industrial visit descon

8/3/2019 Industrial Visit Descon

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SUPERIOR UNIVERSITY LAHORE

PIQC INSTITUTE OF QUALITY

INDUSTRIAL VISIT REPORT MS HRM: ORGANIZATIONAL BEHAVIOUR

SUBMITTED TO:

SIR. ABDUR RAHMAN PIQC,

PIQC INSTITUTE OF QUALITY

SUBMITTED BY:

MUHAMMAD WASEEM

MS HUMAN RESOURCE MANAGEMENT

ROLL NO.: MSHRM: 11304



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Industrial Visit Report

Introduction

Over the last three decades Descon has evolved into a multi faceted Engineering and

Manufacturing concern and has further spawned a group of ventures with a diverse activities

portfolio: Project Management, EPC, Engineering, Manufacturing, Construction, Maintenance,software development, Mining, Chemicals and Trading, While the group companies operate

independently under a corporate structure, Descon Engineering remains the flagship company

and provides the associated identity to its affiliates.

The company is unique in its resources base with in house capabilities for Design Engineering,

Manufacturing, Construction and Maintenance Service. These are applicable to a wide variety of

projects related to Industrial plants, Energy and Infrastructure development for which services

are provided selectively or on turnkey/ EPC basis.

Project management expertise vested through sophisticated IT based systems is one of the key

elements in achieving successful culmination of projects. The company’s operations span

Pakistan, The UAE, Saudi Arabia, Qatar, Oman, Egypt and Afghanistan. Joint venture partners

and technology alliances include JGC Corporation Japan, Enerflex Presson, Canada and Eckrohr

Kessel, German. The roster of clients and end users is replete with auspicious names such as

Sabic, Aramco, Adnoc, Borouge, Gasco, Qatar Petroleum and WAPDA, NHA, OGDCL at

home.



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Vision

“To become a world class engineering, manufacturing and construction

company operating internationally”.

Our Mission

"To provide our valued customers with cost effective and reliable solutions in

project implementation and be recognized as the leading manufacturer of high

quality equipment for plants."

Core Values

The purpose of Descon is to bring prosperity and well being to our stake holders

and society at large by adding value through engineering, technology and

management.

DESCON HRD DEPARTMENT ANALYSIS

This document is the highlight about the core Human Resources functions performed at Descon

Engineering Company Limited. At Descon Ltd. HR activities are grouped into the following

heads;

Human Resource Planning

Job Analysis

Recruitment And Selection

Training And Development

Compensation And Benefits

Hr Operations

Human Resource Information System

Organizational Development

Change Management

Management Evaluation System

Talent Management System

Organizational Structure



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Strengths

1. HUMAN RESOURCE PLANNING (HRP)

HR policies vary considerably from one organization to another, depending on its size, the nature

of the workforce and availability of resources. At Descon HR department is consider as Business

Support Area and estimate the future HR needs of different departments after concerning and

worked with the respective departments. Succession planning is also an important part of HRP.

2. JOB ANALYSIS

Head counts are done to identify the actual numbers of persons required to perform certain tasks.

New jobs are identified, jobs descriptions (JD’s) are prepared and reviewed and prepare

specifications regarding JD’s. KPI are settled.

3. RECRUITMENT AND SELECTION AND ORIENTATION

All traditional and modernized ways of pool creation of competent individuals are adopted. After

screening, interviews and test, finally incumbents are selected. Participation in job fairs also in

policy of Descon Ltd. to create a brand image and hired fresh graduates.

Buddy and mentor system are adopted for orientation minimum period of 8 week. Orientation

has given special consideration at Descon Ltd. for the understanding of newly hired person about

the business, culture and values of a company.

4. TRAINING AND DEVELOPMENT

First step in training process is Training needs Assessment (TNA), which is aligned with other

HR core functions at Descon Ltd. For TNA input (data) gathered from Annual appraisal, Head of

department or project suggestions are utilized. In a strategic way Descon Ltd. consider required

skills for accomplishment of new projects. Descon Ltd. give special attention to Training and



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Development due to dynamic nature of its business. Different training evaluation methods are

used but it is difficult to evaluate training at 4th

level or in financial terms like ROI, because

trainee may be engaged in more than one project. At 1st

three level; knowledge,skill, and

behavior trainings are evaluated.

5. COMPENSATION AND BENEFITS

Basic salaries are settled or revised on the basis of external salary surveys. Salary ranges and

slabs are created to maintain equity. Performance appraisal also provide input for increments.

6. HR OPERATIONS

Mobilization and demobilization of human resource in a project based organization it is very

important aspect of Human Resource Function. Descon Ltd. have a separate section for that type

of work by the name of HR Operation. Availability and engagement with appropriate skills of

HR on a certain project provide base for the success of project. Concept of Dove tailing is

employed by the HR operation section to resolve the issue of transferring HR from one project to

new project.

7. HUMAN RESOURCE INFORMATION SYSTEM (HRIS)

Descon have well managed and centralized HRIS. Intranet makes it possible to connect the

employees with the central information system and data bases. Descon run different projects on

national as well as multinational sites. Descon worked on implementation of SAP for the

improvement of HRIS.

8. MANAGEMENT EVALUATION SYSTEM

Annual appraisal is conducted for the improvement of performance, succession planning, TNA

and providing input for other HR functions. In a new system it is merged in a Talent

management system.



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9. ORGANIZATIONAL DEVELOPMENT

At Descon Ltd. the purpose of this section is to integrate the all HR functions. Allignment and

connection among all HR functions is the most important to successfully implementation of new

policy even in a single function of HR.

10. CHANGE MANAGEMENT

HRD at Descon Ltd. worked on change management. Performance appraisal system provide

input for the change.

11. TALENT MANAGEMENT SYSTEM (TMS)

Prime focus of TMS is to develop future leaders by identify, develop, promote, retain the talent.

It is a emerging concept at Descon Ltd. and have a great importance among the HR functions at

there. Succession planning is crucial for the dynamic natured organizations.



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Succession planning for key position has great significance at Descon Ltd. also. STARS are the

employees, who can be promoted for the top most positions and CEO’s also. Special

consideration has given to STARs at Descon Ltd. Job rotation is one of the strategies to prepare

them knowledgeable and build in a competency regarding different aspects of company business.

Finally prepare a person who is able for the position of CEO. This strategy is the major strength

of Descon’s HR system.

12. ORGANIZATIONAL STRUCTURE

Descon has Matrix organizational structure that assigns specialists from different functional

departments to work on one or more projects. Matrix structure is suitable for project based

organizations most. Individuals have to report to their functional department head as well as

Project head. It means dual reporting, dual KPI’s, and dual responsibilities.

Weaknesses

Not supporting culture for employee unions.

Labour acquired through the contractor, and company not owned those workers, and feels

free from the any violation of labour laws by the contractor.

Annual basis appraisal is not much suitable for project based organization. May be a

person perform well on some projects and not in others. Blend of both annual appraisal

and project based appraisal is suitable for the evaluation of individual performance.

Development policies about individuals at HIPOS and STARs level are well prepared butfor middle and lower management level not specific. There is need to fulfill a vacant

executive position by promotion instead of outsourcing.

In Matrix structure dual reporting, dual KPI’s, and dual responsibilities create problems

and difficulties for the employees.

industrial visit descon

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