Intership Energy Man Agm Net

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 I:BAL OPEN UNI;ERSIT</ ISLAMABA$
2
The Report
3
The Report
ACKNOWLEDGEMENT
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!"#$,
who has always a hope and source of knowledge for humanity.
%irst of all & admit a receipt of all those who inspire and support me in a strengthened and
groomed way, what & am today. & wish to place on record my indebtness to my parents for
their continuous support and encouragement which & recei'ed during my academic career.
& would like to e(press my gratitude to those people who pray for my success and help
me throughout in study.
& thank to my tutor M#ammad Azeem who always being with me and pro'ide me the
academic, &slamic and moral lessons during my M!A study.
& am great and much obliged to Mr. )a*ar +hadim #ead #, -epartment$ 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.
0
The Report
LIST OF CONTENTS
Sr3 No3 TOPI" Page No3
6 &ntroduction 6
* 1'er'iew of the organi2ation *
2 3ision .tatement 4 Mission .tatement )
1 1rgani2ational .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) 1rgani2ational 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 .,
9
The Report
OBJECTIVES OF STUDYING THE ORGANIZATION
To analy2e my #, concepts practically in a well esteemed organi2ation like P56
and compare it with other organi2ations
To re'iew the functional hierarchy of the P56 and its #uman ,esource
Management -epartment
Analysis of #, Mission 4 3ision 4 .trategy4 1b: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 .)1T$ analysis of
#, -epartment policies
To put the suggestions and recommendations for further impro'ements of #,M
initiati'es
;
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$, the te(tile city of Pakistan, under the banner of +ohinoor
&ndustries 6imited. The .aigols set up the first ma:or te(tile unit > The +ohinoor Te(tile
Mills under the umbrella of +ohinoor &ndustries 6imited. 8urrently .aigol ?roup
consists on the following companies@
+ohinoor Te(tile Mills
Pa> Ele>tron Limited 8PEL9
.aritow .pinning Mills
A2am Te(tile Mills
+ohinoor Power 8ompany 6imited
+ohinoor 5nergy 6imited
PA0 ELE0TRON LIMITE$ 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 1ctober
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
A
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 ORGANIZATION
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<=;>=A in technical collaboration with
M4s &A,>.&6TA6 of &taly. 6ike the air conditioner, P56Cs refrigerators are also in great
=
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 &.1 <DD2 certified by
.?. .wit2erland.
PEL $eep 'reezer!
P56 deep free2ers were introduced in 1<=A in technical collaboration with M4s Ariston of
&taly. !ecause of durability and high *uality, P56 deep free2ers 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 +5.8$, which are the
largest power utilities in Pakistan.
1'er the years, P56 electrical e*uipment has been used in numerous power pro:ects of
national importance within Pakistan. P56 has the pri'ilege of getting its e*uipment
appro'ed and certified by well>reputed international consultants such as@
Preece, 8ardew and ,ider, 5ngland
#ar2a 5ngineering 8ompany, ".A
.nam Progeti, &taly
.ociete -ume2m, %rance
<
The Report
Miner / Miner &nternational &nc. ".A
5nsa, %rance
&n spite of stiff competition from emerging local and multinational brands, P56 ?roupCs
appliances and electrical e*uipments ha'e remained in the spotlight due to constant
inno'ation. .trategic partnership with multinationals of repute ha'e enabled the P56
?roup to incorporate new technologies into e(isting product ranges, thus gi'ing the
Pakistani market access to inno'ati'e, affordable and *uality products.
O''I"ES LO"ATION
RE=ISTERE$ O''I"E
1A>A2i2 A'enue, 8anal !ank,
?ulberg>3, 6ahore.
Tel@ D02>9A1=2A0>9, 9A1A3;0>9
%a(@ D02>9A191D9
5>mail@ sharesFsaigols.com
@OR0S
10+m, %ero2epur ,oad,
6ahore
Tel@ D02>9=11<91>A A 6ines$
)ebsite@ www.pel.com.pk

ISLAMABA$
,oom G 10D0, 10th %loor
?reen Trust Tower, !lue Area
Tel@ D91>22A3=9=
%a(@ D02>22A3=9=
0ARA"HI
+ohinoor !uilding
29>)est )harf ,oad
Tel@ D21>22DD<91>0
%a(@ D21>231D33D
"HINA
<1D, 7o. 1DDA, Hhong .han 7aun 5r
,oad
A'=HANISTAN
%lat G 1D3, 1st %loor, !lock A
Iaiser Market, +olola, Pushta,
1D
The Report
.hanghai, china
Tel@ =;>21>;09;A933
%a(@ =;>21>901D<<A1
+abul
Tel@ DD<3>A<=2;2<3
11
The Report
VISION STATEMENT
JTo eAcel in proBiding engineering good! and
!erBice! t#rog# contino! improBement3C
MISSION STATEMENT
To proBide Dality prodct! E !erBice! to t#e complete !ati!%action o% or
c!tomer! and maAimize retrn! %or all !ta>e#older! t#rog# optimal !e o%
re!orce!3
To %oc! on per!onal deBelopment o% or employee! to meet %tre
c#allenge!3
To promote! good goBernance4 corporate Bale! and a !a%e ?or>ing
enBironment ?it# a !trong !en!e o% !ocial re!pon!i&ility
12
The Report
HR STRUCTURE
13
The Report
HUMAN RESOURCE MANAGEMENT PROCESS IN THE
ORGANIZATION
The #uman ,esource -epartment at P56 is engaged in the areas of ,ecruitment /
.election, Training / -e'elopment, Performance Management, and 1rgani2ational
-e'elopment, and stri'es to align these functions with o'erall !usiness .trategy. This
organi2ation place great emphasis on People -e'elopment so that people and the
organi2ation 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
1ur 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 organi2ationCs goals, establishing an
o'erall strategy for achie'ing those goals, and de'eloping a
comprehensi'e set of plans to integrate and coordinate organi2ational
work.K
10
The Report
HUMAN RESOURCE MANAGEMENT PROCESS IN PEL
Acti'ities necessary for staffing the organi2ation
and sustaining high employees performance.
Hman Re!orce Planning 8HRP9
JAn effort to anticipate future business and en'ironmental
demands on an organi2ation 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 organi2ation 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 1rgani2ational -e'elopment$ of #, and
after that #ead #, make the finali2e the budget for the appro'al of owner 'ia Managing
-irector.
In PEL Hman Re!orce Planning is done on the basis of O&5ectiBe! or we can say in
P56 management by 1b:ecti'es M!1s$.
19
The Report
Management &y O&5ectiBe! 8MBO!9
A management system in which specific
performance goals are :ointly determined by
employees and their managers, progress toward
accomplishing those goals is periodically
re'iewed, and rewards are allocated on the basis
of this progress.
PEL Planning <ear *++,/*++7
Planning of this organi2ation basis on MBO!. .ome of the main ob:ecti'es of #,
planning which ha'e been targeted in last year planning are as follows@
En#ancement o% RMS 8Recritment Management Sy!tem9
P56 has it own ,M. which is used for hiring process and it is also used as a internal
source of recruitment. 7ow the ob:ecti'es of ,ecruitment and selection is completion of
listing within ,M.listing module$, 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.
8AnneAre/I93
Per!onal $eBelopment
Third main ob:ecti'e of P56 ,/. department is to implementation of producti'ity tools
and techni*ues, personality assessments, impro'ing communication skills, :ob analysis
techni*ues, implementing stress management and time management and techni*ues.
Recritment "o!t
5'ery organi2ation want to reduce the cost and enhance4 ma(imi2e profit so for the
same purpose P56 is doing calculation of recruitment cost4other ratios related to ,/.
,esearch$ and implementation.
1;
The Report
RMS Sel% !erBice Modle
Another ob:ecti'e of P56 is the implementation of online short listing and &nter'iew
scheduling, alerts / proacti'e notifications to #1- 4 ?M, inter'iew e'aluations and
testing / implementation
HUMAN RESOURCE MANAGEMENT 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 analy2e 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 si2e of the
organi2ation 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
1A
The Report
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 organi2ation, ensuring that people from all le'els
of the organi2ation are working to implement the strategy of the business effecti'ely.
This type of planning relates to long>range process of setting organi2ational 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 organi2ationL
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 %ree2er$ 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&5ectiBe!: 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.
EBalating !trengt#!4 ?ea>ne!!e!4 and competitiBe 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 E $A@LAN"E9 and ha'e
low prices also. .imilarly in power di'ision ma:or competitors are Simen!
8Pa>i!tan94 "limaA 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
1=
The Report
and its brands are at growing le'el. 1'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.
$eBeloping !trategie!: 1b:ecti'e of the organi2ation is measured in terms of
*uality as well as *uantity. To enhance the sales of the organi2ation P56 is going
to enhance the sales and to increase the 'alue of share in market.
$eBi!ing program!: ,egional Manger will 'isit the area to locate the best place
in the city and understanding the nature, capacity purchasing power$ 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
1<
The Report
#uman ,esource Management .ystem #,M.$ 8AnneAre/= E 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$. &n P56 plans are made on the basis of strategic planning and relates with #,P.
The main focal point is to analy2e the issues like assessing the management implication
of future business needs, factors assessing e(ternal to the P56 e.g. demographic and
social$ 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!!
2D
Strategic Planning:
Long/Range
Per!pectiBe
8orporate Philosophy
5n'ironmental .can
.trengths and
constraints
1b:ecti'es and ?oals
.trategies
Operational Planning:
Middle/Range
Per!pectiBe
Planned Programs
,esources ,e*uired
1rgani2ational
.trategies
Plans for entry into
new business,
ac*uisitions
di'estitures
Bdgeting:
Annal Per!pectiBe
!udgets
"nit, indi'idual
performance goals
Program .cheduling
and assignment
Monitoring and
control of results
I!!e Analy!i!
!usiness 7eeds
5(ternal %actors
&nternal .upply
analysis
Management
implications
'oreca!ting
ReDirement
.taffing 6e'els
.taffing Mi(
Iualitati'e$
1rgani2ation and
:ob design
A'ailable4Pro:ected
,esources
7et ,e*uirements
Action Plan
.taffing
Authori2ations
,ecruitment
Promotions and
transfers
1rgani2ational
changes
Training and -e'lp.
8ompensations and
!enefits
6abour ,elations
The Report
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$ES:
The general 'iew suggested se'eral specific, interrelated acti'ities that together constitute
an #,P system, they include@
a9 Talent &n'entory
&9 #uman ,esources %orecast
c9 Actions plans
d9 8ontrol and e'aluation
8a9 TALENT IN;ENTOR<: #uman ,esource &nformation .ystem 8HRIS9 of P56
helps to collect the talent in'entory in all o'er the organi2ation. Talent in'entory is
attention on accessing the current human resources skills, abilities and potential$ and
attention to analy2e 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
1ther significant work e(perience e.g. other companies$
5ducation including degrees, licenses, certifications$
6anguages skills and rele'ant international e(perience
21
The Report
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) FORECASTING 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 organi2ation will remain and after how much
new employees to be hired4recruited by #, department.
&n fact, this organi2ation is managing all the #, related issues with respect to ob:ecti'e of
the organi2ation 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$.
6ess focusing on long term needs i.e. strategic planning.
METHODS TO FORECAST HR NEEDS
There are two main methods to forecasting the #, 7eeds which are as follows@>
8i9/ 'oreca!ting Internal Hman Re!orce Spply:
22
The Report
The most common approach for new hiring and recruiting employees is forecasting
internal human resource supply. 8ruuent employees of P56 reflect the future supply of
employees4labour. Performance Management -e'elopment PM-$ .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$. The process for de'eloping such a plan including
setting a planning hori2on, identifying replacement candidates for each key position,
assessing current performance and readiness for promotion, identifying career
de'elopment needs, and identifying the career goals of indi'iduals with company goals,
the o'erall ob:ecti'es, of course, is to ensure the a'ailability, of competent e(ecuti'e
talent in the future or, in some cases, immediately, as when a key e(ecuti'e dies suddenly.
All this process is played in action by the PM- .ection with the compliance of the
,ecruitment and .election ,/.$ .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!! "oBerage: "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 M 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 EAternal Hman Re!orce Spply
23
The Report
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, si2e
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.
20
The Report
"ontrol and EBalation 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.
29
The Report
EMPLOYEE RECRUITMENT AND SELECTION IN PEL
Recritment
JThe process of locating, identifying, and attracting capable applicants.K
$ecritment
JTechni*ues for reducing the labour supply within an organi2ation.K
PEL EMPLO<MENT POLI"<
P56 recruit and staff the organi2ation 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, analy2ing, 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.
2;
The Report
=rieBance 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 centrali2ed on #, department which look after all recruitment
acti'ities and pro'ides coordination to other departments in this regard.
$e!ignation "adre @i!e 8Management LeBel9
M;@ M-
M9@ ?M / -irector
M0@ .r. Manager
M2>M3@ Manager
M1@ Assistant Manager
51@ .r. 5(ecuti'e
52>53@ 5(ecuti'e
B5@ Bunior 5(ecuti'e
2A
The Report
2=
The Report
Go& Analy!i!:
JAn Assessment that defines :obs and the
beha'iors necessary to perform them.K
#ead of department do the analysis of the section as well as his4her subordinates. #e
knows 'ery well where gap for proper or completer working is. To fulfill the
re*uirements of his section ob:ecti'e which lead to company ob:ecti'es as well
company mission statement and 'ision statement, he fulfills the Man>Power
,e*uisition %orm.
Type! o% ;acancie!
There are two main types of 'acancies in P56 which are as follows@
7ew 3acancy
,eplacement 5(isting position$
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 authori2es 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 #1-4?M of the concerned department
for and #1-4?M will forward this form to #, -epartment 8AnneAre/$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
2<
The Report
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.$. &t contained about 2D,DDD resumes of all sectors related to
company 8AnneAre/I9.
&9 EHTERNAL SOUR"E
%irstly, #, department do its best efforts to recruit employees through
internal source because the cost is sa'ed in this source otherwise P56 #,
is using the following e(ternal sources for recruitment.
3D
The Report
"ollege!IUniBer!itie!
%resh graduates of 5ngineering 6ine are hired from "ni'ersity of
5ngineering, Ta(ila and 6ahore, ?hulam &sha* +hand ?&+$. !ut most
of the students are hired from "5T Ta(ila.
%or Management 6ine, students are hired from 7ational "ni'ersity
7">%A.T$, 6ahore "ni'ersity of Management .cience 6"M.$,
&nstitute of !usiness Administration &!A$, "ni'ersity of the Pun:ab
P"$, Iuaid>e>A2am "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.
AdBerti!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. 8AnneAre / B E "9.
"ompany @e& Site
7ew 'acancies are also uploaded on web site of the P56
www.pel.com.pkPcareer$. .o third way to fill the position is the
company web site.
Employment Agencie!
P56 is hiring the employees through employment agencies. &t prepare
the :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.
31
The Report
Sorting receiBed Re!me!IApplication!
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. 8:ali%ication4 EAperience4
Speci%ied ?or>ing eAperience93
Go& $e!cription: A written statement of what a :obholders does, how it is
done, and why it is done.
Go& Speci%ication: A statement of the minimum *ualifications that a person
must possess to perform a gi'en :ob successfully.
8AnneAre/G9.
)hene'er e(ecuti'es prepared the sorting list of *ualified candidates the list is gi'en
to Manager , / ..
Sorted Li!t o% "andidate! %or?arded to HO$I=M
Manager , / . will forward the sorted list of candidates to concerned #1-4?M.
#e4she will recommend the candidates and #, department will calls to sorted
candidates.
Telep#onically InterBie?
An e(perienced person is selected in such type of inter'iew. &t about taking the 'iews
of the candidate and he is finali2ed 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 InterBie?ITe!t to !#ort li!ted candidate!
#, department will call to recommended candidates for &nitial &nter'iew with date
and time.
32
The Report
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
InterBie? $etailed 'orm
This form is :ust like a ,esume48.3. of candidate which contained personal profile,
*ualification, .alary information, ma:or assignment and achie'ements, computer
proficiency, Personal career 'ision, inspirations, personal ..).1.T. and personal life etc.
Initial InterBie? &y Manager RE S
1n the said date and time the candidates will come for inter'iew in #, -epartment then
#, department will gi'e him &nter'iew -etailed form.
GE to E6: %irst inter'iew is conducted by the Manager , / .$ with #,
representati'e not below the ranked of the Assistant Manager$ and concerned
33
The Report
#1-. 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&oBe: the abo'e motioned inter'iew process B5 to 51$ is same for
M1 and abo'e cadre 5(cluding Test$. &nitial is conducted by the concerned
?M 4#1-, #ead #, -epartment and Manager , / .$. The inter'iew
e'aluation form is same.
&n some e(ceptional cases 8An Aptitde Te!t9 can be conducted by the
candidate.
InterBie? EBalation 'orm
P56 is conducting a 'ery good approach to e'aluate the candidates through a written
criteria &5%$ form and this form 8AnneAre/E 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&!erBation: At the time of the inter'iew the candidate is
obser'ed in personal traits like@
Appearance
1bser'able traits
.kills
8ompetencies
Salary and Bene%it!: &t include the *uestions related to e(perience of candidate
such asL
6ast salary drawn
5(pected salary
Boining -ate
30
The Report
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 3ery ?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
$IS" Analy!i!:
-&.8 is probably the most widely used beha'ioral profiling system in the world. &n this
guide, we e(plore the history and workings of the -&.8 techni*ue, and look at some of
the ways that it can be make a significant difference to the way you deal with people.
&n P56 the candidate is analy2ed on the basis of -&.8 that the selected candidate will
stay, if remain, for how much time, or not.
- Q -ominance
& Q &nfluence
. Q .teadiness
8 Q 8ompliance
Panel InterBie?
.uccessful candidates in initial inter'iew are called for the ne(t inter'iew on basis of
merit list which is called nominated panel inter'iew. 1nly the recommended candidates
by the first inter'iewer or short listed candidates are called for the nominated panel
inter'iew.
39
The Report
GE to E6: After the initial inter'iew the Manager , / .$ and concerned #1-
will recommend to ?M 4 #ead #, and Manager , / .$ panel for selection or
he4she is recalled for a final inter'iew.
M6 and a&oBe: After the initial inter'iew by the ?M 4 #ead #, 4 Manager
, / .$ will recommend to M$I $irector for selection or he4she is recalled for
a final inter'iew.
&f the candidate is finali2ed in all aspects of the inter'iew he is finali2ed at same
time otherwise he is recommended for the final inter'iew.
'inal InterBie?
GE to E6: &f the candidate is not finali2ed in all aspects of the inter'iew in
panel inter'iew, he is finali2ed in this inter'iew. After the nominated panel
inter'iew the Head HR IManager 8R E S9 and concerned HO$ will take
final decision for confirmation or re:ection of the candidate.
M6 and a&oBe: &f the candidate is not finali2ed in all aspects of the inter'iew in
panel inter'iew, he is finali2ed in this inter'iew. After the nominated panel
inter'iew the #ead #, will recommend to M$ I $irector! and *I2 =M! for
final selection or re:ection of the candidate. &nter'iewee called from outstation
is paid by bus4rail return fare.
Re%erence "#ec>ing
After the confirmation of the employees the candidate can also be checked by his4her
gi'en reference in 8.3. so that his beha'ior, attitudes and habits can be accessed. The best
way to analyse the on>the>:ob employee candidate is that ask the last organi2ations about
his employment history and his .)1T analysis *uestions.
3;
The Report
"on%irmation o% "andidate!
GE to E6: At this le'el of candidate is confirmation or re:ection of the candidate
for employment is done by Head HR and =M.
M6 and A&oBe: At this le'el of candidate is confirmation or re:ection of the
candidate for employment is done by M$I "EO3
Salary 'iAation: /
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
1n the final recommendation of #, -epartment, the candidates are offered a
standardi2ed 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.
3A
The Report
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 EAamination
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
3=
The Report
)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 8AnneAre/ $93
Goining Report:
1n 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 organi2ation.
"oncerned Manager eAplain 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 EAectiBeISenior EAectiBe! 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
T6IT*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.
3<
The Report
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 organi2ation.
EAten!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%irmationITermination
A letter is issued by #, which titled as F"ON'IRMATIONC after that the employee
will get all the benefits of the organi2ation. 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
0D
The Report
TRAINING AND DEVELOPMENT
Training
Planned programs designed to impro'e performance at
the indi'idual, group, and4or organi2ational le'els.
$eBelopment
The managerial function of preser'ing and enhancing employees
competence in their :obs through impro'ing their knowledge,
skills abilities, and other characteristics
Training and deBelopment P#a!e o% Training
The phase whose purpose is to design the en'ironment in which
to achie'e the ob:ecti'es defined in the assessment phase by
choosing methods and techni*ues and by deli'ering them in a
supporti'e en'ironment based on sound principles of learning.
There is proper working in P56 #, department named as Training and -e'elopment
T / -$ .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 finali2ed 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.
01
The Report
*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
02
The Report
programme which build his4her career. .o the employees automatically take interest in
learning.
13 ProBide appropriate learning option!
&n case of appropriate learning, P56 is offering only two options. 1ne is in its factory
position and other outside the organi2ation. 1ther option is off>the>:ob training
programme which also make the future of the employees independently to P56.
)3 Manage learning e%%ectiBely
An agenda is finali2ed 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 EBalation
1n the recommendation of the reporting officer training programmes are designed and
$e!ign of the programmes according to the le'el of employees and budget for training.
Training programmes ha'e also different methods for implementation. According to
designed programmes and budget aspects trainers are hired and internal section do the
planning. Most of the groups training is gi'en in the Aditorim o% PEL and indi'idual
training are gi'en through eAternal !orce! li>e LUMS4 UMT and %oreign contrie!.
The best method is used for training for best learning of employees. Training channels
used in P56 are Pre!entation! o% compter !lide!4 adio Bi!al and late!t eDipment
and tec#nology %or tec#nical !ta%%3
After the completion of the training employees are EBalated through 5'aluation form
and normally training re!lt! otcome a%ter - mont#! at lea!t3
03
The Report
TRAININ= NEE$ 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 8AnneAre/=93 After T7A forms
collection 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
00
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"HNI:UES '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 organi2ation.
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 eAamination!: 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
09
The Report
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 InterBie?ing: &n P56 as well as in all the organi2ation in the world this techni*ue is
used 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
1pinions 'alues
#abits
Perceptions
0;
The Report
)9 O&!erBation: This 8ompany has also solution of the de'elopment problems apparent
only through systematic care obser'ations is done which help for de'elopment.
1bser'ing a regular management meeting, watching a .uper'isor4Manger4#1- 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#1- 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 $iary Met#od : &n this company .uper'isor4Manger4#1- also record the
acti'ities o'er gi'en period of time, selecti'ely or be confined to e'ents regarded as
critical incidents can be done by diary method. .o this approach is also a good
de'elopment techni*ue to achie'e the ob:ecti'es of P56.
,9 Management &y O&5ectiBe! 8MBO9:
!asically in P56 employees are e'aluated by how well they accomplish a specific set of
targeted4assigned ob:ecti'es to be critical in the successful completion of their :obs.
79 Sel% A!!e!!ment:
This is a method in P56 by the order of #, department for self>assessment through
which an indi'idual will sa'e his4her career by a'ailing the opportunity to test present
skills in an en'ironment where he4she fails. .o it helps to de'elop e(isting skills.
0A
The Report
6+9 "areer Planning:
)here the .uper'isor4Manger4#1- of the P56, compulsory to described ob:ecti'esL
there he has to also described the performance, beha'ior, competence and training need
or the indi'iduals for career planning.
669 Action Learning: &n real life e(periential learner is using real>life e(periences to
change beha'ior or attitudes, also uses element of action learn learning. #owe'er, when
describing e(periential learning we ha'e in mind not a set of techni*ues or a type of
program but a broad concept of utili2ing real>life e(perience to learning. Action learning
comprises a set of logically interconnected acti'ities that are structured specifically of
achie'ing personal learning and organi2ation change.
6*9 Training %rom a&road:
&n P56 5mployees are also trained by international training seminars, session and
institutions in respect of o%%/t#e/5o& training. 1nly ?M le'el M0$ employees go to
abroad for training to remain in>touch with latest technologies and according to the
re*uirements of the organi2ation. All the e(penses are compensated by the P56. &n
1ctober, 2DD= Mr3 @aDar 0#adim4 Head HR went to abroad to attend the &nternational
#, .eminar in ?ermany for 1D days.
8B9 TE"HNI:UES 'OR =ROUP $E;ELOPMENT
After the sorting and analysis of T7A forms most of the employees fall in the same
category training. .o T/- section design the group plans for de'elopment of the
employees which are as follows@
69 =rop Meeting!
An e'aluation method that places employee into a particular classification, such as
*uartiles meeting in P56 . &t re*uires the e'aluator to place employees into a particular
classification, such as top one>fifth or second one>fifth.
0=
The Report
*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 .)1T 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 .)1T 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.
PERFORMANCE MANAGEMENT
0<
The Report
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
9D
The Report
P56 8ompany makes the personnel mo'ement to place employees in positions where
their effecti'eness is best utili2ed within the organi2ation. 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 organi2ation.
Internal AdBancement I 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 eBalation
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 E $eBelopment Proce!! 8PM$P9 in PEL
1nline 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$.
91
The Report
SETTIN= PER'ORMAN"E STAN$AR$S AN$ EHPE"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 1utstanding
3 Q 3ery ?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 $eBelopment9 in HR $epartment3
63 Leading E $eBeloping / "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 $elegation
5(ecuti'es Able to assign responsibilities according to the capabilities of indi'idual
92
The Report
subordinates and empowers them to perform. Manages his own annual
lea'es en:oys time out$.
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$. 5ncourages4organi2es 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. "tili2es team
memberCs skills. #elping the team members for enhancing their skills.
Managers
&n'ol'e others in own area and ideas. +eeps others informed. "tili2es 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 E Organizing
5(ecuti'es Plans ahead and demonstrates good organi2ing skills.
Managers Plans ahead and demonstrates good organi2ing skills.
,3 "ommnication
5(ecuti'es
Able to clearly communicate with others 'erbally and in written form. ?ood
in de'eloping the relation with others.
Managers
Able to clearly communicate with others 'erbally and in written form. ?ood
in de'eloping the relation with others.
73 Negotiation
5(ecuti'es
5(change 'iews and proposals with an eye to reach agreement by sifting
possibilities, proposals and pros / cons.
Managers
5(change 'iews and proposals with an eye to reach agreement by sifting
possibilities, proposals and pros / cons.
6+3 InitiatiBe E E%%ort!
5(ecuti'es
Able to come up with ideas to impro'e business and work practices where
opportunity arises.
663 Sel% Learning
5(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!
93
The Report
5(ecuti'es
5'aluate e(perience of self 4 others and create new learning opportunities
and learn from them.
Managers
5'aluate e(perience of self 4 others and create new learning opportunities
and learn from them.
623 Pro&lem SolBing E 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'es
Take care of his own health, follows daily4weekly e(ercise regime.
Participates in sports4games.
Managers
Take 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'es
Pro'ides high *uality ser'ices, processes, programs / products while
consistently seeking to impro'e outcomes and enhance ser'ice.
Managers
Pro'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 LeaBe Management
5(ecuti'es
5ncourages work>life balance by organi2ing lea'e plan for himself 4 his
Managers
5ncourages work>life balance by organi2ing lea'e plan for himself 4 his
Employee Strengt# and deBelopment Need!
90
The Report
,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 finali2ed.
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
finali2ed by #, department. &t is also kept in mind that the A4 B4 " E $ !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 $i!tri&tion %or *++./+,
!ell &ncrement
A 1DE 2DE
! 2DE 1;E
8 0DE 10E
- 2DE 12E
5 1DE D=E
%inally aggregate is made on percentage i.e. Promotion is 9E which will be add in
pre'ious salary.
EmployeeJ! "omment!
99
The Report
After filling of the form it is re'iewed by same employee and his comments are written
on the report and forwarded to #, -epartment.
'inal ApproBal
#, gi'es the final appro'al of the employee performance on the &a!i! of concerned
officer recommendation, la!t per%ormance apprai!al 3 to 9 years$.
Tec#niDe! %or EBalation
.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
A. 5'aluate .electi'ely
63 @ritten E!!ay
P56 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#1- can see critical incidents by which the e'aluator will attention on
9;
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#aBiorally Anc#ored Rating !cale! 8BARS9
J.cales 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
9A
The Report
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 finali2ed 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.
IndiBidal 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% EBalator! 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
9=
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 organi2ations as well so by
using the multiple options by a senior staff members are e'aluate better.
.3 EBalate SelectiBely
!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 recogni2es that different organi2ational 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.
9<
The Report
EMPLOYEE COMPENSATION AND BENEFITS
To retain the employees within the organi2ation all the benefit are offered. The benefits
pro'ided>for under the Policy of P56 are 'oluntary and not construed to ha'e any
relation 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.
;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. 1ne 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 3ario
#onda 3T& 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 authori2ed lea'es of the indi'idual
;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
8AnnalISic>I"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.
;2
The Report
6ea'e 5ntitlement@
8ategory4 ?rade of
5mployees
Annual4.ick48ausal
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 1
st
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.
1ther following lea'e are@

Annual 6ea'e Trainees$
.hort 6ea'e
6ea'e without pay
.andwich #oliday
Public #olidays
8ompensatory 6ea'e
;3
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 $i!tr&ance
Allo?ance 63) Ba!il Salary9 to the employees in all ?rades.
63 Ho!e#old4 Per!onal Belonging Pac>ing E Tran!portation:
8ompany bear the cost of remo'al of material and also make arrangements for
truck or container for shifting to new location.
*3 TraBel "o!t:
8ost for employees and immediate family spouse / 8hildren$ are reimbursed
by the company. &n case of tra'eling by air is applicable$, employees are
rimbursed as@
.elf4 %amily > As per entitlement.
3. Ho!e Rent:
&n case of Ad'ance ,ent4.ecurity to get the ownership of the house,
8ompany pro'ide loan to the employee ma(imum of ; monthRs ad'ance$ which shall
be deducted from his4her salary in 12 e*ual installments.
MOTOR"<"LE LOAN 'OR EHE"UTI;E
;0
The Report
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!3Imont#
Billing limit 8%or !ale
and mar>eting !ta%%
R!3Imont#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 1fficer A-$ >>>> ;DD 7ot Allowed
B5 / below 3DD 3DD 7ot Allowed
;9
The Report
&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 I Ho!pitalization EApen!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 hospitali2ation 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.
;;
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 "oBer
%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
;A
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 immuni2ed 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 deliBery 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 deliBerie! 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:
;=
The Report
An employee and his4her dependents .pouse and children$ shall be entitled to
hospitali2ation for se'ere alignment, operation and accident within the following
rules.
Actual e(penses of the listed hospitals in ?eneral ward or e*ui'alent plus
medicines.
Actual e(penses of hospital in pri'ate room sub:ect to the Ma(imum room
charges of ,s. 2,DDD4> per day plus medicine.
The following hospitals ?o'ernment or Pri'ate for the purpose of these rules are treated
as standard #ospitals in 6ahore@
Mayo #ospital
?eneral #ospital
?ulab -e'i #ospital
Binnah #ospital
.halimar #ospital
8hildren #ospital
%atima Memorial #ospital
&ttefa* #ospital
6ady )illington #ospital
Pun:ab &nstitute of 8ardiology
.heikh Hayed #ospital
1r 5*ui'alent.
And employees are entitled to the reimbursement of medical e(penses incurred by
him4her, pro'ided he4she medical bills duly supported by rele'ant prescriptions$ issued
by ,egistered Medical Practitioners, ,egistered #akim or #omeopathic -octor, along
with cash memos$4 receipts etc.
;<
The Report
ORGANIZATION CAREER MANAGEMENT
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 organi2ation of P56 employees are changes their
:obs according to re*uirements of the organi2ation.
PROMOTION
Promotions are based on an indi'idualRs *ualifications, with emphasis on
abilities, 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 organi2ation change, opportunities for transfer and
promotion may be pro'ided to *ualified employees. Transfers is finali2ed 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 utili2ation of resources
8reate desirable working relationship among member of the
organi2ation, and
AD
The Report
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 including
management and non>management le'el$ of different cadre. The reason was
right si2ing of the organi2ation. 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 organi2ation.
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. 1nly a few cases of
A1
The Report
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 organi2ation, 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.
SeAal Hara!!ment: &t is a Physical immoral relation of employees in
organi2ation. 7o any employee in P56 has been terminated on basis of se(ual
harassment. 1ne 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 organi2ation.
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% ProBident '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.
A2
The Report
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.
A3
The Report
A0
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 organi2ation that represents workers and seeks to protect
their interests through collecti'e bargaining.K
Hierarc#y o% Non/EAectiBe 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.
TemporaryI 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.
A9
The Report
Pre!ident and =eneral Secretary
P56 6abour is well established under a Pre!ident4 Umer Saleemi and ?eneral
.ecretary
and 8ollecti'e !argaining Agent 8!A$.
;oting %or Election!: The president and general secretary is selected by the 'oting in
P56.
S#i%t
All the employees related to manufacturing do the work in three shifts.
@or>ing Hor!
There are total working hour in one shift. &f any worker does the work more than =
hour then his time for work is considered as o'ertime.
OBertime
After eight hours of duty the working time period is counting as o'ertime and this
factory is gi'ing e*ual rate wages per hour. !ut in some organi2ations o'ertime is
gi'ing with continuous increased wage rate per hours.
@age Rate
After the delectation of the Prime Minister of Pakistan on May D1, 2DD= P56 has also
upgraded their wages rate for labour i.e. ,s. ;,DDD.
La&or "ort "a!e!
Mr3 Saeed A#mad in &,/ A -epartment is handing the court cases.
A;
The Report
CRITICAL ANALYSIS OF THE THEORETICAL CONCEPTS
RELATING TO PRACTICAL EXPERIENCES
#, department does not e(ist in some of the organi2ations in Pakistan. They think that
#,P is only time wasting. &ts also reflects that #, department is e(ist only in well
established organi2ations as well as in growing le'el organi2ation as in P56. & ha'e
analy2ed 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 E 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 should
follow the following strategies to meet its 'ision statement of the P56.
#uman ,esource Planning .trategy
.trategic planning
AA
The Report
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! TrnoBer Record
P56 has no planning strategy so there is not e(istence of 5mployees Turno'er record.
This organi2ation 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 organi2ation and
turno'er chart shows less ratio of turno'er employees rather than actual.
AdBancement 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
A=
The Report
#uman ,esource -epartment and ultimately of the P56. #uman ,esource -epartment
should allocate resources for this purpose.
A<
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 organi2ation 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 #1-. 1n 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. 1nly ?M4#1- 8adre employees go abroad for training.
=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.
1n 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. 1'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.
=1
The Report
RECOMMENDATIONS
After doing the practical analysis is shall gi'e some most important recommendation for
P56 #, department section 'ise as follow@>
Policy ma>ing %or HR Planning
P56 is going on its own planning i.e. M!1s, but to meet its 'ision statement they should
make the policies for corporate le'el like
#uman ,esource Planning .trategy
.trategic planning
Recritment Bdget
P56 must plan a budget for recruitment so that financial budget can be controlled.
Online Application S&mi!!ion
There should be online submission system of the application for the 'acant :ob
positioning on its website.
Up/gradation RMS
The #uman ,esources -epartment software should take less time in recruitment and
training the staff.
Employee! TrnoBer "#art
P56 #, department should make the proper turno'er chart so that its planning strategy
can e(ist for record of its employees. %or proper working on employees rotation in
respect of 8adre, -esignation 5(ecuti'e, Manager$ -epartment, .eniority etc. then, #,
department has the proper record for #,P.
En#ance Training "enter!
More training centers should be established. &f there is lack of resources, it is difficult, the
training centers of the other organi2ations in the same capacity can be utili2ed by
determining the terms and conditions.
=2
The Report
Re%re!#ing "or!e!
,efreshing courses should be ade*uate and more fre*uent during the year.
"ompetitiBe EBalation &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
emphasi2ed.
"ompen!ation Section
P56 has not any proper system for compensation to employees so in #, -epartment
there must be a compensation management section.
ReBi!ion o% Pay Pac>age
Pay packages may be re'ised in the light of profit earned by the organi2ation.
'oc! on Retention o% Employee!
)hene'er there area section for compensation management in #, department then
thorough proper compensation employees are retained within the organi2ation and
turno'er chart will show less ratio of turno'er employees.
=3
The Report
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 organi2ation 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 organi2ation.
Spport "l& %ro Employee!
P56 should make the support club to retain the employees with the organi2ation like
T56571,, 75.T65 etc.
=0
The Report
REFERENCES AND SOURCES
BOO0 AUTHOR NAME
Managing #, )ayne %. 8ascio
Management .tephen P. ,obbins, Mary 8oulter
AUTHORIT< STATUS
#, 8oncepts Mr. )a*ar +hadim, #ead #,, P56
,ecruitment / .election Mr. .alman 8haudhary, Manger, ,/.$ .ection,
P56
Performance 5'aluation Mr. Sousuf Bamshed, AM, PM-P$ .ection, P56
Training / -e'eopment Mr. Ali +amran, AM T/-$ .ection, P56
6abour Mangement ,elations .her Af2al, Manger, &,/A$ .ection, P56
T#rog# @orld @ide @e&
www.pel.com.pk
=9
The Report
ANNEHURE I APPEN$I"ES
=;
The Report
8A9

=A
The Report
8B9
==
The Report
8"9
=<
The Report
Remaining Page! on EAcel S#eet
<D

Intership Energy Man Agm Net

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Intership Energy Man Agm Net

Uploaded by

Copyright:

Available Formats

The Report

AIOU INTERNSHIP REPORT

You might also like