nadra internship report

Internship Report on NADRA

1. AN OVERVIEW OF THE ORGANIZATION:

1.1 INTRODUCTION:

National Database & Registration Authority (NADRA) has gained international recognition for its success in providing solutions for identification, e-governance and secure documents that deliver multi-pronged goals of mitigating identity theft, safe-guarding the interests of our clients, and facilitating the public. In-depth Research and Development efforts have enabled NADRA to become the trailblazer in the area of Software Integration, Data Warehousing, Network Infrastructure Development and Project Management.

NADRA set out on the journey of Civil Registration of all Pakistanis in March 2000 and in a short span of time NADRA’s team indigenously created a state of the art centralized Data Warehouse, Network Infrastructure and Interactive Data Acquisition Systems to issue secure Computerized National Identity Cards (CNIC). With the introduction of this new fool-proof, comprehensive and highly sophisticated computerized system, NADRA has been successful in reducing the identity theft to a bare minimum. NADRA prides itself on one of the largest centralized databases in the world. This highly secure and intelligent National Data Warehouse is the central hub of NADRA’s extraordinary strength and growth in the last 10 years. NADRA’s National Data warehouse hosts the data of over 96 million citizens and runs various Transaction Processing, Business Intelligence and Decision Support applications. Operating on international standards and models, NADRA has also developed a comprehensive supply chain, developing understandings with worldwide technology developers & resellers that give us access to state-of-the-art technologies and also enable us to assist clients in acquiring the best value for money in the market.

NADRA proudly employs a highly skilled workforce of more than 11,000 technical and management personnel, who contribute to register more than 96 million citizens and print more than 70 million Computerized National Identity Cards. To achieve this gigantic landmark NADRA has developed 365 Multi-biometric Interactive Registration Centers and deployed 189 mobile vans to register citizens living in far-flung areas, with a motive to provide quality service and comfort.

During this short span of time, NADRA has gained significant international recognition. ID World, organizers of the ID Card & Electronic Passport Forum have ranked NADRA as one of the World’s Top 50 Suppliers of e-Passport Technology for 06 years running.

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1.2 HISTORY

National Database and Registration Authority (NADRA) was established as National Database Organization (NDO), an attached department under the Ministry of Interior, Government of Pakistan in 1998. On 10 March, 2000, NDO & Directorate General of Registration (DGR) merged to form NADRA, an independent corporate body with requisite autonomy to operate independently and facilitate good governance. With the mandate of developing a system for re-registering 180 million citizens, NADRA launched the Multi-Biometric National Identity Card project developed in conformance with international security documentation issuance practices in the year 2000. The program replaced the paper based Personal Identity System of Pakistan that had been in use since 1971. To date over 103 Million citizens in Pakistan and abroad have utilized the system and its allied services to receive tamper resistant ISO standard Identification Documents.

1.3 NATURE OF ORGANIZATION:

I.T based organization.

1.4 VISION STATEMENT

We will provide effective Internet services and solutions to individuals and businesses throughout the Region, so empowering them to pursue and achieve excellence.

1.5 MISSION STATEMENT:

We will build a leading, profitable, service-oriented organization that consistently delivers innovative solutions and reliable services. We will maintain an exciting, challenging, high-energy working environment that encourages original thinking. And we will create wealth for our employees, our customers, and our shareholders.

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2.1 GOALS : National Database & Registration Authority (NADRA) was established as a public sector

Endeavour towards a better understanding of Pakistan and its people through the systematic acquisition, evaluation, and interpretation of demographic and spatial information.

NADRA started by registering citizens and issuing computerized national identity cards, making use of the latest technology to assist its goals. Today, NADRA has made technology its business. The organization owns the largest information and communications technology resources in the country, with an IT workforce of more than eleven thousand and the most modern communication systems owned by any single Pakistani organization.

NADRA is now strategically poised to be of profound consequence to the socio-political environment of the country. A seamless, accurate record of the more than 150 million people coupled with high-tech analyzing capabilities, and powerful knowledge discovery tools would enable NADRA to maintain a comprehensive watch on the social dynamics of the nation.

These advances have been made possible, above all, by NADRA's continuous investment in its people - world-class professionals, dedicated to excel. Committed to perpetual improvement, NADRA's employees are its most cherished asset. This has helped give rise to NADRA's culture of a learning organization, propelling it towards new breakthroughs in technological areas.

The organization's sustained growth in both scale and scope has enabled it to become an industrial player of international stature, and it is now offering its expert registration and security services to the international community, services that have become all the more relevant in today's crisis-ridden world.

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2.2 NADRA’S ACHIEVEMENTS:

With more than 56 million CNICs (Computerized National Identity Cards) issued all over Pakistan, the CNIC has become the sole identification document for all Pakistani adult citizens. With new registrants steadily growing, NADRA aims to register all 150 million citizens of Pakistan. NADRA has prepared a Citizens' Database, based on National Data Forms, collected during the 1998 census and updated systematic inputs, providing for subsequent integration of the entire population of Pakistan, including Pakistanis living abroad. NADRA has introduced the first Multi-biometric E-Passport in the Asian Region, setting international standards for others to follow. This new e-passport has unprecedented security features that very few countries currently have on their passports. Consequently, the project has prompted significant international interest. The Vehicle Identification and Tracking System (VITS), currently under development, is another landmark in NADRA's technological advancement. Once fully functional, the VITS will not only help in decreasing automobile theft but also improve the efficiency of our law enforcing agencies. NADRA has Swift Registration Centres throughout major cities of Pakistan, in order to expedite the registration of Pakistani citizens. All centers are linked to the central sites, from where data is uploaded to the central data warehouse. NADRA's National Data Warehouse serves as a comprehensive central repository of demographic information that enables the government to keep tabs on the identities of all Pakistani citizens. This translates into better national security for Pakistan. NADRA has set up an Automated Border Control System (ABC) at all International airports in Pakistan that screens and validates all incoming and outgoing passengers holding either National Identity Card for Overseas Pakistanis (NICOP) or Pakistan Origin Card (POC). Registration and issuance of Birth Certificates, Child Registration Certificate (CRC), Marriage/Divorce, and Death Registration Certificates at national level. The Automated Finger Identification System (AFIS) is also another major achievement. This biometric solution enables fool-proof identification of individuals. NADRA is working on a Geographical Information System (GIS) that will keep track of land ownership records and regional demographics. This system will eventually replace the role of the traditional patwari, making for more transparency in the real estate sector. FACIAL recognition systems are being designed to impart a new dimension to national security. NADRA is offering project management services to the international community. NADRA's unparalleled expertise in networking, secure documents and registration services, has put it in an enviable business position. Having created and offered jobs to almost 11,000 professionals from a wide variety of areas of specializations, NADRA can justifiably claim of being the largest job provider in Pakistan. Furthermore, these professionals have been put on a promising career path, leading to various management positions.

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3 PRODUCTS AND SERVICES:

3.1 FOR PAKISTANI CITIZENS :

3.1.1 COMPUTERIZED NATIONAL IDENTITY CARD (CNIC)

CNIC (Computerized National Identity Card) is the core product of NADRA issued to a valid/legitimate citizen of Pakistan. It is a blend of state-of-the-art technology and well-defined business rules to guarantee its authenticity and validity. Every genuine, 18 Years and above, citizen of Pakistan is eligible for CNIC.

Detailed Application Procedure

Data Acquisition at Data Acquisition Unit (DAU) Issuance of Token Photo Capturing Thumb and Signatures Data Acquisition by DEO Form Printing Attestation & Form Submission Data uploading to NADRA Data Warehouse Verification and Clearance from NADRA Data Warehouse Printing at Production Delivery of CNIC to NRC

Documentation Requirements

Birth Certificate or Old NIC or Matriculation Certificate or CNICs of immediate/blood relatives Citizenship certificate issued by MOI No documents are demanded from illiterate applicant for age verification for first time. Residents of FATA/PATA will only be entertained at their native DAUs and their forms

will be attested by concerned PA/APA.

Services

Issuance of new CNIC Modification of CNIC Duplicate of CNIC Correction of Official Mistake in CNIC Cancellation of CNIC (In case of death)

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Delivery Time

Normal - 30 days Urgent - 15 days Executive – 7 days

Fee Structure

Ser #

Category Normal (Rs) Urgent (Rs) Executive (Rs)

1 Fresh CNIC 0 300 1000

2 Modification 150 300 1000

3 Renewal 75 300 1000

4 Duplicate 150 300 1000

3.1.2 FAMILY REGISTRATION CERTIFICATES ( FRC)

Family Registration Certificates are documents issued to nationals of Pakistan highlighting the family tree structure of the applicant.

FRC Application Process


Data Acquisition at Data Acquisition Unit (DAU) Issuance of Token

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Photo Capturing Thumb and Signatures Data Acquisition by DEO Verification from NADRA Data Warehouse Printing of FRC Form at DAU Delivery to Applicant


Following are the documentation requirements for FRC.

CNIC numbers of all family members CRC numbers of all family members

Services

Family Certificate by Birth (Parents & Siblings)

Family Certificate by Marriage (Wife & Children)

Delivery Time

As per CNIC

Fee Structure

As per CNIC

3.2 FOR OVERSEAS CITIZENS

3.2.1 NATIONAL IDENTITY CARD FOR OVERSEAS PAKISTANIS (NICOP)

NICOP (National Identity Card for Overseas Pakistanis) is a registration document to be issued to a valid/legitimate citizen of Pakistan. Previously it was issued to overseas Pakistanis working/living/staying/studying abroad for consecutive time period of six months or possessing dual nationalities but now it can be issued to any citizen of Pakistan.


Data Acquisition at Data Acquisition Unit (DAU) Issuance of Token Photo Capturing Thumb and Signatures

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Data Acquisition by DEO Form Printing Attestation & Form Submission

Data uploading to NADRA Data Warehouse Verification and Clearance from NADRA Data Warehouse Printing at Production Delivery of NICOP to NRC or Address


Birth Certificate or Old NIC or Matriculation Certificate or CNICs of immediate relatives or Passport (mandatory in case of new)

Services

Issuance of new NICOP Modification of NICOP Duplicate of NICOP Correction of Official Mistake in NICOP

Delivery Time

Normal - 30 days Urgent - 15 days Executive 7 Working Days

Ser #

CategoryNew or renewal

Normal (Rs)Executive

(Rs)Modification/

DuplicateExecutive

(Rs)

1NICOP( All Categories) for Middle

East2500 3000 3000 5000

2NICOP (All Categories) for USA, Australia, Canada and Europe

4500 5000 5000 6000

Fee Structure

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ORGANIZATIONAL STRUCTURE

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5. REGISTRATION CENTERS AND MOBILE VANS

Serial Regions NRCs RHOs Mobile Vans

1. Islamabad 14 2 12

2. Peshawar 31 2 17

3. Sargodha 21 3 16

4. Lahore 33 0 22

5. Multan 28 1 28

6. Sukkur 19 0 13

7. Karachi 37 22 31

8. Quetta 26 0 14

Total 209 30 153

6. LOCATIONS OF NRCS ABROAD

7. VARIOUS DEPARTMENTS OF THE ORGANIZATION

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S/No Country Location

1United Kingdom (UK)

LondonBirminghamManchester

2Kingdom of Saudi Arabia (KSA)

JeddahRiyyadhMadina

3 Dubai (UAE)Abu Dahbi

Dubai


Administration:

Identifies and implements improved streamlined processes

Customer Services/Integrated Logistics:

Management of the flow of materials/products and services and process finished products

through the supply chain.

Engineering:

Develop new products or design new processes.

External Relations:

Functions as strategic business partner in various areas of public relations.

Finance & Accounting Management:

Provide financial leadership at all levels. Assist in budgeting and financial resource allocating

and risk management

Human Resources:

Partner with management to set direction, develop and implement strategies. Manages,

develops and deploy the human capital of the organization.

Information Technology:

Impact global market, leading business objectives by employing the state of the art technology.

Marketing:

Deploy plans to initiate innovative products, attractive for the stakeholders and the customers.

Devise and develop promotional activities.

Procurement:

Providing support to the main function of the organization in all areas.

Research & Development:

Create and develop innovative products, processes and technologies so as to help improve the

quality of life of the masses.

8 . HUMAN RESOURCE MANAGEMENT PROCESS IN THE NADRA

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8.1 HUMAN RESOURCE PLANNING (HRP)

The Human Resource Planning ProcessThe process consists of

a) ForecastingIn personnel forecasting, the HR manager attempts to ascertain the supply of and

demand for various types of human resources. The primary goal is to predict areas within the organization where there will be future labor shortages or surpluses.

b) Goal Setting and Strategic PlanningThe purpose of setting specific quantitative goals is to focus attention on the problem

and provide a benchmark for determining the relative success of any programs aimed at redressing a pending labor shortages or surpluses. The goals should come directly from the analysis of labor supply and demand and should include a specific figure about what should happen with the job category or skill area and a specific timetable for when results should be achieved.

c) Program Implementation and EvaluationIn the implementation phase it is to make sure that some individual is held accountable

for achieving the stated goals and has the necessary authority and resources to accomplish this goal. It is also important to have regular progress reports on the implementation to ensure that all programs are in place by specified times and that the early returns from these programs are in line with projections.Evaluation involves checking whether the company has successfully avoided any potential labor shortages or surpluses. It is also important to see which of the specific parts of the planning process contributed to success or failure.

9. EMPLOYEE RECRUITMENT

Recruitment is the process of identifying potential employees & encouraging them to apply for job openings in your organization.

Approval to fill a Vacancy

(a) A vacancy may arise for the following reasons:-

Newly created positions. Staff attrition (e.g resignation/retirement) Leaves of absences/short term needs (short term employees with one year or less

contract) Staff restructuring Research projects

(b) A request to fill a vacancy requires the identification or confirmation of a set of position descriptions and the relevant selection criteria as mentioned.

Approving Authority:

The authority competent to make appointment to various posts shall be as follows, namely:-

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Post Appointing AuthorityPosts in Bs-19 & 20, or equivalent O or T pay scale, and above Authority

Posts in Bs-17 and 18 or equivalent O or T pay scales ChairmanPosts in Bs-16, or equivalent O or T pay scale, and below General Manager

concerned

Minimum qualification criteria of management and technical scale are given as.

The minimum academic qualifications for management scales shall be as follows:-

Scales Minimum QualificationsO-1 Matric (Under Matric)O-2 Intermediate / MatricO-3 IntermediateO-4 GraduateO-5 BachelorsO-6 Masters (MBA, MCS etc)O-7 Masters (MBA, MCS etc)O-8 MastersO-9 Masters / PHD

O-10 Masters / PHD

The minimum qualification for Technical scales shall be as follows:-

Scales Minimum QualificationsT-1 FA, Computer Diploma etcT-2 BA, Computer short courses, diplomas etcT-3 BSC, BCST-4 MCS, BCS (Bachelors in Sciences or Computer

Sciences)T-5 MCS, BCS (Computer Sciences)T-6 Masters in Computer Sciences (4 years of

bachelors or Masters DegreeT-7 Masters in any computer or science discipline T-8 Masters in any computer or science discipline T-9 Masters in any computer or science discipline

T-10 PHD or Masters in any computer or science discipline

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Advertising a Position

Details for Applicants The details of a vacancy or ‘further particulars’ of a post must include the job description for the post together with any other important information that a potential applicant needs to decide whether to apply or not. The purpose of advertising a post is to attract the widest range of high calibre applicants therefore the particulars sent to or accessed by applicants must give a clear picture of the post, Department, and of NADRA as an employer.

Particulars should include the following Details of the main terms and conditions of employment (including holiday and pension

arrangements, working hours, etc.) Details of any relocation benefits – relocation expenses, relocation supplements where they

apply, etc. Information about the Directorate / Department.

.Advertising on NADRA Website

Advertisements on NADRA Websites Career section will be placed and updated by the Recruitment Section at NADRA Headquarters.

The advertisement on NADRA website will be used for recruiting high ended candidates from local as well as foreign chapters.

The advertisement shall be placed with a start and end date on which it will automatically close and applications after the closing date will not be accepted.

External Application Procedure In the event of entertaining applications from the applicants outside NADRA, following procedure will be followed:- Applicants applying through the NADRA Website shall complete all the required information

fields on the webpage. Behavioral testing or assessment centers, which are required for certain positions, shall be

administered to all applicants if required. All such examinations will be conducted by HR Directorate.

Applicants will be required to submit photocopy of their experience and educational certificates. In case the applicants qualify for an Interview all applicants will be required to bring along original documents of experience and qualification at the time of interview.

The Chairman or president of the board may reject any application, which indicates that the applicant does not possess one or more of the requirements essential for that position being advertised.

e-Recruitment: NADRA e-Recruitment module is run through our International website which is at the following link: http://www.nadra.gov.pk/careers.The applicants apply online where a database of applicants is maintained by HR Department.

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http://www.nadra.gov.pk/careers


Source of Candidate

(a) Internal Sources

Recruitment of Staff from Within the Organization

Job Postings for all vacancies are posted on the NADRA portal for a period of five to seven working days. Any employee who has not applied by the end of the dead line will not be able to apply for the advertised jobs.

The following policy applies in connection with NADRA employees who are applicants that are employees who are applying for a position from within NADRA:-

1. Existing employees who have increased their skills, job potential and those who qualify should be encouraged.

2. Inter departmental recruitment of qualified employees should be encouraged. 3. No employee shall be intimidated or discouraged from applying for a vacant position. 4. The employees who apply for vacant positions are not required to notify their

supervisors. However, if such an employee should become a finalist for the position [upon the recommendation of the appropriate Authority], his/her supervisor will be notified of the application process for, among other things, a recommendation.

5. Education, past work experience, and experience gained at NADRA are criteria that will be considered in recruiting applicants.

(b) External Sources

1. Recruitment of persons outside NADRA for all vacancies may begin after seeking permission of the Chairman by HR Directorate. All qualified internal candidates may be preferably interviewed initially.

2. Vacancy announcements will be advertised in print media and the NADRA website. All applications and resumes will be received by HR Directorate, and initial short listing in collaboration with the concerned Directorate will be done by HR.

3. Preference in selection process will be given to the best-qualified persons in terms of experience, skills, training, education and aptitude.

4. Educational requirements for a particular job are important, and shall be given priority when interviewing applicants.

Recruitment through Internship & Job Fairs

Student Internship at NADRA can be defined as a process of training in which educational institutions & NADRA will come together to offer meaningful, career related work experience to students while simultaneously providing an excellent source of highly qualified Human Resource from the market for NADRA. Internship Programme envisages establishment of goals and planning for the programme, recruitment, selection, orientation, compensation and evaluation of interns during their stay at NADRA. This document will be reviewed from time to time and amended as appropriate. Advice on any aspect of this policy or procedures allied to it is available from the Human Resources Department NADRA HQ.

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10. EMPLOYMENT SELECTION PROCESS

(a) Quality of Staff

The primary & strategic consideration for NADRA is to ensure the insistence on high quality and to work towards this outcome; the Strategic Plan identifies the recruitment, development and retention of high quality staff as the most important objective.

(b) Selection on Merit

NADRA Recruitment & Selection Policy has to be:- Fair and consistent. Be non-discriminatory on the grounds of sex, race, age, religion or disability. Conform to statutory regulations and agreed best practices.

NADRA uses a merit based system to optimize potential for selecting the most suitable applicant for the job. This method uses combination of written application, behaviorally based interview questions, online testing etc.

11. TRAINING AND DEVELOPMENT

Training and Development of employees is a core value at NADRA. Management supports training and development programs to ensure motivated and professionally competent people are available within the organization. This is an essential responsibility of every manager and is a part of his or her key result area and objectives.

11.1 EMPLOYEE TRAINING

Training program are designed to assessing these needs

HRO is responsible for Employee Orientation. Immediate supervisor is concerned if an employee is queries even after orientation.

Types of Training

1. Local Training

i. Extraction of training needs from appraisal formsii. TNA is doneiii. Nominations are given to Personnel after final discussion with the Functional Head iv. Liaise with the local training coordinator of that specific institute for negotiating rates course

package, etc.v. Send the letter of acceptance to those institutesvi. Send the letter to the nominee via line DH/MC Member for attending that specific coursevii. Ask for the feedback and submit a brief report on courses to Personnel Departmentviii. Payment for the Course is made via check by Personnel Department

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2. Overseas Training

i. Extraction of training needs from appraisal formsii. TNA is doneiii. Nominations are sent after final discussion with the line MC member & PDiv. Liaise with the Overseas training coordinatorv. Request for the invitation letter to attend Courses, also covers traveling days as well,

specifically for Dubai, Malaysia, Germany.vi. Receives the Joining Instructions by Personnel to further pass it on to the nomineevii. Nominee gets the letter from the Personnel Department, normally signed by DGM in order to

get the visa from the Consulate.viii. Raise the authorization for traveling and forex to be signed by line PM and Chairmanix. One photo copy to be filed in Overseas Training filex. If going for the first time, nominee comes and asks for the DA rates & other expenditure to

be incurred therexi. Comes back from the training and claims and entitlement on expense statement supported

by vouchers and course fee receipt and submits it to the Personnel Department for screening and authorization by DGM.

xii. Submit a brief report on course to the Personnel Department and a brief session with the training manager on overall objectives of the course/arrangements in order to monitor the progress

EMPLOYEE DEVELOPMENT:

Some development of an individual's abilities can take place on the job. We will review several methods, three popular on-the-job techniques (job rotation, assistant-to positions, and committee assignments) and others.

Job Rotation: Job Rotation job rotation involves moving employees to various positions in the

organization in an effort to expand their skills, knowledge, and abilities. Job rotation can be either horizontal or vertical. Vertical rotation is nothing more than promoting a worker into a new position. In this chapter, we will emphasize the horizontal dimension of job rotation, or what may be better understood as a short-term lateral transfer. NADRA continuously rotates the jobs of its employees.

Lecture Courses and Seminars

Traditional forms of instruction revolved around formal lecture courses and seminars. These offered an opportunity for individuals to acquire knowledge and develop their conceptual and analytical abilities. For many organizations, they were offered in-house, the organization itself, through outside vendors, or both.

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Job ExperiencesThis refers to relationships, problems, demands, tasks, or other features that employees

face in their jobs. Development is most likely to occur when there is a mismatch between the employee’s skills and past experiences and the skills required for the job. The various ways that job experiences can be used for employee development are:

Job Enlargement

Job Rotation

Transfers, Promotions, Downward Moves

Temporary Assignments with other Organizations

Interpersonal Relationships

Employees can develop skills and increase their knowledge about the company and its customers by interacting with the more experienced organizational member. There are two types of interpersonal relationships:

Coaching

A coach is a peer or a manager who works with an employee to motivate him develops skills, and provides reinforcement and feedback.

12. PERFORMANCE MANAGEMENT

The process employers use to make sure employees are working toward organizational goals.

Performance Appraisals

Performance appraisal is the process by which organizations evaluate individual job performance. When it is done correctly, employees, their supervisors, the HR Department, and ultimately the organization benefit by ensuring that individual efforts contribute to the strategic focus of the organization.

Use of Performance Appraisals

Performance Improvement

Performance feedback allows the employee, the manager, and personnel specialists to intervene with appropriate actions to improve performance.

Compensations Adjustments

Performance evaluations help decision makers determine who should receive pay raises.

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Placement Decisions

Promotions, transfers, and demotions are usually biased on past or anticipated performance. Often promotions are a reward for past performance.

Training and Development Needs

Poor performance may indicate a need for retraining. Likewise, good performance may indicate untapped potential that should be developed.

Career Planning and Development

Performance feedback guides career decisions about specific career paths one should investigate.

Equal Employment Opportunity

Accurate performance appraisals that actually measure job-related performance ensure that internal placement decisions are not discriminatory.

Feedback to Human Resources

Good or bad performance throughout the organization indicates how well the human resource function is performing.

How Performance Reports are Written in Nadra

Employees

Employees are the main source for performance reports;

1. employed on short term contract for a period not exceeding twelve months; or2. employed on work-charge basis; or3. Paid from office contingencies.

Annual Assessment Report

An Annual Assessment Report (AAR) is a report prepared annually at the close of each calendar year for each employee. (Annex-B)

Initiating Officer/Appraise

Appraise is the employee of NADRA, whose assessment has to be done.

Reporting officer

Reporting Officer means first appraiser of employee’s annual assessment.

Senior Reporting Officer Senior Reporting Officer is second appraiser of employee’s annual assessment.

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Technical Reporting Officer

Technical Reporting Officer is an officer of NADRA Headquarters who will do functional/technical/operational/assessment of officers of NADRA working in the regions.

Supervisor is often in the best position to make the appraisal.

13. EMPLOYEE COMPENSATION AND BENEFITS

It is the major area of reform among majority enterprises. Companies use different methods to implement compensation policy with a similar goal that is to promote and reward people who make contribution to their organization. The seniority-based pay system has been gradually replaced by performance-based and skill/knowledge-based pay system.

Promotion

There is a gradual change of the promotion scheme from the traditional age/seniority-oriented promotion system to more capability/leadership-oriented promotion system. Promotion is also linked with annual appraisal and compensation scheme.

Types of Compensation & Benefits

Compensation systems are communicated to the employees using employee handbook, newsletters and circulars.

NADRA is used and varies pay to pay scale. Group Health Insurance - Other employees are covered under group hospitalization

insurance. Personal Protective Equipment - All employees provided personal protective equipment. Contributory Provident Fund – 5 % deducted from wages with equal amount contributed by

the company. (Case under Process) Working Hours - : 8hr/shift (inclusive of lunch & tea breaks) Working Opportunity Abroad: - NADRA has established NRCs Abroad in UK and KSA. Workers Participation in Company’s profit - 5% of Net profit is contributed towards the fund. Leaves - 10 casual, 10 earned leaves annually and 12 Weeks maternity leaves. Canteen - Self-service canteen where subsidized hygienic food is served round the clock. Separate Mess for NADRA officers. Free Entertainment Trip for NADR Employees Recreational/Sports Facilities (NADRA is member of Pakistan Sports Board and Islamabad

Club). NADRA Housing Society Scheme (Under Process) Transportation - Pick and drop facility for employees (limited Places)

Health & Welfare Benefits

Health & Safety is essential for the success. The principles by which they operate:

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All work related injuries and illnesses are preventable. Compliance with local regulations is a priority. Line Management accountable in Health &Safety performance. Energy, water and other resources, both natural and man-made, will be utilized efficiently

to minimize waste

14. ORGANIZATIONAL CAREER DEVELOPMENT

Employee Job Changes

Job rotation is a useful tool to train the staff in different fields so they could perform and have expertise with miscellaneous assignments. This practice helps to enhance working knowledge and experience.

Job Changes within the Organization

To enhance the experience and expertise of employees their assignments are rotated. Moreover, jobs change occurs in the following given forms.

PROMOTION

A promotion is the advancement of rank or position in an organizational hierarchy system. The opposite is a demotion.

Promotion may be an employee's reward for good performance i.e. positive appraisal. Before a company promotes an employee to a particular position it ensures that the person is trained to handle the added responsibilities. This is marked by job enrichment and various training activities.

A promotion can involve advancement in terms of designation, salary and emoluments nature of job or what the job can be described as.

TRANSFER

The change of an employee from one position to another position with the same or change salary range is termed a “Transfer”.

TRANSFER

The transfer ordered by the competent authority when any project started and skilled persons are required on urgent basis.

Transfer ordered when any employee does not satisfy his superiors. Transfer ordered when any employee field is locating at any other department within the

organization.

DEMOTION

A demotion is a reduction in rank or position in an organizational hierarchy system. This can often be caused by work habits or behavior that does not conform to the rules established by the organization. The opposite is a promotion.

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DEMOTION

1. Thrust as a punishment on the employee in case of any disciplinary failure or disorder.2. The employee may be downgraded by one step or more3. The reduction in Salary is also a case of punishment4. Some employees have been downgraded for a specific period of time i.e. one, two or so

on years.5. Some employees have been demotion when they failed to complete their task required

for the same position.6. Stoppage of Increment is also sometimes included the punishment of reduction it is

called reduction in pay.

LAYOFF

All the NADRA projects are based on requirement basis. As long as the project completed the staff employed but after completion of the project staff has been laid off.

TERMINATION

Termination of employment refers to the end of an employee's duration with an employer. Depending on the case, the decision may be made by the employee, the employer, or mutually agreed upon by both.

RESIGNATION

A resignation is the formal act of giving up or quitting one's office or position. A resignation can occur when a person holding a position gained by election or appointment steps down, but leaving a position upon the expiration of a term is not considered resignation. An employee who chooses to leave a position is considered a resignation, as opposed to termination, which occurs when the employee involuntarily loses a job. Whether an employee resigned or was terminated is sometimes a topic of dispute, because in many situations a terminated employee is eligible for severance pay and/or unemployment benefits, whereas one who voluntarily resigns may not be eligible. Abdication is the equivalent of resignation of a reigning monarch or pope, or other holder of a non-political, hereditary or similar position.

RETIREMENT

Retirement is the point where a person stops employment completely. A person may also semi-retire and keep some sort of job, although usually out of choice rather than necessity. This usually happens upon reaching a determined age, when physical conditions don't allow the person to work anymore (by illness or accident), or even for personal choice (usually in the presence of an adequate pension or personal savings).

15. EMPLOYMENT RELATIONSHIP

In the European Organizations this topic has it own importance. The relation between Labor and Management is very much important. But in the countries like Pakistan we hardly find any relationship circumstance, consequently the gap between up and down goes wider and wider. However NADRA has tried it level best to maintain a better relationship scenario between

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the upper management and the lower staff. Following improvements have so far been made by NADRA in the field of through strengthening the relationship between Labor and Management: -

The labor work whole heartedly for the development of his organization.

Any problem regarding work can easily communicate to the management as there is no gap.

The problem of strike or dispute can hardly been seen in organization.

It motivates the lower employees to work hard in order to get promotion without any out of the way approach or favour.

16. WORK DONE BY INTERNEE

During my 6 weeks tenure from 20th August to 27th September 2013, I participated in real activities and operations of HRM and Public Dealing Services in different branches of NADRA Sargodha Division.

I have performed tasks and activities in NADRA Sargodha as follow:

16.1 REGIONAL HEAD OFFICE (RHO)

HR Department

1. Reviewed of official and office files of managerial and non-managerial employees.

Official File

It is the file in which whole record of an NADRA ‘s employee above the grade 12.The record consist of appointment letter, promotion letter, leave applications, performance appraisal forms or any warning letter which is given against employee on his/her violation against the NADRA’s rules and regulation inside and outside the organization.

Office File

It is the file in which whole record of an NADRA ‘s employee bellow the grade 12.The record consist of appointment letter, promotion letter, leave applications, performance appraisal forms or any warning letter which is given against employee on his/her violation against the NADRA’s rules and regulation inside and outside the organization.

Recruitment Process

I have learn the procedure of recruitment process .Firstly, NADRA gives ads in newspapers for their job vacancy, then It calls the candidates which fulfills their entry requirements. After that, it takes tests and interviews. The candidates who qualify their tests and interviews, they selected and taken training by NADRA and posted anywhere in Pakistan.

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Posting duration at one station is minimum time duration is one year and maximum time at one station is 3 years.

2. Reviewed the Performance Appraisal forms to evaluate the employee’s performance.

Performance Appraisal forms:

The performance appraisal form is used for management of the performance of an employee. It is a form which consists of following sections;

Section – 1Employee Information

Section – 2 Performance Evaluation (see in Annex - B)

3. I have operated the Compensation software in which employee’s salary has been transferred at the end of each month.

4. Attended meetings along with HR Director to observe, how to resolve the employees conflicts. Personally listen a proceeding of a case in which HR Director deals with a person who is involve in sexual harassment .HR Director and DG NADRA has been fired this person after a proceeding .DG NADRA said, “ Law cannot permission to anyone who violate the rules and regulations even he is son of a landlord or politician”.

Data Site

1. Quality control project

At the start of citizen’ s registration was manual but now NADRA has taken the responsibility of computerized ID cards of newly customers as well as old whose ID cards were not computerized. Simple that Computerized the Pakistani old CNIC and screen out the real and alive identities. I have also done the QC during my internship period.

2. Operational Software

Different softwares have operated like registration tracking ID in which bio data of any person can be detected if his/her ID is known. It was so much interested software for me.

Public Centre

1. Visited the public centre of NADRA where CNIC for Pakistanis, NICOP for overseas Pakistanis, family Cards and Smart cards are made. Reviewed and practiced the whole processes of these services. I have operated the softwares and made these different products’ have worked at every desk at every step required for making an ID card.

2. I took the training from the Assistant Deputy Director (Centre In-charge) to plan, organize, lead and control the different tasks of employees on daily basis. My supervisor was so much skillful and qualified person. He trained me how to handle the different situations. I has been learnt a fruitful package of strategies of leadership by my supervisor.

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17. SWOT analysis of HR practices in NADRA

SWOT Analysis, is a strategic planning tool used to evaluate the Strengths, Weaknesses, Opportunities and Threats involved in a project or in a business venture.

Now we shall discuss the strengths, weaknesses, opportunities and threats faced by NADRA.

Strengths

HR Network Committed Workforce Accessibility Dynamic Environment Initiative Based

Weakness

Lack of HR Policies Lack or Confidence in HR No Job Security Surplus Un-utilized Workforce Financial Constraints

Opportunities

International Market Supply of IT Supply of IT Resources

Threats

Employee Turnover Govt. Policies Changes

18. CRITICAL ANALYSIS OF THE THEORETICAL CONCEPTS RELATING TO PRACTICAL EXPERIENCE i.e RELATES THE THEORETICAL CONCEPTS WITH PRACTICAL EXPERIENCE DURING INTERNSHIP

Theoretical concepts are sometimes entirely different from the practical experiences. Theoretical concepts only give the knowledge of the concerned matter where as in practical field sometimes deviation is imperative from the theoretical rules and regulations to accommodate the customers and employees. Therefore, all theoretical concepts and theories are not applicable in their original form in practical life and some necessary amendments and deviations become unavoidable.

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During the period of my internship I found following deviations in theoretical and practical concepts.

As we learn in theoretical concepts that trainings are the core tool for employee’s development which also equipped them with update skill and way of working. In practical although initial trainings given to employees but improvements methods are not followed continuously.

HR Forecasting in theoretical meaning is not fully implemented. In NADRA forecasting methods are not purely measurable. Employee’s turnover does not cause to hire new manpower as sometimes top management ban the recruitments due to different circumstances. Same like some projects are operational instantly and manpower is adjusted to functional project on temporarily basis.

An external source of employees recruiting does not fulfill the spirit of theoretical concepts. Due to shortage of skilled professionals selection criteria is relaxed or waived off, but this situation occur in exceptional cases with the approval of competent authority.

Types of compensation and benefit are very limited in practically due to which employees look forward for other job. Moreover, employees should compensate in non financial meanings.

Management relation with employee should friendly and there must be two way communication between them especially on the issues of employees grievance

In Pakistan the educational system is purely based on theoretic concepts and there are hardly any uses of Practical experience. I came to know through my experience that students often felt difficult in understanding the terms which are used in practical experience whereas the theoretical concepts are not much clear about them. Therefore, following is the main critic on theoretic concepts: -

a. Usually not very cleared due to non inclusion of practical experience.b. The theoretic data changed with the passage of time whereas the practical skill of a

person increases along with increase in knowledge.

19. CONCLUSIONS

The steps taken for the strengthening of the HR base in NADRA have been instrumental in achieving record performance. This has been empirically proved through result received from the field. The selection process of NADRA staff is transparent and easy to understand. Candidates are selected on merit and interviews are made through board nominated by Chairman so proper merit system followed everywhere upto the finalization of the case.

The goals and objectives for the previous years were firmed up with a view to identifying the right kind of people, socializing them in the right direction, training them, assigning tasks and roles that bring out their best, motivating them to put extra effort and creating conditions whereby the employees have a sense of fulfillment. This highly motivated effort will serve to retain NADRA as top 50’s IT countries organization that Human Resources System is matching with the International Standard.

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20. RECOMMENDATIONS

Communications

Communication channels used within an organization play a very important role to involve the employees’ participation in the implementation of policies. In NADRA it can easily observe that staff hesitates to communicate with management even for his own interest or right. There is need to establish top-down and bottom-up communication, dialogue sessions with staff. Further to make the employee communication more effective regular bi-monthly publication of newspaper should introduced.

Motivation Techniques

In every organization employees perform more than expectation when they are rewarded or motivated timely. NADRA has no instantly rewarding method therefore, motivational techniques should be used, like through involvement in the decision process employees feel motivated to perform and establish their contribution in the overall growth of the organization.

Management Relation

The implementation of all HR policies depends to a great extent, on continuously maintaining working harmony within the organization. This has to be ensured through developing a mutual respect between the management and employee representatives.

Compensation

To ensure compensation levels of NADRA employees in relation to the market, salary surveys should be conducted and salary re-adjustments should make wherever required.

Promotion

Promotion of employees who perform well should strictly make on merit basis and in the most transparent manner so that the high performance employees would be rewarded and their efforts in the growth of the organization could recognized.

Rewards

A merit based culture should be established in the NADRA through implementation of achievement and spot awards for individual employees showing exemplary performance during the year or in an assigned task.

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21. LIMITATIONS: (MAIN FOCUS ON HUMAN RESOURCE MANAGEMENT)

I observed during my affiliation with NADRA that management is in favour of NADRA staff but has not enough sources to facilitate them so they could enjoy all the benefits like as other organization staff. Therefore, I found some weak corner which demands attention.

The initial appointments were made on contract basis and in result of tremendous performance employees deserved for being regularized. But till now no employee could be regularized, however, this year decision expected in favour of old employees.

Facilities as compared to other autonomous bodies’ employees by all means of compensation, training, grievance etc are not enough. Therefore, turnover is increasing as other companies select NADRA employees with confidence that majority of NADRA employees has strong skills and experience as compare to manpower available in open market. Management should ensure two way communication process between top level management and staff. Middle management working relations with staff are tight as they emphasis on producing result by anyway.

Public dealing demands highest level of patience and tolerance. Therefore every employee should be good in behavior and manner. Complains of customer’s shows dissatisfaction on the system due to the way they are handled during the services.

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Bibliography

Internet Website NADRA home page Retrieved February 10, 2014 from http://www.nadra.gov.pk/

History (2014). In NADRA. Retrieved February 2014 from http://www.nadra.gov.pk/history.html

Vision (2014). In NADRA. Retrieved February 12 2014 from http://www.nadra.gov.pk/vision.html

Mission Statement (2014). In NADRA. Retrieved February 2014 from

http://www.nadra.gov.pk/missionstat.html

Head Quarter (2014). In NADRA. Retrieved February 13, 2014 from

http://www.nadra.gov.pk/hq.html

Organizational Structure (2014).In NADRA.Retrieved February 13, 2014 from http://www.nadra.gov.pk/hq.html

Rana Yasir Nazir, Manager HR

Mr. Mujtaba Zaidi, Assistant dy. Director (0300-9606124)

(Personal communication, Feb 2014)

Annexes

Annex - A

Annex - B

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http://www.nadra.gov.pk/missionstat.html

http://www.nadra.gov.pk/vision.html

http://www.nadra.gov.pk/history.html

http://www.nadra.gov.pk/

nadra internship report

Documents

gigantic landmark nadra

nadras national data

data warehousing

art centralized data

international standards

journey of civil registration

secure documents

historynational database