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The Report

AIOU INTERNSHIP REPORT

MBA

Energy Limited

Specialization: Hman Re!orce Management

Pre!ented to:

"#airman

$epartment o% B!ine!! Admini!tration

S&mitted &y:

Name: M#ammad 'a#im A!#ra%

Roll (: T)*+,-.

Regi!tration (: +-/P0R/++12

Mailing Addre!!: S3O3 Section4 Pn5a& A!!em&ly4 T#e Mall4

La#ore3

"ontact (: +2*6/-).-.*14 +1*/7*++2**

M. FAHIM ASHRAF- MBA (HRM)(AIOU) 1



The Report

8$epartment o% B!ine!! Admini!tration9

ALLAMA IBAL OPEN UNI;ERSIT</ ISLAMABA$




The Report

CKNOWLEDGEMENT

All thanks and praises to be Allah, who is the only source of knowledge and wisdom

bestowed to mankind. The researchers seek peace from Prophet Muhammad P!"#$,

who has always a hope and source of knowledge for humanity.

%irst of all & admit a receipt of all those who inspire and support me in a strengthened and

groomed way, what & am today. & wish to place on record my indebtness to my parents for

their continuous support and encouragement which & recei'ed during my academic career.

& would like to e(press my gratitude to those people who pray for my success and helpme throughout in study.

& thank to my tutor M#ammad Azeem who always being with me and pro'ide me the

academic, &slamic and moral lessons during my M!A study.

& am great and much obliged to Mr. )a*ar +hadim #ead # -epartment$ who

supported me in a 'ery nice and sophisticated manner. & must say thanks also to

# ecruitment and election team, Performance Management team, Training /

-e'elopment team and &ndustrial elations team who guided me to share my theoretical

concepts with practical training.




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LIST OF CONTENTS

Sr3 No3 TOPI" Page No3

6 &ntroduction 6* 'er'iew of the organiation *

2 ision tatement 4 Mission tatement )

1 rganiational tructure -

) # tructure -

- P56 # 'ision and mission .

. # Planning and %orecasting 66

, ecruitment 67

7 election *-6+ Training and de'elopment 21

66 Training need assessment T7A$ 2.

6* 5mployee -e'elopment 2,

62 Performance Management 12

61 5mployee 8ompensation and !enefits )2

6) rganiational career Management -2

6- 6abour Management elations -,

6. 8ritical analysis of theoretical concept relating to practical

e(perience.+

6, 8onclusions .*

67 ecommendations .1*+ eferences and ources ..

*6 Anne(ure .,




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OBJECTIVES OF STUDYING THE ORG NIZ TION

• To analye my # concepts practically in a well esteemed organiation like P56

and compare it with other organiations

• To re'iew the functional hierarchy of the P56 and its #uman esource

Management -epartment

• Analysis of # Mission 4 ision 4 trategy4 b:ecti'es and di'erse function of

# -epartment

• To look into the special assignment carried out by # team like ad'ancement in

ecruitment and election process, Performance Management process, Training/ -e'elopment process and 8ompensation !enefits of the P56.

• To conduct strength, weaknesses, opportunities and Threats )T$ analysis of

# -epartment policies

• To put the suggestions and recommendations for further impro'ements of #M

initiati'es

M. FAHIM ASHRAF- MBA (HRM)(AIOU) ;



The Report

INTRODUCTION

SAI=OL =ROUP PRO'ILE

&n 1<0=, the aigols migrated from 8alcutta and initiated their business in 6yallpur

later named to as %aisalabad$, the te(tile city of Pakistan, under the banner of +ohinoor

&ndustries 6imited. The aigols set up the first ma:or te(tile unit > The +ohinoor Te(tile

Mills under the umbrella of +ohinoor &ndustries 6imited. 8urrently aigol ?roup

consists on the following companies@

• +ohinoor Te(tile Mills

• Pa> Ele>tron Limited 8PEL9

• aritow pinning Mills

• Aam Te(tile Mills

• +ohinoor Power 8ompany 6imited

•

+ohinoor 5nergy 6imited

PA0 ELE0TRON LIMITE$ 8PEL9

Pak 5lektron 6imited P56$ is the pioneer manufacturer of electrical goods in Pakistan. &t

was established in 1<9; in technical collaboration with M4s A5? of ?ermany. &n ctober

67.,4 the aigol ?roup of 8ompanies purchased ma:or shares of Pak 5lektron 6imited.

ince its inception, the company has always been contributing towards the ad'ancement

and de'elopment of the engineering sector in Pakistan by introducing a range of *uality

electrical e*uipments and home appliances and by producing hundreds of engineers,

skilled workers and technicians through its apprenticeship schemes and training

programmes. At that :uncture, the company was only manufacturing tran!%ormer! and

M. FAHIM ASHRAF- MBA (HRM)(AIOU)



The Report

!?itc#gear!3 )ith the aigols in management, P56 started e(panding its product range

by entering into Air "onditioner manufacturing.

OVERVIEW OF THE ORG NIZ TION

P56 has spread its business in all o'er the Pakistan by its display centers for electric and

electronics goods. !asically the company has di'ided its goods in two following

di'isions@

A. Appliances -i'ision

!. Power -i'ision

A3 APPLIAN"ES $I;ISION

This -i'ision of P56 consists of appliances manufacturing.

Air "onditioner!

@indo?/type air conditioner! were introduced in 1<=1 in technical collaboration with

?eneral 8orporation of Bapan. 5'er since their launch, P56 air conditioners ha'e a

leading position in the market. P56 air conditioners cooling performance has been tested

and appro'ed by 8opeland and &T "A. )ith the shift of users preference from window

type to !plit type air conditioners, P56 has started manufacturing split type air

conditioners.

PEL Re%rigerator!

The manufacturing of refrigerators started in 1<=;>= in technical collaboration with

M4s &A>&6TA6 of &taly. 6ike the air conditioner, P56Cs refrigerators are also in great

M. FAHIM ASHRAF- MBA (HRM)(AIOU) =



The Report

demand. Today, P56 8rystal has 3DE market share. &ts cooling performance is tested and

appro'ed by -anfoss, ?ermany and its manufacturing facility is & <DD2 certified by

? witerland.

PEL $eep 'reezer!

P56 deep freeers were introduced in 1<= in technical collaboration with M4s Ariston of

&taly. !ecause of durability and high *uality, P56 deep freeers are the preferred choice

of companies like "nile'er.

B3 PO@ER $I;ISION

P56 Power -i'ision manufactures energy meter!4 tran!%ormer!4 !?itc#gear!4 0io!>!4

compact !tation!4 !#nt capacitor &an>! etc. All these electrical goods are

manufactured under strict *uality control and in accordance with international standards.

P56 is one of the ma:or electrical e*uipment suppliers to )ater and Power -e'elopment

Authority )AP-A$ and +arachi 5lectrical upply 8orporation +58$, which are the

largest power utilities in Pakistan.

'er the years, P56 electrical e*uipment has been used in numerous power pro:ects of

national importance within Pakistan. P56 has the pri'ilege of getting its e*uipment

appro'ed and certified by well>reputed international consultants such as@

Preece, 8ardew and ider, 5ngland

#ara 5ngineering 8ompany, "A

nam Progeti, &taly

ociete -umem, %rance

M. FAHIM ASHRAF- MBA (HRM)(AIOU) <



The Report

Miner / Miner &nternational &nc. "A

5nsa, %rance

&n spite of stiff competition from emerging local and multinational brands, P56 ?roupCs

appliances and electrical e*uipments ha'e remained in the spotlight due to constant

inno'ation. trategic partnership with multinationals of repute ha'e enabled the P56

?roup to incorporate new technologies into e(isting product ranges, thus gi'ing the

Pakistani market access to inno'ati'e, affordable and *uality products.

O''I"ES LO"ATION

RE=ISTERE$ O''I"E

1>Ai A'enue, 8anal !ank,

?ulberg>, 6ahore.

Tel@ D02>91=20>9, 913;0>9%a(@ D02>9191D9

5>mail@ sharesFsaigols.com

@OR0S

10+m, %eroepur oad,

6ahore

Tel@ D02>9=11<91> 6ines$)ebsite@ www.pel.com.pk

ISLAMABA$

oom G 10D0, 10th %loor

?reen Trust Tower, !lue Area

Tel@ D91>223=9=

%a(@ D02>223=9=

0ARA"HI

+ohinoor !uilding

29>)est )harf oad

Tel@ D21>22DD<91>0

%a(@ D21>231D33D

"HINA

<1D, 7o. 1DD, Hhong han 7aun 5r

oad

A'=HANISTAN

%lat G 1D3, 1st %loor, !lock A

Iaiser Market, +olola, Pushta,

M. FAHIM ASHRAF- MBA (HRM)(AIOU) 1D

mailto:[email protected]

http://www.pel.com.pk/

mailto:[email protected]

http://www.pel.com.pk/



The Report

hanghai, china

Tel@ =;>21>;09;933

%a(@ =;>21>901D<<1

+abul

Tel@ DD<3><=2;2<3




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VISION ST TEMENT

JTo ecel in proiding engineering good! and

!erice! t#rog# contino! improement3C

MISSION ST TEMENT

• To proide Dality prodct! !erice! to t#e complete !ati!%action o% or

c!tomer! and maimize retrn! %or all !ta>e#older! t#rog# optimal !e o%

re!orce!3• To %oc! on per!onal deelopment o% or employee! to meet %tre

c#allenge!3

• To promote! good goernance4 corporate ale! and a !a%e ?or>ing

enironment ?it# a !trong !en!e o% !ocial re!pon!i&ility




The Report

HR STRUCTURE




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HUM N RESOURCE M N GEMENT PROCESS IN THE

ORG NIZ TION

The #uman esource -epartment at P56 is engaged in the areas of ecruitment /

election, Training / -e'elopment, Performance Management, and rganiational

-e'elopment, and stri'es to align these functions with o'erall !usiness trategy. This

organiation place great emphasis on People -e'elopment so that people and the

organiation perform at ma(imum capacity in a highly effecti'e manner.

HR ;i!ion

To achie'e the 5(cellence through inno'ati'e # Practices

and continuously e(ceeding our people e(pectations.

HR Mi!!ion

ur Mission is two>fold@

• To manage Talent and build capabilities of our people thus enabling them to

deli'er ustained Performance

• To facilitate them in creating a 8ollaborati'e )ork 5n'ironment that de'elopment

that de'elops a culture of continuous learning

$e%inition o% Planning

JA process that in'ol'es defining the organiationCs goals, establishing an

o'erall strategy for achie'ing those goals, and de'eloping a

comprehensi'e set of plans to integrate and coordinate organiational

work.K




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HUM N RESOURCE M N GEMENT PROCESS IN PEL

Acti'ities necessary for staffing the organiation

and sustaining high employees performance.

Hman Re!orce Planning 8HRP9

JAn effort to anticipate future business and en'ironmental

demands on an organiation and to pro'ide *ualified people to

fulfill that business and satisfy those demandsL #P includes

talent in'entories, human resource forecasts, action plans, and

control and e'aluationK

Planning is done to achie'e the ob:ecti'es positi'ely according to 'ision and mission

statement of the organiation with time management. )e can also say that #P is

parallels to general business planning. &t is a process by which managers ensure that they

ha'e the right numbers and kinds of people in the rights places, and at the right times,

who are capable of effecti'ely and efficiently performing assigned tasks.

PEL Planning and 'oreca!ting &a!i! on 'i!cal <ear

&n P56 planning is done on the basis of fiscal year. %irstly, the !udget is prepared in #

-epartment by each Manger of each section ecruitment / election, Training /

-e'elopment, Performance Management and rganiational -e'elopment$ of # and

after that #ead # make the finalie the budget for the appro'al of owner 'ia Managing

-irector.

In PEL Hman Re!orce Planning is done on the basis of O&5ectie! or we can say in

P56 management by b:ecti'es M!s$.




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Management &y O&5ectie! 8MBO!9

A management system in which specific

performance goals are :ointly determined by

employees and their managers, progress toward

accomplishing those goals is periodically

re'iewed, and rewards are allocated on the basis

of this progress.

PEL Planning <ear *++,/*++7

Planning of this organiation basis on MBO!. ome of the main ob:ecti'es of #

planning which ha'e been targeted in last year planning are as follows@

En#ancement o% RMS 8Recritment Management Sy!tem9

P56 has it own M which is used for hiring process and it is also used as a internal

source of recruitment. 7ow the ob:ecti'es of ecruitment and selection is completion of

listing within Mlisting module$, contact information 4 consultant information, system

generated alerts, system generated correspondence and letters and reference check,

generating the pool of 2D,DDD resumes, target@ 9DDD resume in each *uarter$ etc.

8Annere/I93

Per!onal $eelopment

Third main ob:ecti'e of P56 / department is to implementation of producti'ity tools

and techni*ues, personality assessments, impro'ing communication skills, :ob analysis

techni*ues, implementing stress management and time management and techni*ues.

Recritment "o!t

5'ery organiation want to reduce the cost and enhance4 ma(imie profit so for the

same purpose P56 is doing calculation of recruitment cost4other ratios related to /

esearch$ and implementation.

M. FAHIM ASHRAF- MBA (HRM)(AIOU) 1;



The Report

RMS Sel% !erice Modle

Another ob:ecti'e of P56 is the implementation of online short listing and &nter'iew

scheduling, alerts / proacti'e notifications to #- 4 ?M, inter'iew e'aluations and

testing / implementation

HUM N RESOURCE M N GEMENT PROCESS

T#e relation!#ip o% 5o& analy!i! to HRP

P56 has the total strength of 9,DDD employees and its strength increased in season upto

;,DDD. &n :ob analysis, # -epartment analye each department with the help of head of

department that employees are working at their competencies le'el further at related or non>related positions. &f the employees are at low competencies for that position they are

trained so that they can be share their ma(imum skills for that position. 6ike, by

identifying the beha'ioural re*uirement of a positions in a section, # department said

that total si( employees are re*uired in that section, in which, first is at manager le'el,

and second an assistant manager le'el and remaining four are at e(ecuti'e le'el as well as

the *ualification and e(perience for that position holders. )e can say that this planning is

human resource planning at short time period.

&t has se'erance )+ employee! on 67 Septem&er4 *++, for the right sie of the

organiation by doing the :ob analyses. More understanding that to meet the challenges of

the modern age, P56 hire new employees from different uni'ersities and some

e(perienced and senior employees will hired form market in 2DD<. Their competencies

will enhance the business opportunities.

Type! O% Plan!

There are three main types of planning which are as follows@

1. trategic

2. Tactical

3. #uman esources




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63 Strategic Planning Hnan Re!orce Planning

An approach to human resource management that has the goal using people most wisely

with respect to the strategic needs of the organiation, ensuring that people from all le'els

of the organiation are working to implement the strategy of the business effecti'ely.

This type of planning relates to long>range process of setting organiational ob:ecti'es

and deciding on action programs to achie'e those ob:ecti'es. This strategy effects also by

the forecasts of economicsL technology and marketL and planning of organiationL

in'estment and operations. As P56 is opening fi'e new display centers for home

appliances Air 8onditioner of )indow type and plit type and deep %reeer$ and for

power industry energy meters, transformers, switchgears, +iosks, compact stations,

shunt capacitor banks etc.$ distribution in different city of Pakistan in summer 2DD<. %or

these new centers 3D people in number will be recruited and their skills will at

managerial le'el, e(ecuti'e le'el and fresh graduates also. )ith opening fi'e new display

centers how much &dget and nm&er o% manpo?er will be re*uired by keeping in

mind changing in industry or creating tomorrow for that most important points are@

P#ilo!op#y: &n home appliances industry it will make a contribution that people

will get these appliances the same re*uirements which they re*uired at

economical prices.

'ormlating identity o% !tatement4 prpo!e and o&5ectie!: According to

mission statement of P56 display centers are ha'e the same mission to pro'iding

electric goods and ser'ices by getting the customer satisfaction and ma(imum

returns to all stakeholder with optimal uses.

Ealating !trengt#!4 ?ea>ne!!e!4 and competitie dynamic!: &n appliances

di'ision trength of the P56 is that it is pro'iding the same capacity and power

appliances as compare to its competitors 8@A;ES $A@LAN"E9 and ha'e

low prices also. imilarly in power di'ision ma:or competitors are Simen!

8Pa>i!tan94 "lima limited4 Elmetec4 Al!tom Pa>i!tan4 E!cort! Pa>i!tan

Limited. These strengths meet the needs of middle le'el people as well as elite

class le'el people. &n weaknesses, its competitors ha'e more goodwill in market

M. FAHIM ASHRAF- MBA (HRM)(AIOU) 1=



The Report

and its brands are at growing le'el. 'erall world crises will also affect the import

and local purchase of raw material. 8hanging in demographics and the future

composition of the workforce.

$etermining de!ign: &n head office all components ha'e completed in Banuary

2DD< and plans are at the end of the stage in Banuary 2DD<. 5ach display center is

connected with other center to coordinate with one another. &n case of any deal,

sale credit sales$, shortage of supply and transportation they can coordinate with

one another under company rules.

$eeloping !trategie!: b:ecti'e of the organiation is measured in terms of

*uality as well as *uantity. To enhance the sales of the organiation P56 is going

to enhance the sales and to increase the 'alue of share in market.

$ei!ing program!: egional Manger will 'isit the area to locate the best place

in the city and understanding the nature, capacity purchasing power$ of people

and will make a re*uisition which will include the procurement, sales, &.T. #,

marketing and other related management matters. 7ational ales Manger,

-irector ?eneral Marketing, #ead # and concerned authority is included in all

management and budget will appro'ed by the ?M %inance. #ead # will plan

the number of people re*uired at what le'el etc with prescribed time period i.e.

Banuary 2DD<.

*3 Tactical Planning

This second type of planning relates to normal, ongoing growth of current operations or

with specific problems that temporarily disrupt the pace of normal growth. Annual

budgeting decisions pro'ide specific timetables, allocations of resources and

implementations standards. The shorter the planning time frame, the more specific the

planning details compulsory.

23 Hman Re!orce! Planning

P56 # department plans parallel to the business plans. 6ike according to the business

strategies of P56 that 3D candidates are re*uired for new display center. %or hiring new

candidates in respecti'e of internal sources, first of all # department will see its

ecruitment Management ystem M$ i.e. internal pool of *ualified candidates on its

M. FAHIM ASHRAF- MBA (HRM)(AIOU) 1<



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#uman esource Management ystem #M$ 8Annere/= H93 econdly, mostly

used approach in P56 is employees referrals. After that third approach is that #

department mo'e to e(ternal sources i.e. supply of fresh technical graduates and business

graduates re*uirement of the P56$. After that all the implication for the candidates that

includes staffing, training and de'elopment, performance e'aluation, compensation

practices, and other management matters. This short run tactically$ planning leads to

long run strategic$ needs. P56 has a general 'iew that se'eral interrelated acti'ities that

together make up an integrated #P system that includes@

T#e relation!#ip o% Hman Re!orce to Strategic4 Tactical or Operational and

Annal Bdget Planning:

As mentioned abo'e that !trategic planning perspecti'e is the long>rang planning 2 to 9

years$. &n P56 plans are made on the basis of strategic planning and relates with #P.

The main focal point is to analye the issues like assessing the management implication

of future business needs, factors assessing e(ternal to the P56 e.g. demographic and

social$ and estimating the internal supply of the employees o'er the long run. &n this

strategy detailed programmed are not made.

B!ine!!

Planning

Proce!!

Hman

Re!orce

Planning

Proce!!


Strategic Planning:

Long/Range

Per!pectie

8orporate Philosophy5n'ironmental can

trengths and

constraintsb:ecti'es and ?oals

trategies

Operational Planning:

Middle/Range

Per!pectie

Planned Programs

esources e*uiredrganiational

trategiesPlans for entry into

new business,ac*uisitions

di'estitures

Bdgeting:

Annal Per!pectie

!udgets

"nit, indi'idual performance goals

Program chedulingand assignment

Monitoring andcontrol of results

I!!e Analy!i!

!usiness 7eeds

5(ternal %actors

&nternal upply

analysis

Management

implications

'oreca!tingReDirement

taffing 6e'elstaffing Mi(

Iualitati'e$

rganiation and :ob design

A'ailable4Pro:ected

esources

7et e*uirements

Action Plantaffing

Authoriations

ecruitmentPromotions and

transfers

rganiationalchanges

Training and -e'lp.

8ompensations and!enefits

6abour elations



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Tactical Operational planning relates with #P as forecasting of employees and

employee demand. The ne(t step after the process of forecasting is actions plan

undertaken.

Annal &dgeting decision pro'ide specific timetables, allocations of resources, and

standards for implementing strategic, and operational plans. As the time frame shortens,

planning details become increasingly specific.

HR PRO"ESS ALSO IN"LU$ES:

The general 'iew suggested se'eral specific, interrelated acti'ities that together constitute

an #P system, they include@

a9 Talent &n'entory

&9 #uman esources %orecast

c9 Actions plans

d9 8ontrol and e'aluation

8a9 TALENT IN;ENTOR<: #uman esource &nformation ystem 8HRIS9 of P56

helps to collect the talent in'entory in all o'er the organiation. Talent in'entory is

attention on accessing the current human resources skills, abilities and potential$ and

attention to analye how they are currently being used so that actual # forecasting is

composed on record. &t contains the record of all employees including managerial and

non>managerial.

#& contains all the competencies of the employees which include@>

• 8urrent position information

• Pre'ious position in the company

• ther significant work e(perience e.g. other companies$

• 5ducation including degrees, licenses, certifications$

• 6anguages skills and rele'ant international e(perience




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• Training and de'elopment programmes attended

• 8ommunity or industry leadership responsibilities

• 8urrent and past performance appraisal data

•-isciplinary actions

• Awards recei'ed

o against the #P of the P56 #& pro'ide the talented in'entory also.

(b) FOREC STING HR REQUIREMENTS

The human resource planning acti'ity that predicts future human

resource re*uirements, including the number of workers needed,

the number e(pected to be a'ailable, the skills mi( re*uired, and

the internal 'ersusu e(ternal labour supply.

&n P56 forecasting is done on the basis of one year planning instead of employees

turno'er ratio. #ow much employees in the organiation will remain and after how much

new employees to be hired4recruited by # department.

&n fact, this organiation is managing all the # related issues with respect to ob:ecti'e of

the organiation and the hiring new people on the basis on re*uisition form recei'ed from

any department. &t has a small focus on predicting the future # re*uirements the

number of characteristics, the skills mi( re*uired, internal 'ersus e(ternal labour supply$.

6ess focusing on long term needs i.e. strategic planning.

METHODS TO FOREC ST HR NEEDS

There are two main methods to forecasting the # 7eeds which are as follows@>

8i9/ 'oreca!ting Internal Hman Re!orce Spply:




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The most common approach for new hiring and recruiting employees is forecasting

internal human resource supply. 8ruuent employees of P56 reflect the future supply of

employees4labour. Performance Management -e'elopment PM-$ ection of #

department is working for internal human resource supply of management le'el and

&ndustrial elations / Administration &/A$ ection is forecasting for non>

management employees labour also$. The process for de'eloping such a plan including

setting a planning horion, identifying replacement candidates for each key position,

assessing current performance and readiness for promotion, identifying career

de'elopment needs, and identifying the career goals of indi'iduals with company goals,

the o'erall ob:ecti'es, of course, is to ensure the a'ailability, of competent e(ecuti'e

talent in the future or, in some cases, immediately, as when a key e(ecuti'e dies suddenly.

All this process is played in action by the PM- ection with the compliance of the

ecruitment and election /$ ection.

"rrent Strengt#: Talented in'entory for forecasting internal human resource supply is

pro'ided by the plans of PM- ection e(ecuti'e le'el$ and &/A lower than e(ecuti'e

le'el$ also maintain the corporate le'el planning of the P56.

Lo!! "oerage: "nder this method of forecasting losses are made up of resignations,

dismissals, transfers, and retirements and these losses are assessed by historical data,

modified by the current and future trends. etirements figures are based on a re'iew of

indi'idual retirement rages. P56 make the succession plans by cutting cost of this loss.

'eed&ac>: &t is determined by PM- ection by two ways@

1$ As a part of the annual appraisal

process, mangers identify those employees who are considered promotable with the ne(t

1 years planning cycleL and

2$ &n a separate annual process,

mangers identify high>potential indi'iduals who ha'e the ability to progress to two

responsibility le'el higher in more than one functionNduring 0 year forecasting.

!y forecasting the specific position re*uirements are the specific knowledge and skills,

for the said purpose P56 make the indi'idual careers as well as for the de'elopment of its

career also.

8ii9/ 'oreca!ting Eternal Hman Re!orce Spply




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7aturally, P56 re*uired electrical graduates, business graduates and labour. o the

distribution of the work depends upon the pre>described criteria. PM- and / section

P56 # department$ gi'e the second preference to this approach of forecasting. !ut

recruiting and hiring new employees is 'irtually essential for P56 as well as all the firms

at least o'er the long run. &n case of loss of internal supply of # forecasting e(ternal

supply helps also. / section further make # supply in case of e(pansion of

operations to normal workforce attrition.

8iii9/ 'oreca!ting HR $emand

&n P56, # department PM- and / ection$ also ha'e keep in mind forecasting #

demand as well as supply. &t depends on changes in technologyL consumer attitudes and

patterns of buying beha'iorL local, national and international economicsL number, sie

and types of contracts won or lostL and go'ernment regulations that might open new

markets or close of old ones, :ust to name a few. 8onse*uently, forecasts of # demand

are often more sub:ecti'e than *uantitati'e, although in practice a combination of two is

often used.

This forecasting is done by e(perts Managers$ who estimate the le'el of future demand

for human resources. P56 select e(pert managers form corporate le'el planners like

#ead #, 7ational ales Manger, -? Marketing and ?M Procurement etc.

8c9/ Matc#ing 'oreca!t Re!lt! to Action Plan

Action plan!: P56 is doing its best efforts to complete the pro:ect with prescribed time

period and to enlarge the pool of *ualified candidates by such action plans like /

section for recruitment, selection, and transferL and PM- section for promotion,

placement and de'elopmentL T/- section for training and de'elopmentL whereas &/A

for all labour issues and compensation also. Training programmes are designed to

enhance the indi'idual employee competencies as well as for group employees. The

competent employees in P56 also train the other colleagues competencies by gi'en the

special assignments under reporting officer.




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"ontrol and Ealation o% HRP Sy!tem

The last and most important step which pro'ides the feedback on the o'erall effecti'eness

of the #P system is done by monitoring the degree of attained # ob:ecti'es. %eedback

works as a backbone of the # system. The main purpose of this step is to guide the #P

acti'ities, identifying de'iations from plans and causes of those de'iations. PM section

monitors the performance under the performance e'aluation tenure *uarterly$.

Iuantitati'e ob:ecti'e maker the control an e'aluation process more ob:ecti'e and

measure de'iations from desired performance more specifically.




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EMPLOYEE RECRUITMENT ND SELECTION IN PEL

Recritment

JThe process of locating, identifying, and attracting capable applicants.K

$ecritment

JTechni*ues for reducing the labour supply within an organiation.K

PEL EMPLO<MENT POLI"<

P56 recruit and staff the organiation with competent, trained and moti'ated indi'iduals.

election is done on merit and capacity to perform the duties and accept the

responsibilities of the :ob.

EDal employment Opportnitie!

P56 pro'ides e*ual employment opportunity for all applicants and employees. &t

maintain a policy of selecting, analying, training, training compensating and ad'ancing

employees on the basis of ability, education, training, performance and e(perience with

regard to race, color, religion, se( or age.

5mployee conduct or conser'ation, whether intentional or unintentional, that result in

'erbal or physical harassment, abuse or intimidation against any person on the basis of

race, se( se(ual, orientation, age or disability is unacceptable. &nappropriate remarks and

:okes based on these or other personal characteristics are particularly offensi'e and

unacceptable. uch conduct will result in disciplinary action up to and including

discharge.




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=rieance Re!oltion

P56 has an FOPEN $OORC policy. The ob:ecti'e is to build and promote an open,

producti'e working relationship between employees, super'isors and management where

their opinions and may be e(pressed openly, without fear of ridicule or reprisal.

There is a time when an employee has a problem the needs to be resol'ed> P56 e(pects

employees to the first take the matter directly with their immediate super'isor. &f the

problem is not handled or resol'ed at that le'el, the problem or complaints is forwarded

to the #uman esources -epartment who listens to the problems and attempts to work

out a satisfactory.

#owe'er, on certain occasions when it is imperati'e to employees to directly take up the

problem to the Managing -irector due to the nature of the problems then he can do the

same.

EMPLO<EE RE"RUITMENT

P56 recruitment system is centralied on # department which look after all recruitment

acti'ities and pro'ides coordination to other departments in this regard.

$e!ignation "adre @i!e 8Management Leel9

M;@ M-

M9@ ?M / -irector

M0@ r. Manager

M2>M3@ Manager

M1@ Assistant Manager

51@ r. 5(ecuti'e

52>53@ 5(ecuti'e

B5@ Bunior 5(ecuti'e




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Go& Analy!i!:

JAn Assessment that defines :obs and the

beha'iors necessary to perform them.K

#ead of department do the analysis of the section as well as his4her subordinates. #e

knows 'ery well where gap for proper or completer working is. To fulfill the

re*uirements of his section ob:ecti'e which lead to company ob:ecti'es as well

company mission statement and 'ision statement, he fulfills the Man>Power

e*uisition %orm.

Type! o% ;acancie!

There are two main types of 'acancies in P56 which are as follows@

• 7ew acancy

• eplacement 5(isting position$

Man Po?er ReDi!ition 'orm

A re*uisition is appro'ed Man/Po?er ReDi!ition 'orm 8MR'9 in P56 and it is a

formal document that authories the # department to initiate recruitment process for

the filling of all re*uests for professional employees, permanent or temporary, the

'acant positions.

ection &ncharge who re*uired candidate or candidates for a position, either based on

new 'acancy or replacement for producti'ity of the work, will fill the company

re*uisition form. This form contains all the information about the criteria of the

re*uired position such as number of position, title of position, grade, education,

e(perience, age etc. 7ow this form is sent to #-4?M of the concerned department

for and #-4?M will forward this form to # -epartment 8Annere/$9.

ReDi!ition 'orm S&mitted to HR $epartment

&n # -epartment Manager ecruitment and election Manager / $ do the

analysis of the re*uired position criteria mentioned on re*uisition form. 7ow this




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form will be forwarded for appro'al to concerned authority. &f the position ?rade is

Bunior 5(ecuti'e to 5(ecuti'e 1 B5 > 51$ then that position is appro'ed by #ead #.

&f the position is for a Manager M1 to M9$ then that position is appro'ed by the

Managing -irector M-$. After the appro'al of 'acancy or 'acancies, re*uisition

form is marked to Manager / $. 7ow he will start to search the candidate.

Sorce %or ;acancie! %illing

Manager / $ is using two main sources for filling of the candidate which are as

follow@

a$ &nternal ource

b$ 5(ternal ource

a9 INTERNAL SOUR"E

• Employee Re%erral!

5mployee referrals mean current employees pro'ide names of potential

employees in e(change for a referral fee. &n P56, mostly recruitment is on

basis of employees referrals but they do not pay fee to employees on their

willing.

• Internal Hiring 8RMS !o%t?are o% PEL9

P56 has its own software for #iring named as ecruitment Management

ystem M$. &t contained about 2D,DDD resumes of all sectors related to

company 8Annere/I9.

&9 ETERNAL SOUR"E

%irstly, # department do its best efforts to recruit employees through

internal source because the cost is sa'ed in this source otherwise P56 #

is using the following e(ternal sources for recruitment.




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• "ollege!Unier!itie!

%resh graduates of 5ngineering 6ine are hired from "ni'ersity of

5ngineering, Ta(ila and 6ahore, ?hulam &sha* +hand ?&+$. !ut most

of the students are hired from "5T Ta(ila.

%or Management 6ine, students are hired from 7ational "ni'ersity

7">%AT$, 6ahore "ni'ersity of Management cience 6"M$,

&nstitute of !usiness Administration &!A$, "ni'ersity of the Pun:ab

P"$, Iuaid>e>Aam "ni'ersity, &slamic "ni'ersity, &slamabad.

Internee: The second way to hire the fresh ?raduates4Master degree

holder students from uni'ersities is &nternee. -uring the internship,

students are assigned special assignmentsL if the students *ualify the

assignments successfully they are also offered for :ob.

• Aderti!ement in Print Media

Print Media is also used in P56 for #iring through e(ternal sources. Ads

are gi'en in O-aily BangO, O-aily -awnO newspapers and also at

international newspaper like O+halige TimesO. 8Annere / B "9.

• "ompany @e& Site

7ew 'acancies are also uploaded on web site of the P56

www.pel.com.pkcareer$. o third way to fill the position is the

company web site.

• Employment Agencie!

P56 is hiring the employees through employment agencies. &t preparethe :ob description and :ob specification according to their re*uired

candidate and forward to recruitment agencies. The main responsibility

of the recruitment agency is to hire the candidate for P56 and the ne(t

all working responsibility depend on P56. The agency demand about

one month salary of the candidate for payment.




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Sorting receied Re!me!Application!

After the closing date of the submission of resumes4applications, / section

5(ecuti'es will sort the resumes on the basis of mentioned 8riteria for Bob description

and Bob pecification in Man Power e*uisition form. 8ali%ication4 Eperience4

Speci%ied ?or>ing eperience93

Go& $e!cription: A written statement of what a :obholders does, how it is

done, and why it is done.

Go& Speci%ication: A statement of the minimum *ualifications that a person

must possess to perform a gi'en :ob successfully.

8Annere/G9.

)hene'er e(ecuti'es prepared the sorting list of *ualified candidates the list is gi'en

to Manager / .

Sorted Li!t o% "andidate! %or?arded to HO$=M

Manager / will forward the sorted list of candidates to concerned #-4?M.

#e4she will recommend the candidates and # department will calls to sorted

candidates.

Telep#onically Interie?

An e(perienced person is selected in such type of inter'iew. &t about taking the 'iews

of the candidate and he is finalied by the same process which is described below

after the recommendations of the inter'iew panel. Manager / $, # department

is conducting the telephonically inter'iew in P56. %irst of all the profile description is

described by candidate after that Manager asked the rele'ant *uestions of his :ob and

he calls him4her for further inter'iew4salary fi(ation etc.

"all %or Interie?Te!t to !#ort li!ted candidate!

# department will call to recommended candidates for &nitial &nter'iew with date

and time.




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Te!t:

%resh candidates enter in P56 through a standard test which includes@

• Mathematics

• 5nglish ?rammar

• ?eneral +nowledge

• 8urrent Affairs

• elated %iled Iuestions

&n some e(ceptional cases like e(perienced candidates are not e(amined by test, they are

selected by inter'iew for same post.

SELECTION PROCESS

The process of screening :ob applicants to ensure that

the most appropriate candidates and hired.

"riteria %or !election:

8andidates are selected of the basis of Go& $e!cription and Go& Speci%ication3

Interie? $etailed 'orm

This form is :ust like a esume48.. of candidate which contained personal profile,

*ualification, alary information, ma:or assignment and achie'ements, computer

proficiency, Personal career 'ision, inspirations, personal .)..T. and personal life etc.

Initial Interie? &y Manager R S

n the said date and time the candidates will come for inter'iew in # -epartment then

# department will gi'e him &nter'iew -etailed form.

GE to E6: %irst inter'iew is conducted by the Manager / $ with #

representati'e not below the ranked of the Assistant Manager$ and concerned




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#-. At the end of inter'iew it is decided that the candidate has recommended

for selection or he4she is recalled for a nominated panel inter'iew.

M6 and a&oe: the abo'e motioned inter'iew process B5 to 51$ is same for

M1 and abo'e cadre 5(cluding Test$. &nitial is conducted by the concerned

?M 4#-, #ead # -epartment and Manager / $. The inter'iew

e'aluation form is same.

&n some e(ceptional cases 8An Aptitde Te!t9 can be conducted by the

candidate.

Interie? Ealation 'orm

P56 is conducting a 'ery good approach to e'aluate the candidates through a written

criteria &5%$ form and this form 8Annere/E '9 is filled by the # epresentati'e in

that &nter'iewer which includes like name of candidate and position applied for and

others@>

• Per!onal Trait! O&!eration: At the time of the inter'iew the candidate is

obser'ed in personal traits like@

Appearance

bser'able traits

kills

8ompetencies

•

Salary and Bene%it!: &t include the *uestions related to e(perience of candidatesuch asL

6ast salary drawn

5(pected salary

Boining -ate




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• Rating: The e'aluation is done on the basis of rating in a numerical form likeL

1 Q Poor

2 Q atisfactory

3 Q ?ood

0 Q ery ?ood

9 Q 5(cellent

The most important points are also kept in mind which is@>

ecommendation for candidates@

Additional 8omments

%inal Appro'al

ecommended alary and ?rade

$IS" Analy!i!:

-&8 is probably the most widely used beha'ioral profiling system in the world. &n this

guide, we e(plore the history and workings of the -&8 techni*ue, and look at some of

the ways that it can be make a significant difference to the way you deal with people.

&n P56 the candidate is analyed on the basis of -&8 that the selected candidate will

stay, if remain, for how much time, or not.

- Q -ominance

& Q &nfluence

Q teadiness

8 Q 8ompliance

Panel Interie?

uccessful candidates in initial inter'iew are called for the ne(t inter'iew on basis of

merit list which is called nominated panel inter'iew. nly the recommended candidates

by the first inter'iewer or short listed candidates are called for the nominated panel

inter'iew.




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GE to E6: After the initial inter'iew the Manager / $ and concerned #-

will recommend to ?M 4 #ead # and Manager / $ panel for selection or

he4she is recalled for a final inter'iew.

M6 and a&oe: After the initial inter'iew by the ?M 4 #ead # 4 Manager

/ $ will recommend to M$ $irector for selection or he4she is recalled for

a final inter'iew.

&f the candidate is finalied in all aspects of the inter'iew he is finalied at same

time otherwise he is recommended for the final inter'iew.

'inal Interie?

GE to E6: &f the candidate is not finalied in all aspects of the inter'iew in

panel inter'iew, he is finalied in this inter'iew. After the nominated panel

inter'iew the Head HR Manager 8R S9 and concerned HO$ will take

final decision for confirmation or re:ection of the candidate.

M6 and a&oe: &f the candidate is not finalied in all aspects of the inter'iew in

panel inter'iew, he is finalied in this inter'iew. After the nominated panel

inter'iew the #ead # will recommend to M$ $irector! and *2 =M! for

final selection or re:ection of the candidate. &nter'iewee called from outstation

is paid by bus4rail return fare.

Re%erence "#ec>ing

After the confirmation of the employees the candidate can also be checked by his4her

gi'en reference in 8.. so that his beha'ior, attitudes and habits can be accessed. The best

way to analyse the on>the>:ob employee candidate is that ask the last organiations about

his employment history and his )T analysis *uestions.




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"on%irmation o% "andidate!

GE to E6: At this le'el of candidate is confirmation or re:ection of the candidate

for employment is done by Head HR and =M.

M6 and A&oe: At this le'el of candidate is confirmation or re:ection of the

candidate for employment is done by M$ "EO3

Salary 'iation: /

Head o% HR -epartment in consultation with the concerned =eneral Manager 4 Head

o% $epartment will determine the salary of new inductee. %ollowing factors may be kept

in mind while determining the salary@>

• Iualification

• 5(perience

• ?rade

• 5(isting salary structure of the company 4 -epartment

Go& O%%er Letter

n the final recommendation of # -epartment, the candidates are offered a

standardied and confidentional offer letter for the selected which includes the

followings@

• Position Title

• ?rade

• Probation4training for the period of 34; months

• 7ame of eporting Manager

• Policies / Procedures

• Pro'ident fund as per 8ompany Policy

This letter is 'alid for 2 day! offer letter.




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Acceptance o% Go&

The candidates will gi'e the acceptance of the agreement and his period of

employment start and his4her probationary period as well as for confirmed

employment.

Medical Eamination

The selected candidate after the acceptance is e(amined by the doctor of the P56 for

a successful future with them. After the positi'e report the candidate will continue

his4her ser'ice or is re:ected, if he4she is on negati'e report. The candidate is re:ected

because at the initial stage as well as continuously will does the loss of the company.

Employment 'orm

Profile of the employee is recorded on the employment form which is normally

mention in his esume.

Letter o% Appointment

The most important rules and regulation of the company is mentioned same as in

letter of appointment like@

• Position Title

• ?rade

• Probation4training for the period of 34; months

• 7ame of eporting Manager

•Policies / Procedures

• Pro'ident fund as per 8ompany Policy

GOB $ES"RIPTION




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)ith the issuance of letter appointment, a proper letter is issued by ecruitment /

election ection of # department which includes the :ob title, grade4le'el, department,

reporting officer, location, working condition, and le'el of authority. All the duties and

responsibilities are headed by the said section. This letter also includes the :ob

specification 8Annere/ $93

Goining Report:

n acceptance of the offer letter Bob -escription and Bob pecification the candidate will

gi'e the :oining report in writing.

Orientation

&ntroduction of a new employee to his or her :ob and the HR Policie! of the organiation.

"oncerned Manager eplain a&ot t#e Go& $e!cription and introduce with

department. &t includes the orientation of the nit o% t#e PEL which is introduced by #

representati'e.

Pro&ation Period %or EectieSenior Eectie! Po!ition!: /

%or employees up to 5(ecuti'e le'el the probationary period shall be 2 mont#! with

one/mont# notice period for separation. !ut the probationary period of trainee for

management le'el i.e. Management Trainee O%%icer 8MTO9 and Trainee Engineer

T6T*9 is for - mont#!.

Pro&ation Period %or Managerial Sta%%: /

%or Management cadre the probationary period are - months with 2 mont#! notice

period for separation.

Employee Pro&ation Report: /

&n order to make assessment of the new entrants, HR $epartment shall initiate

Employee Pro&ation Report4 this report shall be sent under confidential co'er to

respecti'e ?M4#ead of the -epartment, for assessment and 'iews. The same is returned

to # -epartment for issuance of confirmation letter as endorsed by the ?M4#ead of

-epartment.




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Trainee Salary

The salary of trainee is mentioned only as Ba!ic !alary in their software and he4she is not

entitled to gain any benefits of the organiation.

Eten!ion in Pro&ation Period: /

7ormally the probation period is not e(tended, howe'er, in some cases it may be

considered. &f the probationary period is e(tended of any trainee he will recei'ed the

same basic salary and no any other benefits by the company.

"on%irmationTermination

A letter is issued by # which titled as F"ON'IRMATIONC after that the employee

will get all the benefits of the organiation. i.e.

• !asic alary

• #ouse ent Allowance

• "tilities

• 8on'eyance Allowance

• pecial Pay

This letter is also contained his cadre, designation, salary amount and pro'ident fund

contribution declaration.

=rop Li%e In!rance 8Metropolitan "ompany9

)hene'er the employee is declared as permanent, on the same day, his insurance day is

start and his name is forwarded to Metropolitan 8ompany in the list of insured ?roup

employees of the P56.

Hman Re!orce Management Sy!tem 8HRMS93

All the acti'ities of the #uman esource -epartment is recorded and in P56 on their on

#uman esource Management ystem 8HRMS93




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TR INING ND DEVELOPMENT

Training

Planned programs designed to impro'e performance at

the indi'idual, group, and4or organiational le'els.

$eelopment

The managerial function of preser'ing and enhancing employees

competence in their :obs through impro'ing their knowledge,

skills abilities, and other characteristics

Training and deelopment P#a!e o% Training

The phase whose purpose is to design the en'ironment in which

to achie'e the ob:ecti'es defined in the assessment phase by

choosing methods and techni*ues and by deli'ering them in a

supporti'e en'ironment based on sound principles of learning.

There is proper working in P56 # department named as Training and -e'elopment

T / -$ ection headed by Assistant Manager T/-$ with assistance of 3 e(ecuti'e le'el

employees. -uring my internship & obser'ed that P56 has two types of employees, one is

at management le'el B5 to M;$ and second is technical staff 1 to 7?$. The source of

training is performance e'aluation report of employees in which reporting officer has

mentioned that his subordinates re*uired training or not.

63 Align learning ?it# &!ine!!

After assessing the T7A form, type of programme is finalied and his4her learning

programme is aligned with business ob:ecti'es. uch as Sale! 'oreca!ting programme is

aligned to enhance the business of P56 automatically.




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*3 Integrate learning ?it# HR and ot#er &!ine!! proce!!e!

-uring my internship, & obser'ed that the Sale! 'oreca!ting programme was integrated

with business ob:ecti'es that sales will increase the profit of P56 and it will also increase

its share 'alue in market. imilarly the # 'ision will 'ision will meet its e(pectation

like e(cellence people through inno'ati'e # practices. People become talented and their

competencies increased through training.

23 "reate a learning cltre

This learning programme 8Sale! 'oreca!ting9 was arranged in Aditorim of P56.

They set the mind of the employees that learning is acti'ity will also be fa'ourable in

their own career. 5mployees are gi'en certificate after the completion of training




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programme which build his4her career. o the employees automatically take interest in

learning.

13 Proide appropriate learning option!

&n case of appropriate learning, P56 is offering only two options. ne is in its factory

position and other outside the organiation. ther option is off>the>:ob training

programme which also make the future of the employees independently to P56.

)3 Manage learning e%%ectiely

An agenda is finalied in which time period is mentioned and implementation is made

accurately. -uring the training programme practical study case, business games and

critical incidents etc. are gi'en as assignments and their weighted is added in final marks.

o the employees focus on their ?rade on 8ertificate.

-3 Spport application o% !>ill! in ?or>place

-uring the training programmes employees are purely focused on its implementation on

workplace. The result of the training programme outcome with at least ; months.

Application of training programme fully support the work.

Training $e!ign4 Implementation Met#od! and Ealation

n the recommendation of the reporting officer training programmes are designed and

$e!ign of the programmes according to the le'el of employees and budget for training.

Training programmes ha'e also different methods for implementation. According to

designed programmes and budget aspects trainers are hired and internal section do the

planning. Most of the groups training is gi'en in the Aditorim o% PEL and indi'idual

training are gi'en through eternal !orce! li>e LUMS4 UMT and %oreign contrie! .

The best method is used for training for best learning of employees. Training channels

used in P56 are Pre!entation! o% compter !lide!4 adio i!al and late!t eDipment

and tec#nology %or tec#nical !ta%%3

After the completion of the training employees are Ealated through 5'aluation form

and normally training re!lt! otcome a%ter - mont#! at lea!t3




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TRAININ= NEE$ ASSESSMENT 8TNA9

To assess the employees that what type of training employees need. &n P56, T/- section

has a from to asses the employees for training needs called Training 7eed Assessment

T7A$ form e.g. form of 8ommunication kills 8Annere/=93 After T7A formscollection T/- section ad:ust the employees either for on>the>:ob or off>the>:ob training.

T7A form contain competencies of the employees like knowledge, skills technical also$,

'alues, attributes and communication skills.

Type! o% Training

The following 1; main types of On/t#e/5o& Training ad:ust all the employees in P56

because these training programmes lead to mission and 'ision statement of the P56.

Anne(ure>6$

• # kills for 6ine Manager

• 6eadership

• Total Iuality Management 8ommunication kills

• trategy Making

• Problem ol'ing 4 -ecision Making kills

• 8ommunication kills

• %inancial kills

• upply 8hain Management

• !uilding managerial 8ompetencies

• 6ean Manufacturing

• ales forecasting

• Time 4 tress Management

• Team !uilding

• 7egotiation kills

• %inance for 7on>%inance Manager

• M> &ntermediate le'el




The Report

• M> Ad'ance 6e'el

EMPLO<EES $E;ELOPMENT

The ma:or techni*ues are using in P56 to de'elop employees are gi'en below@

A$ Techni*ues for &ndi'idual -e'elopment

!$ Techni*ues for ?roup -e'elopment

8A9 TE"HNIUES 'OR IN$I;I$UAL $E;ELOPMENT

1$ Go& Analy!i! and $e!cription: PM section of P56 # department do

assessment of the kinds of skills, knowledge, and abilities needed to

successfully perform each :ob in an organiation.

Bob Analysis 8omponents

P56 is focusing on following two ma:or components which defines as@

• Bob description

A written statement of what a :ob holder does, how it is done, and

why it is done

Tasks, duties and responsibilities that the :ob entails.

• Bob specification

• A statement of the minimum acceptable *ualifications that an

incumbent must possess to perform a gi'en :ob successfully

+nowledge, skills, and abilities re*uired of the :ob

holder

*9 Te!t and eamination!: After gi'en the training for the management de'elopment of

the indi'idual de'elopment trainer take the test by written test of the employees mean

that by adopting this simple method is to write a narrati'e description and employeeRs




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strengths, weaknesses, past performance potential, and suggestions for impro'ement. The

written essay re*uires no completes forms or e(tensi'e training to complete special test

are

Aptitude

&ntelligence

Ability

interest test batteries

29 e!tionnaire!: -uring and after training impel P56 trainer also ask *uestions

which is also a good techni*ues for the de'elopment of management. The fist type

pro'ides a list of times to ticked, alternati'e answers to be selected, and blanks to be

filled in. it could also ha'e a scaled structure or re*uire Jyes4noK responses. The second

type offers an opportunity to gi'e a more complete and comprehensi'e picture of a

situation.

19 Interie?ing: &n P56 as well as in all the organiation in the world this techni*ue isused for the de'elopment of the management and different purpose and many different

ways. This purpose is to get information may concern

5'ents

)ork results

+nowledge beha'ior

Attitudes

pinions 'alues

#abits

Perceptions




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)9 O&!eration: This 8ompany has also solution of the de'elopment problems apparent

only through systematic care obser'ations is done which help for de'elopment.

bser'ing a regular management meeting, watching a uper'isor4Manger4#- dealing

with people or problems, or obser'ing manager full time.

-9 "ritical Incident!: P56 also de'eloping its employees indi'idually by critical

incidents, it is defined as@

J5'aluating the beha'iors that are key in making the difference between

e(ecuting a :ob effecti'ely and e(ecuting it in ineffecti'ely.K

%or the management de'elopment a uper'isor4Manger4#- see critical incidents by

which the e'aluator attention on the beha'iors that are key in main the difference

between e(ecuting a :ob effecti'ely and e(ecuting it ineffecti'ely. That is, the appraiser

writes down anecdotes that describe what the employees did not 'aguely defined

personality traits. A list of critical incidents pro'ides a rich set of e(amples from which

the employee can be shown the beha'iors that are desirable and those that call for

impro'ement.

.9 T#e $iary Met#od : &n this company uper'isor4Manger4#- also record the

acti'ities o'er gi'en period of time, selecti'ely or be confined to e'ents regarded as

critical incidents can be done by diary method. o this approach is also a good

de'elopment techni*ue to achie'e the ob:ecti'es of P56.

,9 Management &y O&5ectie! 8MBO9:

!asically in P56 employees are e'aluated by how well they accomplish a specific set of

targeted4assigned ob:ecti'es to be critical in the successful completion of their :obs.

79 Sel% A!!e!!ment:

This is a method in P56 by the order of # department for self>assessment through

which an indi'idual will sa'e his4her career by a'ailing the opportunity to test present

skills in an en'ironment where he4she fails. o it helps to de'elop e(isting skills.




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*9 =rop Pro5ect!: -uring on>the>:ob training in P56 groups are assigned a pro:ect like

to opening a new unit for sale. Then )T analysis of the unit. uch a group pro:ects

ser'e a wide range of company ob:ecti'es. &n P56 two tend to pre'ail 8i9 a

temporary group is established on a part>time basis, with the agreement and support of

senior a management, 8ii9 a group is established with the combined ob:ecti'e of working

on a practical problems and of learning specific skills in the course of this process.

19 B!ine!! =ame!

A situational test in which candidates play themsel'es,

not an assigned role, and are e'aluated within a group.

-uring my internship, & obser'ed that trainer from "MT trainer the employees by the

same practice. %irstly a group of 3D employees stand in an unshaped form not in proper

circle and they catch the ball to each other. After 9 minutes trainer make a group of only

19 employees and they catch ball each other. &n last, a group of only 9 boys stand in a

circle shape and said to catch the ball in a circle shape also. Trainer drew the result if the

employees work according to plan and direction they will ha'e a clear ob:ecti'e and will

get their target with prescribed time period. o this approach also de'elops the employees

in management.

)9 T#e ca!e Met#od

-uring the training of sales forecasting program, & obser'ed that employees were

assigned a case to enhance their sales by doing the )T analysis that how they forecast

their sales with competitors. This method stimulates and synthetic work in'ol'ed in

preparing and proposing solution to business problems.

PERFORM NCE M N GEMENT




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Per%ormance Management Sy!tem

JA process of establishing performance standards and e'aluating performance in

order to arri'e at ob:ecti'es human resources decisions as well as to pro'ide

documentations to support those decisions.K




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P56 8ompany makes the personnel mo'ement to place employees in positions where

their effecti'eness is best utilied within the organiation. This is achie'ed thorough

proper matching of skills, capabilities indi'idual aspirations of current employees against

the current and potential manpower needs of the organiation.

Internal Adancement Promotion

P56 encourages internal ad'ancement for ad'ancement for employees. eniority is not

necessarily a factor in promotions. The ability to perform re*uired duties well is the main

consideration.

Reglar per%ormance ealation

P56 holds regularly scheduled performance e'aluation. The first e'aluation takes place in

3 months after an employeeRs start dated to gi'e the employees a feel for who things are

going early enough to make any necessary ad:ustment. &f the e'aluation goes well the

employees is awarded regularly full time status. The ne(t e'aluation takes place one year

after the employeeRs start date and annually after that. Possible salary ad:ustments are

considered at e'ery annual performance e'aluation.

PER'ORMAN"E REPORTS @RITIN= ST<LE

&n P56 performance report are written online in PM-P. Online %orm! are filled in its

internal website and finally rating is done on the basis of competencies.

Per%ormance Management $eelopment Proce!! 8PM$P9 in PEL

nline forms are filled in P56. They ha'e their own internal online system which

includes the following characteristics like@ Performance reports include the following

important particulars like@

=eneral In%ormation o% Employee: &t includes the profile of the employee,

appraisal status last year and name, &-, designation, cadre, section, education,

:oining date, pre'ious e(perience, last promotion 6ast4 7o. of promotion$.




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SETTIN= PER'ORMAN"E STAN$AR$S AN$ EPE"TATION

All the companies ha'e different standard for performance appraisal. &n P56,

Performance tandards are set on the basis of numerical rating form e.g.

0 Q utstanding

3 Q ery ?ood

2 Q ?ood

1 Q 7eed &mpro'ement

Perromance reports writing include all competencies of the employee mentioned

below are filled by the Reporting O%%icer of the employee and forwarded to

Manager 8Per%ormance Management and $eelopment9 in HR $epartment3

63 Leading $eeloping / "olla&oration

5(ecuti'es)ork or act :ointly with others and establish a high le'el of moti'ation

commitment and producti'ity among them.

Managers

)ork or act :ointly with others and pro'ide supporti'e en'ironment by

securing necessary resources and remo'ing blocks to effecti'e working.

#elps indi'iduals think through issues for themsel'es.

*3 "#ange Management

5(ecuti'es

&mplementation of change initiati'es. upports inno'ation and creati'ity

and able to face challenges. emains fle(ible to meet constantly changing

and sometimes opposing demands.

Managers Plans and implements change initiati'es. upports inno'ation and creati'ity

by encouraging staff to accept and resol'e challenges. emains fle(ible to

meet constantly changing and sometimes opposing demands.

23 @or> "oordination

5(ecuti'es%ollows instructions through a standard work processL performs routine

tasksL checks work for accuracy before completion of tasks

13 $elegation

5(ecuti'es Able to assign responsibilities according to the capabilities of indi'idual




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subordinates and empowers them to perform. Manages his own annual

lea'es en:oys time out$.

Managers

Able to assign responsibilities according to the capabilities of indi'idual

subordinates and empowers them to perform. Manages his own annual

lea'es en:oys time out$. 5ncourages4organies lea'e plan for his4her

subordinates and department.

)3 Team ?or>

5(ecuti'es&n'ol'e others in own area and ideas. +eeps others informed. "tilies team

memberCs skills. #elping the team members for enhancing their skills.

Managers&n'ol'e others in own area and ideas. +eeps others informed. "tilies team

memberCs skills. #elping the team members for enhancing their skills.

-3 Strategic T#in>ing

5(ecuti'es ?i'e the suggestion for strategies.

Managers Anticipates needs, forecast conditions and plans keeping the o'erall

business strategy importance in mind.

.3 Planning Organizing

5(ecuti'es Plans ahead and demonstrates good organiing skills.

Managers Plans ahead and demonstrates good organiing skills.

,3 "ommnication

5(ecuti'esAble to clearly communicate with others 'erbally and in written form. ?ood

in de'eloping the relation with others.

ManagersAble to clearly communicate with others 'erbally and in written form. ?ood

in de'eloping the relation with others.73 Negotiation

5(ecuti'es5(change 'iews and proposals with an eye to reach agreement by sifting

possibilities, proposals and pros / cons.

Managers5(change 'iews and proposals with an eye to reach agreement by sifting

possibilities, proposals and pros / cons.

6+3 Initiatie E%%ort!

5(ecuti'esAble to come up with ideas to impro'e business and work practices where

opportunity arises.

663 Sel% Learning5(ecuti'es Manages self to learn new things at work place and away from it.

Managers Manages self to learn new things at work place and away from it.

6*3 "reating Learning opportnitie!




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5(ecuti'es5'aluate e(perience of self 4 others and create new learning opportunities

and learn from them.

Managers5'aluate e(perience of self 4 others and create new learning opportunities

and learn from them.

623 Pro&lem Soling deci!ion ma>ing

5(ecuti'es-ecisi'e action within an accepted time frame, effecti'ely choosing

between alternati'es, decision well under se'ere pressure.

Managers-ecisi'e action within an accepted time frame, effecti'ely choosing

between alternati'es, decision well under se'ere pressure.

613 Healt# "on!cio!ne!!

5(ecuti'esTake care of his own health, follows daily4weekly e(ercise regime.

Participates in sports4games.

ManagersTake care of his own health, follows daily4weekly e(ercise regime.

Participates in sports4games.

6)3 "larity o% T#og#t!

5(ecuti'es Anticipates needs, forecast conditions, plans and thinks logically.

Managers Takes responsibility in mo'ing the company to wards its 'ision

6-3 ality

5(ecuti'esPro'ides high *uality ser'ices, processes, programs / products while

consistently seeking to impro'e outcomes and enhance ser'ice.

ManagersPro'ides high *uality ser'ices, processes, programs / products while

consistently seeking to impro'e outcomes and enhance ser'ice.6.3 Empat#y

5(ecuti'es -emonstrates genuine concern for others and respects and 'alues people.

Managers

-emonstrates genuine concern for others and e(pends considerable effort to

understand the real needs, concerns and feelings of others and assist them

without e(pectations of rewards.

6,3 Leae Management

5(ecuti'es5ncourages work>life balance by organiing lea'e plan for himself 4 his


Managers 5ncourages work>life balance by organiing lea'e plan for himself 4 his


Employee Strengt# and deelopment Need!




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eporting officer will also recommend for employee strength and de'elopment and will

forward his re*uest to # department then # department will take the final decision on

those competencies of the employee.

Recommended Training Area!

Training areas are defined by the reporting officer and according to T / - department his

schedule for training is finalied.

Promotion Recommended

Iuarterly appraisals shows the employee status and finally concerned Authority

recommend for promotion or not.

Salary Increment

alary is increased on the basis of Pro%it Margin, P56 criteria and policy, salary is

finalied by # department. &t is also kept in mind that the A4 B4 " $ !lock which

shows the rating of the employees appraisal. At the time of increment of salary increment

is add in Ba!ic Salary and Ad5!tment is made as separate allowance.

Bell $i!tri&tion %or *++./+,

!ell &ncrement

A 1DE 2DE

! 2DE 1;E

8 0DE 10E

- 2DE 12E

5 1DE D=E

%inally aggregate is made on percentage i.e. Promotion is 9E which will be add in

pre'ious salary.

EmployeeJ! "omment!




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After filling of the form it is re'iewed by same employee and his comments are written

on the report and forwarded to # -epartment.

'inal Approal

# gi'es the final appro'al of the employee performance on the &a!i! of concerned

officer recommendation, la!t per%ormance apprai!al 3 to 9 years$.

Tec#niDe! %or Ealation

ome specific techni*ues in P56 are used for e'aluation of employeesR performance are

gi'en below by which can be used by a manager@

1. )ritten 5ssay

2. 8ritical incidents

3. ?raphic ating cales

0. !eha'ior Anchored ating scales

9. %orced 8omparisons

;. Multiple option of 5'aluators like enior taff Member

. 5'aluate electi'ely

63 @ritten E!!ayP56 company e'aluate the employees i.e. by written test of the employees mean that by

adopting this simple method is to write a narrati'e description and employeeRs strengths,

weaknesses, past performance potential, and suggestions for impro'ement. The written

essay re*uires no completes forms or e(tensi'e training to complete. !ut in this method a

good or bad appraisal may be determined as much by the e'aluatorRs working skill as by

employeeRs actual le'el performance.

*3 "ritical incident!

J5'aluating the beha'iors that are key in making the difference between

e(ecuting a :ob effecti'ely and e(ecuting it in ineffecti'ely.K

%or the e'aluation of the employees performance in P56 company a

super'isor4?M4#- can see critical incidents by which the e'aluator will attention on




The Report

the beha'iors that are key in main the difference between e(ecuting a :ob effecti'ely and

e(ecuting it ineffecti'ely. That is, the appraiser writes down anecdotes that describe what

the employees did not 'aguely defined personality traits. A list of critical incidents

pro'ides a rich set of e(amples from which the employee can be shown the beha'iors that

are desirable and those that call for impro'ement so by using the critical incidents a can

also e'aluate the performance of the employee.

23 =rap#ic Rating Scale!

JAn e'aluation method in which e'aluator rates

performance factors on an incremental scale.K

Managers in P56 also e'aluate the performance of the employees by using this method

that is one of the oldest and most popular methods of e'aluation is use of graphic rating

scales. &n this method, a set of performance factors, such as

• *uantity and *uality of work,

• depth of knowledge,

• cooperation,

• antecedence, and

• initiati'e is listed.

The e'aluator then goes down the list and rates each on incremental scales. The scale is

specified in fi'e points, such as :ob knowledge is rated 1 Jpoorly informed about work

duties.K$ to 9 Jhas complete mastery of all phases of the :obK$. Although they donRt

pro'ide the depth of information that essay or critical incidents do, graphic rating scales

are less time>consuming to de'elop and administrate. This method is also allow for

*uantitati'e analysis and comparison

13 Be#aiorally Anc#ored Rating !cale! 8BARS9

Jcales that combine ma:or elements from the critical incident

and graphic rating scale approaches@ the appraiser rates the

employees based on items along a continuum, but the points




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are e(amples of actual beha'ior on the gi'en :ob rather

than general descriptions or traits.K

&n this company beha'iour and performance dimensions of employees are found by

asking participants to gi'e specific illustrations of effecti'e and ineffecti'e beha'iour

regarding each performance dimension. These beha'ioral e(amples are then translated

into a set of performance dimensions, each dimension ha'ing 'arying le'els of

performance which is finalied by the Managers.

)3 'orced "ompari!on!

The fifth one method for P56 employee is to e'aluate one indi'idualRs performance

against the performance of another. There are two main ranks for forced comparisons

• ?roup order ranking

• &ndi'idual anking

=rop Order Ran>ing: An e'aluation method that places employee into a particular

classification, such as *uartiles. &t re*uires the e'aluator to place employees into a

particular classification. 5'aluators are asked whether the employees ranks in the top 9

percent of the company, the ne(t 9 percent, the ne(t 19 percent, and so forth. !ut in this

type of performance appraisal, managers deal with all their subordinates therefore, if rater

has 2D employees only 0 can be in the top fifth and, of course, 0 must also be relegated to

the bottom fifth.

Indiidal ran>ing: An e'aluation method that rank>orders employees from best to

worst. &f the manager is re*uired to appraise 3D employees, this approach assumes that

the difference between the first and second employees is the same as that between the

twenty>first and twenty second. 5'en though some of employees are closely grouped,

no ties are permitted. The result is a clear ordering of employees, form the highest

performance down to the lowest.

-3 Mltiple option! o% Ealator! li>e Senior Sta%% Mem&er

%or the e'aluation of the P56 company employees as the number of e'aluatorsR increases,

the probability of attaining more accurate information increases. &f rater error tends to




The Report

follow a normal cur'e, an increase in the number of appraisers will tend to find the

ma:ority congregating about the middle. )e often see multiple e'aluatorRs in

competitions in such techni*ues as dri'ing and gymnastics. A set of e'aluators :udges a

performance, the highest and lowest score are dropped, the final e'aluation is made up of

those remain. The logic of multiple e'aluators applies to organiations as well so by

using the multiple options by a senior staff members are e'aluate better.

.3 Ealate Selectiely

!y using this techni*ue appraisers e'aluate only in areas in which they ha'e some

e(pertise. This precaution increases the interpreter agreement and makes the e'aluation a

more 'alid process. &t also recognies that different organiational le'els often ha'e

different orientations toward those being rated and obser'e them in different setting. &n

general, therefore, the indi'idual being e'aluated. 8on'ersely, the more le'els that

separate the e'aluator and person being e'aluate, less opportunity the e'aluator has to

obser'e the indi'idualRs beha'ior and, not surprising, the greater the possibility for

inaccuracies.




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EMPLOYEE COMPENS TION ND BENEFITS

To retain the employees within the organiation all the benefit are offered. The benefits

pro'ided>for under the Policy of P56 are 'oluntary and not construed to ha'e anyrelation whatsoe'er to the determination of the amount of compensation paid to an

5mployee, or to any of the terms of 5mployment, but are to deemed as 'oluntary regards

for, and in appreciation of, faithful and, efficient ser'ice. This company is compensating

the employees by following benefits@

BASI" SALAR<

!asic salary is paid to each employees according to the grade. All the allowances are

added in salary on the percentage of !asic alary.

S0ILL/BASE$ PA<

A pay system that rewards employees for the :ob skills they are demonstrating.

Performance appraisals that determine the employeesR contribution and assist in

selecting the proper salary le'el within the salary grade.

PROMOTION IN"REASE

A promotion is a permanent assignment to a more responsible :ob in a higher grade or re>

e'aluation of current :ob to a higher grade because of a substantial increase in

responsibilities.

"ON'I$ENTIALIT< O' SALAR<

alary is strictly treated as confidential. 5mployees do not discuss their salary with any

one other than their super'isor or # department.

HOUSIN= ALLO@AN"E

All 5mployees are eligible to recei'e a #ousing Allowance of a percentage 09E$ of their

!asic alary is determined by the #uman esources -epartment.

M. FAHIM ASHRAF- MBA (HRM)(AIOU) ;D



The Report

UTILITIES ALLO@AN"E

All 5mployees are paid a "tilities Allowance of their !asic alary, is determined by the

#uman esources -epartment. e.g. 5lectricity$

BONUSES

This company offers four bonuses to its employees. ne bonus is e*ui'alent to 3D days

basic pay. As the bonuses are gi'en 3 or 0 times in a year therefore the numbers of days

changes.

"AR 'OR MANA=ERS

P56 offers the following models of car on installment with the ser'ice of 3 years and his

installment is deducted from his salary.

• Mehran

• 8ultus

• 6iana

• #onda 8ity ario

• #onda T& PT

HAGG S"HEME

• Total ; si($ employees workers 4 staff up to 51$ are sent e'ery year

• 5mployees are selected through balloting process

• 5mployees with minimum ser'ice of 9 years with P56 ?roup are eligible fort this

scheme

• 8ost of fares and stay in audi Arabia during #a:: Period will bone by company

• elected employees are pro'ided lea'e with pay during the period

• Theses lea'es are not deducted from authoried lea'es of the indi'idual

M. FAHIM ASHRAF- MBA (HRM)(AIOU) ;1



The Report

=ROUP LI'E INSURAN"E

The company has assured all permanent employees in J?roup 6ife &nsuranceK. A

comprehensi'e benefit co'erage policy has been undertaken with the spirit of concern

and well being that the company cherishes for its employees.

This policy co'ers@

• -eath due to any cause

• Permanent, total / Partial -isability !enefit

• Accidental -isability !enefits

• !ody &n:ury

• Accidents

• Total -isablement

• Partial -isablement

• 6oss of 6imbs

LEA;E

6ea'e is 'ery important for smooth running of the business each department and for

satisfaction of employees. P56 is compensating the following lea'es@

Total lea'e @

&n P56, regular employees are entitled to total lea'e of T#irty 82+9 ?or>day

8AnnalSic>"a!al9 after completing one year of continuous ser'ice to enable them to

rest from their daily routines. Annual 'acation is calculated on a calendar year basis. An

employee who is hired during the calendar year basis and employee who is hired during

the calendar year shall earn 'acation credits on a prorated basis until -ecember 31 st of

that year and theses are gi'en to him on completion of one yearRs ser'ice.




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6ea'e 5ntitlement@

8ategory4 ?rade of

5mployees

Annual4ick48ausal

6ea'es

Ma(imum Accumulation

of 6ea'es

taff ?rade B5 and abo'e 3D <D

• After the completion of 12 months a continuous ser'ice, the abo'e mentioned

lea'ess$ are credited to the employeeRs account, thereafter the credit of lea'es$

are made on 1st Banuary e'ery year.

• 5mployees ha'ing annual accumulation upto <D days can get their lea'e encashed

at any time lea'ing a balance of 3D days minimum.

• -uring probation, 5(ecuti'es may be allowed lea'e without pay for a ma(imum,

of 1D days.

)ork accident lea'e

&f an employee who is not co'ered under ocial ecurity, meet with an accident arising

out of and in the course of his employment, shall be allowed work accident lea'e if

recommended by a specialist -octor and the concerned #ead of -epartment.

ther following lea'e are@

• Annual 6ea'e Trainees$

• hort 6ea'e

• 6ea'e without pay

• andwich #oliday

• Public #olidays

• 8ompensatory 6ea'e




The Report

RELO"ATION ALLO@AN"E

P56 may relocate from time to time any employee from his4her current location to any

other region4city within Pakistan. The purpose of such transfer is focused on the

de'elopment of employee and benefits of the company. &n such cases, relocation

allowance is pro'ided by the company as per appro'ed scheduled.

=rade Relocation Allo?ance

B5>51 3,DDD4>

M1 =,DDD4>

M2> M3 1D,DDD4>M0 19,DDD4>

M9 2D,DDD4>

M; 29,DDD4>

&n addition to this, company shall pro'ide a lump sum amount as a $i!tr&ance

Allo?ance 63) Ba!il Salary9 to the employees in all ?rades.

63 Ho!e#old4 Per!onal Belonging Pac>ing Tran!portation:

8ompany bear the cost of remo'al of material and also make arrangements for

truck or container for shifting to new location.

*3 Trael "o!t:

8ost for employees and immediate family spouse / 8hildren$ are reimbursed

by the company. &n case of tra'eling by air is applicable$, employees are

rimbursed as@

elf4 %amily > As per entitlement.

3. Ho!e Rent:

&n case of Ad'ance ent4ecurity to get the ownership of the house,

8ompany pro'ide loan to the employee ma(imum of ; monthRs ad'ance$ which shall

be deducted from his4her salary in 12 e*ual installments.

MOTOR"<"LE LOAN 'OR EE"UTI;E




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Bunior 5(ecuti'e and 5(ecuti'e in ?rade 5>&&& and abo'e working in

Marketing 4 8ustomer er'ices -i'isions, where nature of :ob entails tra'eling,

are entitled to Motorcycle under the sales4 After ales froes cheme.

Bunior 5(ecuti'e 4 5(ecuti'es may be paid a special duty con'eyance allowance per

month, which is announced from time to time. &n case of sepration before 9 years,

Management may, in its direction, allow to purchase the motorcycle on book 'alues plus

lease charges.

PRO;I$ENT 'UN$

All permanent employees who ha'e completed their probation period are eligible to :oin

the ?roupRs Pro'ident %und. The rate of contribution is

5mployee 1DE of !asic alary

5mployer 1DE of !asic alary

The entire amount of 5mployeeRs and ?roupRs contributions together with interest is

payable to the employees upon separation from ser'ices.

Mo&ile P#one Policy

5ntitle of Mobile phones and their billing is allowed to employees as mentioned in the

following table.

=rade Billing Limit

R!3mont#

Billing limit 8%or !ale

and mar>eting !ta%%

R!3mont#9

Limit %or Mo&ile

P#one Set R!3

M1>M; 1,9DD to 3,DDD 1,;DD to 3,9DD =DDD to 2D,DDD

53 to 51 1,DDD 1,9DD 7ot Allowed

ales fficer A-$ >>>> ;DD 7ot Allowed

B5 / below 3DD 3DD 7ot Allowed




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• &n case of mobile set is stolen or snatched, employee Manager$ pro'ide the %&

to enable the company to file the insurance claim. Manager is responsible to

pro'ide %&.

• &n case of official foreign tra'el, managers pro'ide with international roaming

facility and cost of official calls during foreign tra'el borne by the company o'er

the limited mentioned abo'e.

• Pri'ate &nternational calls are not co'ered in the abo'e limit and is borne by the

Manager pri'ately.

HEALTH POLI"<

Medical Ho!pitalization Epen!e!

&n P56 to assist the permanent employees and their immediate family members spouse

and dependent children not more than 1< years old$ and incase of unmarried and full time

students the limit is increase to 23 years$ to maintain their good health and pay for costs

incurred on medicines, medical ser'ices and hospitaliation for themsel'es and their

eligible family members, the company reimburse 1DDE of the employeeRs actual

e(penses. The employees are reimbursed for the e(penses on presentation of a -octorRs

prescription and receipts.

• Medical e(penses purchase of medicines$ etc. for upto or less than s. 9DD for

Mangers and s. 3DD for 5(ecuti'es is e(empted from presentation of -octorRs

prescription. This applies to an indi'idual bill receipt$.

• &n case, chronic diseases heart, sugar, blood pressure etc.$ doctorRs prescription

shall be re*uired for once and not with rest of the claims for that particular

treatment, unless there is a change in medication costing more than 9DD for

Mangers and s. 3DD for 5(ecuti'es$ prescribed by doctor.• After e'ery si( months, employee shall be re*uired to submit a copy of

prescription for that particular treatment.

• #owe'er, in case of such prolonging diseases, & / Admin department at times

may ask an employee submit a copy of prescription for proper record purposes.

M. FAHIM ASHRAF- MBA (HRM)(AIOU) ;;



The Report

The company make pro'ision to co'er the e(penses for @

• All medicated toiletries 4 cosmetic items e.g. tooth pastes, shampoos, creams and

soaps etc. e'en if prescribed by a doctor are not entertained for payment by the

company. imilarly all diet items. e.g. mega diets, slimming diets, powder milk,

etc. is not admissible in the medial bills.

• %or in:uries as a result of acti'ely participating in a criminal act.

• %or in:uries or diseases sustained as a conse*uence of attempted suicide, self>

inflicted in:uries, or employeeRs own pro'ocation.

• %or health e(amination unless made in connection with an accidental body in:ure

or sickness.

• 5(ecuti'esR le'el employees are restricted to purchase the medicine ma(imum to

19 days only.

$ental "oer

%ollowing dental care e(penses are not reimbursed.

• Tooth 5(traction

• caling

• Accidental &n:ures

• Tooth -ecay Treatment

• -octor 8onsultancy %ee

5(penses related to the following categories are not co'ered

• -entures

• 8osmetic urgery

• !races

• ?old %illings

M. FAHIM ASHRAF- MBA (HRM)(AIOU) ;



The Report

Spectacle!

7o employee is entitled to the reimbursement of e(penses incurred on the purchase of

spectacles or contact lenses. #owe'er, in case of surgical treatment of cataract, an

e(pense on account of lenses is allowed.

Immnization:

5mployees are immunied against Typhoid, -iphtheria, whooping 8ough, Tetanus and

Polio. &n principle, the ser'ice is pro'ided free by the company. 8ertain types of

treatment. e.g. 8osmetic urgery are e(cluded from company medical scheme and

employee e(pected to co'er himself4herself and their family under an insurance scheme

for medical cost incurred whilst tra'eling pri'ately abroad.

Maternity Bene%it!

&n P56, on production of proper bills, receipt, birth certificates and other documentary

e'idence, relating to the deli'ery, an employee shall be entitle to recei'e actual e(penses

sub:ect to the following limits@

Normal deliery ca!e! condcted &y Regi!tered Medical Practitioner! not le!! t#an

MBBS: Actual e(penses sub:ect to ma(imum of s. 1D,DDD e(cluding medicines and

epidural.

"a!e! o% complicated delierie! reDiring cae!arian operation t#e limit i! a! %ollo?!:

Actual e(penses of hospital in pri'ates rooms sub:ect to ma(imum room changes of

s. 2,DDD4> per day plus medicines and epidural.

The abo'e facilities are limited to ma(imum of three deli'eries. -iet e(penses during

confinement shall not be allowed.

Ho!pitalization:

M. FAHIM ASHRAF- MBA (HRM)(AIOU) ;=



The Report

ORG NIZ TION C REER M N GEMENT

A se*uence of positions held by a person during his or her lifetime.

EMPLO<EE GOB "HAN=ES

Go& c#ange! ?it#in t#e organization

)ithin the boundary of the organiation of P56 employees are changes their

:obs according to re*uirements of the organiation.

PROMOTION

Promotions are based on an indi'idualRs *ualifications, with emphasis onabilities, e(perience and performance, sub:ect to a 'acancy in higher grade.

There is no any hard and fast rule for promotion in P56 for promotion. !ut

on base of performance e'aluation report and according to seniority the

promotion are made both for e(ecuti'e and non>e(ecuti'e le'el employees.

7ormally a e(ecuti'e is promoted after the 3 year e.g. 53 cadre employee

after 3 years is in 52 etc.

TRANS'ER

As the needs of the organiation change, opportunities for transfer and

promotion may be pro'ided to *ualified employees. Transfers is finalied in

writing by the company to confirm the new position department and

effecti'e date.

Transfer in'ol'es the mo'ement of an employee from one position to

another with the same grade le'el or from a one unit to another unit.

Transfer may become necessary in order to@

• Meet operational re*uirements

• Pro'ide more effecti'e utiliation of resources

• 8reate desirable working relationship among member of the

organiation, and

M. FAHIM ASHRAF- MBA (HRM)(AIOU) D



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• Allow ma(imum indi'idual de'elopment when possible.

$EMOTION

An employee may be assigned to a position with a lower le'el than the one

he4she is currently occupying due to any of the following reasons@

&nability to cope up with the re*uirements of his4her present

position poor performance$

The current position is re>e'aluated downwards because of a

change in the nature of the :ob or marker conditions.

!ut there is no any single case of demotion in P56 that an employee has

been demoted.

SEPARATION

LA<O''

On 67 Septem&er4 *++, P56 ha'e e'erance )+ employee includingmanagement and non>management le'el$ of different cadre. The reason was

right siing of the organiation. At the time of the employees ser'ices for the

period of one year were separated by gi'en the salary of 1 month and the

employees for the last 3 years in ser'ices were separated by the salary of 2

months and the employees ser'ices for the last fi'e years were separated by

gi'en the salary of the ; months with e(perience letter form the organiation.

TERMINATION

A few 5mployees are also terminated form P56 on following basis.

Mi!condct: An employees who misconduct with the seniors or any other

acti'ity against the company rules and regulations. nly a few cases of




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termination due to misconduct. ome of the main following acts and omission

are treated as JMisconductK in P56@

1. )illful insubordination or disobedience whether alone or in combination with

others to any lawful and reasonable order of the superior.

2. Theft, fraud or dishonesty in connection with employerRs business or property.

3. Taking or gi'ing a bribe or any illegal gratification.

0. #abitual late attendance.

9. %re*uent repetition of any omission.

;. willful concealment of information about indi'idual within or outside the

company and any outside organiation, which may be in'ol'ed directly or

indirectly in sub'ersi'e and illegal acti'ities to damage the business interests,

property and technical or intellectual assets of he company.

Seal Hara!!ment: &t is a Physical immoral relation of employees in

organiation. 7o any employee in P56 has been terminated on basis of se(ual

harassment. ne reason for this case is that policies of the P56 is too much

strictly implemented in such a caseL and second, there are a few females in

this organiation.

Negligence: There are only few cases of termination in respect of negligence.

uch a cases held in manufacturing department and other sales department

further in respect of responsibilities.

In all ca!e! o% termination no contri&tion o% Proident 'nd i! made3

RESI=NATION

a. ;olntary Regi!tration: 5mployees who resign are e(pected to gi'e their

super'isors written notice of 3D thirty$ days for e(ecuti'es and ;D si(ty$

days for Management ?rade, before the effecti'e date of resignations.

%ailure to pro'ide ade*uate written notice will result in the deduction by

the company of one4two monthRs gross salary in lieu of notice.




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b. =rop Initiated Termination: Termination are initiated either for cause

because of acts detrimental to the interest of the company, misconduct, for

unsatisfactory performance, medical reasons, redundancy to retrenchment.

The act and omissions which shall be treated as misconduct are attached.

&ncase of a ?roup initiated termination, a termination letter must be

prepared and presented to the employee by the appropriate Management

authority. #owe'er, no employee may be terminated without prior

appro'al of Managing -irector / information of #ead #uman esource.

And employees lea'ing the company must clear him of all company tools,

e*uipments and4or other company property and 4or money in this charge

or possession and no terminating employee shall be paid any money due to

him from the company unless he has been cleared of all accountabilities.

An FEmployee 'inal !ettlement 'ormC therefore be completed.

Re/Employment

%ormer employees who are re>employed on permanent basis only$ will

recei'e credit for prior ser'ice for ser'ices awards only. %or purposes related

benefits i.e. 'acations, sick lea'e, pro'ident fund etc.$ it is re*uired that those

re>employed re>establish ser'ice eligibility as a new employees.




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The Report

-9 LABOR MANA=EMENT RELATIONS

Mr3 S#er A%zal is the #ead of &ndustrial elations and Administration &/A$

-epartment. All the labour related matters are handled by &/ A -epartment.

La&or Union

JAn organiation that represents workers and seeks to protect

their interests through collecti'e bargaining.K

Hierarc#y o% Non/Eectie Sta%%

1 uper'isor 1

2 uper'isor 2

3 uper'isor 3

81 8lerical 1

7? 7on> ?rade )orker$

Type! o% @or>er:

Total 0,DDD workers are working in this factory and it this strength increased in

season about 1,9DD workers more.

Temporary Sea!onal @or>er

uch a type of recruitment is made in %ebruary to April months in respect of order

from market and demand in season or economical effects. o P56 re*uire more

worker than in routine work. imilarly its sales leads to enhance the profit.

Permanent @or>er

After three or four year temporary worker are also done permanent on the basis of

performance. The benefits are also gi'en only to permanent worker not to temporary.




The Report

CRITIC L N LYSIS OF THE THEORETIC L CONCEPTS

REL TING TO PR CTIC L EXPERIENCES

# department does not e(ist in some of the organiations in Pakistan. They think that

#P is only time wasting. &ts also reflects that # department is e(ist only in well

established organiations as well as in growing le'el organiation as in P56. & ha'e

analyed the following main points@

Employee! Relation! Section

According to my theoretical study # department a section for all the problems listening

and sol'ing that is call employees relations section. !ut in P56, # department there is

no any 5mployees elation ection by which problems of the employees can be

understand and sol'ed. This department will increase the efficiency of the P56 and

ob:ecti'es of # are easy to achie'e as well as 'ision statement of P56.

Proper "ompen!ation Management Section

All the benefit to employees are handled in different section like in &/A, Accounts and

# section. !ut according to theoretical concepts all the benefits are handled in one

section that is called compensation and Management ection which does not e(ist in P56

in # -epartment. o, & recommend that a 8/M section should be introduced under

umbrella of # department.

No Policy %or HR Planning

P56 has no any policy for # operations. According to theoretical study company shouldfollow the following strategies to meet its 'ision statement of the P56.

• #uman esource Planning trategy

• trategic planning

M. FAHIM ASHRAF- MBA (HRM)(AIOU)



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No Recritment Bdget

P56 has no any recruitment budget for recruitment that finance cab be controlled.

Lo?/grade RMS

The #uman esources is at low grade there a lot of facilities in M software but they

are using its completely.

No any Employee! Trnoer Record

P56 has no planning strategy so there is not e(istence of 5mployees Turno'er record.

This organiation has no proper working on employees rotation and P56 is not making

e(act employees turno'er in respect of 8adre, -esignation 5(ecuti'e, Manager$

-epartment, eniority etc. where its software includes all the operations. o, #

department must design turno'er chart.

No promotion "riteria Policy

P56 has no promotional criteria by the #uman esource -epartment which is normally

defined in books so that promotion disputes can be settled

"ompen!ation Section

P56 has not any proper system for compensation to employees so in # -epartment

there must be a compensation management section.

'oc! on Retention o% Employee!

)hene'er there area section for compensation management in # department then

thorough proper compensation employees are retained within the organiation and

turno'er chart shows less ratio of turno'er employees rather than actual.

Adancement in "ompterized @or>ing

This is the era of &nformation Technology. The functions and procedures of the P56

should be con'erted from manual to the automatic. &t will enhance the performance of the




The Report

#uman esource -epartment and ultimately of the P56. #uman esource -epartment

should allocate resources for this purpose.

M. FAHIM ASHRAF- MBA (HRM)(AIOU) <



The Report

CONCLUSION

-uring the internship, & percei'ed conclusion that P56 # -epartment is at growing

le'el. !asically # department support the other departments to sol'e the problems

efficiently and effecti'ely. &n P56, #uman esource Planning is done on the basis of

ob:ecti'es, not parallel to the corporate le'el strategy. &t shows that its business is at

growing le'el and its share 'alue is at a'erage le'el in market.

• %irst, in case of #P, P56 # -epartment is not working on annual basis that how

much manpower employees$ are re*uired at right place and at right time so that

ob:ecti'es of the organiation can be achie'ed efficiently and effecti'ely. 8urrently,

/ section is working on the basis of M% Manpower e*uisition %orm$whereas this section is responsible for annual recruitment that how much

manpower, what skills and where it is re*uired on yearly basis but / section is

not working on such planning. &n case of forecasting of manpower in P56, now

#& #uman esource &nformation ystem$ has been introduced in software of

#M #uman esource Management ystem$ which has the record for human

resource forecasting and in future it is pro'ed helpful. &t also includes employee

personal record and M ecruitment and Management ystem$ for recruitment.

• econd, in case of performance management of employees, P56 is doing well

working on its software i.e. PM-P Performance Management and -e'elopment

Program$. PM section of P56 # department maintain all the record internal

online$ of all employees on PM-P software which also include the promotion,

increment, salary, allowances, and recommendations for brilliant performance of

employees.

• Third, T/- section maintains all the training related programs in respect of PM

section and recommended / consultation of concerned #-. n the basis of the

annual budget, T/- section train the employees internallyL by senior or by hiring

the trainer, and e(ternallyL like training seminars at local, national and international

le'el. nly ?M4#- 8adre employees go abroad for training.

M. FAHIM ASHRAF- MBA (HRM)(AIOU) =D



The Report

• %orth, compensation and benefits related issues are sol'ed by PM section with

consultation and help of &/A department / %inance -epartment.

• %ifth, &/A ection is working for labour management related issues like wages for

employees, o'ertime, health and safety, union affairs, attendance of employees,

maintenance, &n and out of factory transportation and other administrati'e related

issues.

n e'ery %riday, # %orum session held in which all the sections of # department

learn a moral lessons and discussion on section to section related issues as well as

department to department, e(cluding other meetings of # department.

%inally, P56 is ser'ing as a good partner in industrial sector of Pakistan. 'erall it is

considered at middle le'el in industrial sector after &M57 and -awlance and )a'es.

!ut it doing its best efforts to meet the competitors and technologies challenges. The

main efforts are focusing on its ad'ertisement section.

M. FAHIM ASHRAF- MBA (HRM)(AIOU) =1



The Report

Re%re!#ing "or!e!

efreshing courses should be ade*uate and more fre*uent during the year.

"ompetitie Ealation &y PM$

The proper and competiti'e e'aluation of the methods and procedures adopted by other

competitors will enhance the performance of #uman esource -epartment.

Promotion "riteria Policy

The promotional criteria by the #uman esource -epartment should be defined and be as

per rules.

Agent! %or Promotion Policie!

Agents for the promotion of the P56 policies and to facilitate the customers by the

#uman esource -epartment may be appointed with proper check and balance system.

Emp#a!ized on Et#ical ;ale!

-uring the training by #uman esource -epartment the ethical 'alues should be more

emphasied.

"ompen!ation Section

P56 has not any proper system for compensation to employees so in # -epartment

there must be a compensation management section.

Rei!ion o% Pay Pac>age

Pay packages may be re'ised in the light of profit earned by the organiation.

'oc! on Retention o% Employee!

)hene'er there area section for compensation management in # department then

thorough proper compensation employees are retained within the organiation and

turno'er chart will show less ratio of turno'er employees.




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Strictly Implementation on HR Policie!

P56 has its own Manual and # policies but there is not proper implementation on

policies. &n this regard, # department must strict in their policies because true result can

be taken. 5mployees in # department must ha'e complete knowledge of Manual and

implementation.

One @indo? Operation

#uman esource -epartment may ad'ice and train employees for one window operation

in order to reduce the time and conser'e the resources.

arter/Ba!ed Meeting@

&n o'erall company schedules are not set for meetings. )eekly, monthly and *uarterly

meeting must be done to discuss the ob:ecti'es of the business and achie'ed the target of

the organiation with prescribed time period.

Edcation Allo?ance %or Employee! and t#eir "#ildren

& recommend that P56 must determined the education allowance for employees as well

for their children to retain the employees with the organiation.

Spport "l& %ro Employee!

P56 should make the support club to retain the employees with the organiation like

T5657, 75T65 etc.




The Report

ANNEURE APPEN$I"ES

M. FAHIM ASHRAF- MBA (HRM)(AIOU) =;



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