high prospective for the future or who are gratifying business roles.
Talent management emphasizes the importance of attracting individuals with high potential
and mounting, retaining and engaging them while appraising the return on that investment
(Withers, 2014). This is crucially important to CPF to gain a competitive advantage in the Sri
Lankan market. Successful talent management helps the company to achieve strategic
objectives such as:
 Creating a work environment with high performance
 Encouraging for a learning work culture

6. 6
 Giving employees a chance to do selection on their choice
 Guaranteeing return on investments from training and development
All aspects should be considered when addressing the organization’s approach towards talent
management. It is pointless having a vastly skilled and trained workforce if they are not
motivated and engaged to complete their work, and vice versa.
Deprived talent management can influence CPF in different ways. An unqualified workforce
can cause to increase the operation time as well as errors. However, these issues may still exist
even after a substantial outlay in training. Training will only change the business outcomes if
it focuses on the right skills requirements and being conveyed in a way that permits time for
educating and the chance to apply this learning on the job. So many businesses carry out
training without measuring whether it makes changes in business outcomes and guides to a
return on investment (Withers, 2014).
Another significant reason to encourage CPF on investing in talent management is that the
process is associated with high levels of employee engagement, even among employees who
are paid less. In the newly emerging economic environment, training and development can be
of meticulously value to jobseekers, as many employees still fight to find their ideal job at the
first time (Withers, 2014). A strong job path within which might be believed a temporary role
can encourage employees to look at their job as a good career, rather than a temporary solution.
Poor employee engagement creates troubles with staff retention levels. This may cause CPF to
bear costs unnecessarily. Addressing employee engagement through talent management can
result in increased staff retention as well as increased motivation and commitment (Withers,
2014).
There are lots more benefits than the ones discussed throughout this part (a) that can be
achieved through practicing talent management. Further benefits are:
Right Person to fit the right Job
Through a better understanding on employee strengths and skills, decisions can be made more
strategically. Skill or strength plotting allows CPF to collect information on skill inventories
existing in the organization. This is essential both for the organization as well as the employee

7. 7
because the right person positioned in the right position increases the company’s productivity
and also the employee productivity is increased too.
Retains top talent
Retaining top talent is important to CPF in order to grow and achieve leadership in the market.
Companies which get unsuccessful in retaining their top talent mostly lose out to competitors
(Recruiting and Hiring Resources for Employers, 2017).
Better decision making:
When the company knows who its high potential is, it is easier for them to make investments
in professional development. Decisions making on learning, training and development of
employees affects positively for growth, succession planning, performance management… etc.
(Recruiting and Hiring Resources for Employers, 2017.)

8. 8
3. Comprehensive Talent Management policy in Cedar Park’s Sri
Lankan operation
We encourage people on developing talents, skills, career and other development opportunities.
Due to the changes of the business environment and need of the organisation periodical reviews
of policy should be conducted. Key factors we consider as talents as mentioned below.
Figure 1- Talent management major principles of Cedar Park Furniture
Source- Developed through (Nair, 2014) and (Sveriges HR Förening, 2014)
Scope of the policy
This policy will apply to both permanent and contract employees of the organization
(including under probation, Interns) without considering citizenship.
What we believe
as TALENT,
GIVING
OPPORTUNITIES
TO
DEVELOPMENT
GIVEN
OPPORTUNITIES
TO GROW
IT’S JOINT
RESPONSIBILITY
CONSIDER
EVERYONE
BEOCMES EQUAL
EVERY ONE
BECOME
TALENT
CONSIDERING
VALUES OF
PEOPLE

9. 9
Responsibilities (INSTITUTE OF DEVELOPMENT MANAGEMENT, 2012)
CEO – Sri Lanka
Implements strategies reinforced by this policy.
Ensures that, structure, systems and processes necessary for the effective management of talent
within the CPF.
Ensures that the all managers have the tools, ability, knowledge and information for effective
talent management in their respective areas.
HR Manager/Department
They are responsible for the planning, selection, development, performance, succession,
retention and all work related to Human resource activities of staff in their areas.
Giving support to full fill needs and requirements to achieve talent management policy.
Immediate supervisors
They responsible for creating communication paths, providing support, advice and feedback
with the help of HR department
Individual workers
They are responsible for understand their roles and required performance standards apply to
them and given full support to all talent management activities and participating them.
This policy specifically focus on the following business processes and briefly presented
hereafter.
3.1 Employer branding and attraction
Employer branding is the creation of a brand image of the brand through Cedar Park for
potential employees. This will be influenced by the reputation of the Cedar Park as a business
provider as well as its reputation as an employer. Employer branding is the concept of applying
to the recruitment process, the same principles used in customer management
(www.deginvest.de, 2011).

10. 10
We are practising following approaches to develop a required an Employer Brand policy
 Creating a great place to work
By given equal opportunities for developments, rewarding, and well-being of our workers we
try to build up a great place to workers and build up relationships and becomes first place of
the employees mind when they need a job.
 Respecting & equality of culture.
 Providing work life balance with flexible work schedules and shifts.
 Giving development and learning opportunities.
 Better CSR Practices to branding within external environment.
3.2 Building our own talent pool
We try to reduce dependence on third party recruiters and external resume services by Reduce
your dependence on third-party recruiters and external resume databases by creating an internal
database of quality candidates. The next time a job opens up, this tailored-by-you talent pool
is our first stop. By social networking and social media Facebook, LinkedIn, and Twitter are
good places to made talent pool. Investigate special interest social media being marketed to
specific audiences and easy for preparing data base of highly qualified persons (Oracle
Corporation, 2014).
3.3 Recruitment
We recognised success of the company is depend on the talent level of the company employees.
Full fill that company wants to ensure having a competitive and complete hiring process giving
equality to everyone and yield the most suitable persons from the competitive job market. On
the basis of the strategic business and people-management goals, which are in turn derived
from the strategy, the HR department needs to plan what types of skills are required, and where,
and for how many employees, and by when (Greif, 2014).Recruitment process starts with
getting approval of immediate supervisor of the division and finance manager for the job
requisition form.

11. 11
3.3.1 Internal Recruitment
Cedar park provides more opportunities to grow and enhance skills of workers and provide a
better career advancement opportunities to retain within the company with given a higher
recognition. We put job postings on head office employee notice boards and other public places
and send emails within workers regarding vacancies. (Greif, 2014).
These job announcements shows on public area of minimum 04 working days and give the
opportunity to employees for apply these positions.
Basic criteria’s to apply for internal applicants
 All the internal transfers needs to give approval by the Division heads and CEO.
 People who wishes to apply positions must meet the equired qualification & experience.
 Newly recruited persons also eligible to apply internal job opportunities after the
completion of 01 year work period. Internal transferred persons need to complete
minimum 06 months period of new positions to apply those vacancies.
 For contract workers or temporary workers also given opportunity to apply positions
considered as outsiders to the organisation.
 Any person apply for jobs became UN qualified, if they mischief or become guilty under
any law or any authority except general motor traffic offences.
3.3.2 Externalrecruitment
We thought new blood need to come and join for the CPF and given equal opportunity for both
inside and outside people is very important. This terminology can be used for fill both
managerial and non-managerial positions within us. For achieving these objectives we follow
the following steps.
 Published advertisements regarding job opportunities according to JS and JD created and
developed by HR department (see appendix 4 for JD).
 Job announcements must be done in 02 languages in English and Sinhala languages in
company web site careers page and published on leading on line job agency.
 Within published advertisement clearly mentioned necessary information like required
talents, qualifications, dead line and other information needed for applicant before applying
to position.
 Give sufficient time (minimum 10 days) for applicants to respond advertisement.

12. 12
3.4 Selection
Cedar park given equal opportunity to both internal and external candidates. Positions are
selected only considering best matches of experience, qualification and background
investigations only. We do not discriminate against applicants on the basis of race, creed,
religion, sexuality, gender, colour, disability or other rights considering as fundamental rights
of people according to Sri Lankan law.
 According to the position interviewers no can be increased or can conduct more than 01
interviews for short list he candidates.
 Short list the candidates considering JS and applicant skills.
 After the first interview get reference check and background check.
 Conducting minimum 02 interviewers participating interviews.
 Interview evaluations done according to interview appraisal forms.
 Before selecting employee he/she must participate for medical check-up and passed from
it.
 All selection criteria’s over, then appointment letter offer to selected candidate.
3.5 Performance management& appraisal
We are recognizes that performance processes are the relative value of an employee’s
contribution drive talent retention with in us (Oracle Corporation, 2014). Our performance
appraisals conducted on 2 times per year on end of June and end of December. For each
appraisal at least one superior manager participate and review conducted. Setting goals and
objectives. Appraisal goals and objectives are created by tally with organisational objectives
ad goals. Create objectives & appraisal forms according to participative approach.
End year review
Each of every individual employee set their targets which are to achieved for the next, set on
year end of the December. This individual targets should approved by immediate supervisor of
worker and if need necessary changes conducted here.

13. 13
Mid-year review
According to previous year set targets were achieve or not consider here. If need changes and
given advices by immediate supervisor to workers to achieve targets.
3.6 Rewarding
We offer innovative reward strategies to attract and engage top talents for us. We are used
financial and non -financial rewards for performance programs and corporate business rewards
to retention of top performers. To achievements of targets following financial rewards given.
Target achievement of non-managerial staff- 20% of basic salary of the month.
Marketing division staff - 20% commission of achieved task.
- 25 % commission of more than achieved tasks.
Managerial staff – 20 % of basic salary of the month.
For non- financial rewards as, appreciations, foreign trips, given development opportunities
like benefits given.
3.7 Retention
We try to retain all of our talent full persons within us. For that we practices rewards,
development opportunities as well as recognition opportunities. To identify shortages of current
system, we use risk management techniques such as attitude or opinion surveys to identify
employee dissatisfaction factors, conducting Exit interviews to identify problem areas within
company. By practising below items helps to increase retention level of us. (Beardwell, J. and
Thompson, 2014).
 increased learning and development opportunities
 improved lower level managers people skills
 improved induction process
 improved employee involvement

14. 14
 improved selection techniques
 improved pay
3.8 Human Resource Development
3.8.1 Training & development
We builds a supportive culture for employees where people can join and practiced training
and development activities. Training needs are formally identified by assessment procedure.
We provide our members several categories of training and development programs according
to training calendar (see appendix 6). (INSTITUTE OF DEVELOPMENT MANAGEMENT, 2012)
 General development & learning programs to foster a learning environment that provides
ability and stimulus /industry knowledge.
 Separate and combined development programs for workers, supervisors, executives and
managers.
 Encouraging employees on innovative projects.
 On the job training opportunities
 Coaching mentoring programs for both managerial and non-managerial staff.
 WOW (wonder of well-being) programs to develop employee’s personal behaviours and
characteristics.
 Build up a forum for employees to engage more and more and develop their knowledge.
3.8.2 Career development plans
Cedar Park promote environment which helps to development of career goals and
opportunities. We provide sponsorships for our employees on full time /part time professional
and academic qualification acquiring programs. Given supportive culture by given work free
and given leaves for participate educational programs.

15. 15
3.9 Succession Planning
Replacement Planning is a reactive approach to staffing that involves identifying replacements
for key positions, usually at the senior levels of the organization and helps to reduce risk
(PageUp People, 2009).
As a team of HR we identify critical positions within the company for success of business, then
identified potential contingency replacements and long-term successors within us for future
time period, and finally made, development plans for them (good practices).For identify these
factors as a team we answer to following questions and get answers.
1. What’s our current talent landscape? (Look at the depth and strength of our bench for key
jobs. Examine skill gaps, performance gaps, and leadership capabilities.)
2. Have we identified employees for our succession pool (those who will be ready for
promotion in one to three years)?
3. Have we identified employees for our development pool (those who will be ready for
promotion in three to five years)?
4. How we are prepared these employees? (What skills do they need to fulfil future
requirements? Identify the skills they have and the skills they need.)
5. What can HR do to help them prepare? (Can the needed skills be developed within the
timeframe we have?)
(Oracle Corporation, 2014)
We preparing separate data bases considering top positions, required skills for practiced
positions, situations of vacant the position ,then to consider who is the potential person for the
job (Appendix7, 8).

16. 16
Figure 2 – Succession planning for Cedar Park
Source- Created through (PageUp People, 2009)
Recruit
Appropriate internal
candidates identified and
placed them to before looking
at external source
Perform
Perform
Develop a link with performance
management results with
development activities with the
key business ideas need to
practicse.
Reveiw is a compulsory thing
and helps for rewardibg and
further commitment to company.
Retain
Focused for high
potentials,arrange clear career
paths, presenting finance and
non finance rewards and equal
oportunity for all staff within
cedar park.
Develop
Development needs for all staff
due to changing nature of
business environment.
We try to identified and
addressed both individual and
group needs and fulfill them.

17. 17
Conclusion
From this assignment we try to identify Cedar Park furniture operations in Sri Lanka under
categories of business model, supply chain, show room network, organisational structure and
other operating activities discuss in the first part of the assignment. In the second part of the
assignment try to discuss about what is talent management and how it is more important to
Cedar park furniture incorporating operations. In here consider about Right Person to fit the
right Job, Better Hiring, Better professional development decisions as important of having and
practising talent management policy in CPF.
We identified key factors regarding CPF, talent management policy like consider every one as
equal, given opportunities for development, recruit based on peoples values, given
opportunities to grow and talent management considered as joint responsibility of management,
other workers and owners of the company. In recruitment discuss about internal and external
recruitment policy and how job vacancies are identified, how advertisement are published and
important factors concerning on recruitment. Then discuss about selection interviews and how
the process conducted. Then discuss about how performance appraisals conducted and setting
objectives and feedback given with related to financial and non-financial rewards. Training and
development practices, learning activities and career development activities practices
discussed. Given more benefits and opportunities company try to retain employees, at this level
discuss how these policies helps to retain workers. In succession planning regarding how to
full fill future vacancies of top positions like CEO, top management levels to developing and
train the existing staff for become future heads of the company.
Finally developing of this policy we try to support cedar park furniture’s future operations and
become success of the business and do future expansion of showroom network.
.

18. 18
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21. 21
Appendix
Appendix 1 –Cedar park Furniture show room locations & operations
Cedar Park Furniture - showroom & operations
Source- Created by using Google maps
(https://www.google.com/maps/d/edit?hl=en&authuser=0&mid=1Bg9JYMsoWex-
RvgXpzrYJYh0lCc&ll=8.713246035565475%2C80.07401616406241&z=8)

22. 22
Appendix 2– Cedarparkproducts
CEDAR PARK
Furniture
(CPF)
Sofas & armchairs and lining room items
Beds& mattresses
Kitchencabinets&appliances
CEDAR PARK FURNITURE LTD
NO 821/5, COLOMBO 03
Email -Cedarpark@srilanla.com
Facebook –Cedar park furniture Sri
Lanka
Tel -0112795246

23. 23
Createdthrough & imagescitedfrom- (IKEA GROUP, 2017
Baby & childrenproducts
Office furniture
ONLINE ORDERS @ cedarpark@srilankansales.com
Customer care – (+94) 011 -2496358
Bathroomrelatedfittings

24. 24
Appendix 3 -Organisational structure of CedarParkFurniture
CEO
(Germany)
(G
9G
Marketing
Manager
Finance
Manager
Human
Resource
Manager
Operations
Manager
CEO
(Sri Lanka)
(G
9G
General
Marketing
Executive
IT
Assistant
Sales
Representative
s
E Marketing
Executive
Finance
Executive -
operations
Finance
Executive
Retail
Quality
controller
Warehouse
in charge
Manager
HR
Executive
operation
s
Show
room
Manager
Assembly
plant
Manager
Transport
Executive
HR
Executive
Retail
Drivers
HR
Assistant
HR
Assistan
t
Helpers
Forklift operator
Supervisor
s
Workers
Workers
Helpers
Ware house
supervisor
supervisor

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Appendix 4 - Sample JobSpecifications&JobDescriptions
Job description-Financial Manager
Job brief
We are looking for a trustworthy Financial Manager that will investigate daily financial
activities and provide advice and direction to higher management on financial planning.
The objective is to facilitate the company’s top management to make effective business
decisions and finally, to meet the company’s goals.
Department- Finance department
Reports to- CEO
Responsibilities
 Provide financial reports and construe financial information to administrative staff.
 Advise on investment activities and provide strategies.
 Maintain the organization’s financial health.
 Analyse the company’s actual financial performance and compare it with the business
plans.
 Review and evaluate opportunities for cost-reduction.
 Set goals and objectives, and plan a structure to accomplish operations of the finance
department.
 Manage the company’s budget preparation.
Working hours (Written and editors, 2016)
Generally from 9am to 5pm, five days a week. (Flexibilities possible.)
Longer hours may requisite depending on workload and deadlines.

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Job Specification: Finance Manager
Essential Experience
 At least 2 years’ experience of working overseas as a finance manager.
 Financial sector experience with roles such as financial analyst
 Experience on training and development of financial staff.
 Experience on monitoring and reporting with tight deadlines.
Essential Skills and Knowledge
 Effectual skills on financial management.
 Strong familiarity with accounting principles and financial statistics.
 Broad understanding on financial trends of the company as well as the general market.
 Project management skills.
 Well capability to work with finance software.
 Ability to work in a culture with a wide variety contexts.
 Ability to coordinate activities.
 Good literacy and IT skills.
 Ability and willingness to undertake routine administrative tasks.
Other skills required
 Use of solution-oriented approaches.
 Determined to high quality standards.
 Ability to maintain good working interactions at all levels internally and externally.
 Exceptional communication and interpersonal skills.
 Ability to focus on work, good at working under pressure with tight deadlines.
 Self-motivator with flexible and enthusiastic approaches.
Qualifications
 BS/MA degree in accounting, finance or economics
 Professional accounting qualification such as CIMA, ACCA or equivalent will be a
plus advantage.

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Job description-Marketing Manager
Job brief (Marketing Manager Job description template | Workable, 2017)
We’re looking for a flexible and multitalented marketer who will be accountable for the
expansion of our inbound sales channels and enhance the position and image of the company
through achieving goals and objectives.
Responsibilities (Selection, 2017)
 Be in contact with other departments and discuss plans on future operations.
 Managing all marketing for the company and activities within the marketing department.
 Developing the marketing strategy for the company in line with company objectives.
 Co-coordinating marketing campaigns with sales activities.
 Overseeing the company’s marketing budget.
 Creation and publication of all marketing material in line with marketing plans.
 Planning and implementing promotional campaigns.
 Manage and improve lead generation campaigns, measuring results.
 Overall responsibility for brand management and corporate identity
 Preparing online and print marketing campaigns.
 Monitor and report on effectiveness of marketing communications.
 Creating a wide range of different marketing materials.
 Working closely with design agencies and assisting with new product launches.
 Maintain effective internal communications to ensure that all relevant company functions
are kept informed of marketing objectives.
 Analysing potential strategic partner relationships for company marketing.
Hours and environment (Ltd, 2012)
Most marketing managers work 37 hours a week, between the hours of 9am and 6pm. As with
many jobs with tight deadlines, they may be expected to work additional hours at certain times
to ensure that targets are met.

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Job Specification: Marketing Manager
Essential Skills and Knowledge (Companies, 2000)
 Intimate understanding of traditional and emerging marketing channels
 Excellent communication skills
 Ability to think creatively and innovatively.
 Budget-management skills and proficiency.
 Professional judgment and discretion that comes from years of experience in the field.
 Analytical skills to forecast and identify trends and challenges.
 Familiarity with the latest trends, technologies and methodologies in graphic design,
web design, production, etc.
Requirements of the role: (Selection, 2017)
 Bachelor degree in Marketing.
 Qualified chartered marketer.
 Strong analytical and project management skills.
 Confident and dynamic personality.
 Strong creative outlook.
Requirements (Marketing Manager Job description template | Workable, 2017)
 BS/MS degree in marketing or a related field.
 Demonstrable experience in marketing together with the potential and attitude required
to learn.
 Proven experience in identifying target audiences and in creatively devising and leading
across channels marketing campaigns that engage, educate and motivate.
 Solid knowledge of website analytics tools (e.g., Google Analytics, Net Insight,
Omniture, Web Trends).
 Experience in setting up and optimizing Google Ad words campaigns.
 Numerically literate, comfortable working with numbers, making sense of metrics and
processing figures with spreadsheets.
 Good taste, a sense of aesthetics and a love for great copy and witty communication.
 Up-to-date with the latest trends and best practices in online marketing and
measurement.

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Job description- Sales Representative
Job brief (prestige Furniture, 2015)
The role involves working with the current sales team to proactively drive sales of our bricks
and mortar furniture store, whilst successfully driving exceptional levels of service and
delivering excellent standards of customer service.
Responsibilities (prestige Furniture, 2015)
 Greet, assist and sell to customers.
 Operate till and handle financial transactions.
 Merchandise and replenish stock as directed.
 Assist with deliveries and stock handling as directed.
 Undertake cleaning and housekeeping duties.
 Continually develop an understanding of the company’s culture, products, ethical
initiatives, other areas of the business, and reflect this in everyday performance.
 Take responsibility for a specific area of the store’s operation.
 Take responsibility for personal development and actively seek opportunities for
improvement.
Working Hours and salaries (prestige Furniture, 2015)
 Basic Salary: Rs30, 000 plus company bonus scheme.
 Fully life insurance facility.
 Hours: six days over seven-days – which will include working Saturday & Sundays.
 Holidays: 28 days including Bank Holidays.

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Job Specification: Sales Representative
Experience Required (prestige Furniture, 2015)
You will have at least 1 years proven retail sales experience, ideally within a high street store
furniture experience not necessary but would be an advantage.
Essential Skills and Knowledge (prestige Furniture, 2015)
 Confident and clear communicator.
 Awareness of the impact of own performance and behaviour.
 Awareness of own level of authority.
 Understanding of the need for and impact of procedure compliance.
 Ability to adapt to frequent change and a high pressure environment.
Attitude Required (prestige Furniture, 2015)
 Passionate about driving sales and delivering exceptional customer service.
 Highly self-motivated without self-importance.
 Warm, friendly and engaging personality.
 Strong sense of responsibility and desire to get things done properly.
Requirements (prestige Furniture, 2015)
 Partly or fully qualified in SLIM.
 Help to maximise sales for the store and across wider channels.
 Provide first class customer experience.
 Carry out stock management and store operation processes to help minimise risk and
costs.
 Grow personally and professionally as part of a dynamic business.

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Appendix 5 - Learning& Developmentplanforcedarpark furniture -Individual
Learning & Development plan for cedar park furniture -Individual
Complete the following, where applicable, with very specific learning objectives:
Learning & development
Intervention:
Specific Objectives Responsibility Completion Date
On the Job Training Courses
Off the job Training Courses
Conferences / Seminars
Project Experience
Further Study
Coaching / mentoring
Case studies
Reading / Internet search
Professional leadership roles
International Exposure
Other
Comments by immediate supervisor :
………………………………………………………………………………………………………………
………………………………………………………………………………………………………………
…………………………………………………………………..
Comments by Manager:
………………………………………………………………………………………………………………
……………………………………………………………………………………..
…………………………………………………………………………………………………..
______________________________ ____________________________
Signature: Employee Signature: Manager
Developed through (Meyer, 2005)

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Appendix 6–Learning& DevelopmentCalendar
Learning & Development Calendar for 2018 Cedar park furniture
No Course Target
Group
Duration Date
(2018)
Venue Fees Rs
Comments by CEO:
...........................………………………………………………………………………………………………
……………………………………………………………………………………………………………………
…………………………………………………………………………………………………..
Comments by Finance Manager:
……………………………………………………………………………………………………………………
……………………………………………………………………………………………………………………
…………………………………………………………………………………………………….
Comments by HR Manager:
……………………………………………………………………………………………………………………
…………………………………………………………………………………………………………………
__________________________ ___________________________
Signature: CEO Signature: Finance Manager
Date: Date:
____________________________
Signature HR Manager
Date:
Create with references to – (The Kenya Institute of Management, 2016)

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Appendix 7- Successionplanningevaluatesummarysheet
Succession planning evaluate summary sheet
Assessor:
Signature:
Position Potential Performance Next Position(s) Status Replacement(s)
Performance Problem Summary Void Summary
Definitions
Potential: P (Potential); U (Unlimited Potential); LR (LateralRotation); NP (No Potential)
Performance: HAE (Highly achieved Expectations): AE (Achieved Expectations); MA (Moderate
Achievement); BA (Below achievement); HBA (Highly below Achievements)
Succession planning evaluate summary sheet captures the key elements for aligning people with
organization needs. Five action items with recommendations are identified:
Void: Positions with no replacements. 1. Select from talent pool. 2. Add to talent pool and accelerate
development. 3. Identify backups. 4. Begin external recruitment. 5. For key positions accelerate the
process.
Surpluses: Positions with more than one replacement. 1. Redirect career paths. 2. Move high potentials
quickly. 3. Job rotation inside unit. 4. Task force assignments.
Blocking: Non-promotable managers with promotable subordinates. 1. Move incumbent or backup
within one year. 2. Job rotation outside unit. 3. Special projects.
Performance Problems: Employees not meeting expectations. 1. One more accomplishment review. 2.
Focus on results and competency improvement. 3. Terminate (consult HR department).
Super keeper: Very accelerated career paths and compensation growth, high development investment.
Formal mentor and sponsor arrangement.
Developed through - (Berger and Berger,2007)

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Locati
on
Positi
on
Incumbe
nt
Potenti
al
Replaceme
nts – 1 year
Replaceme
nts – 3 yrs.
Replaceme
nts – 5 yrs.
Comme
nts
Succession Plan

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Cedarpark furniture CompetencyAssessmentWorksheet
Assessor:
Department:
Incumbent: Position: Potential: Overall Performance:
Core Competency Personal Score Current Position Evaluation
Strengths and Developmental Needs
Describe specific behaviors and skills that are strengths and/or developmental needs associated
with the competencies listed above, particularly when an employee assessment exceeds or is
below expectations. List specific actions that will be taken to enhance performance and/or
prepare the employee for advancement when employee does not meet expectations. Please
make your comments as specific as possible.
Areas of strength
Areas to be developed
Actions (training, development, coaching, special projects, promotion, transfer, etc.)
Developedthrough (Berger and Berger, 2007)