Pelhrmbymr Fahim

Internship Report on PEL HR Department
MBA INTERNSHIP REPORT

PAK ELEKTRON LIMITED (PEL)
Specialization: Human Re ou!ce Mana"ement
P!e ente# to: $%ai!man Depa!tment o& Bu ine Su'mitte# '(: Name: Roll *: Re"i t!ation *: Mailin" A##!e : $ontact *: Mu%amma# )a%im A %!a& T+,-./0 -/1PKR1--23 S4O4 Section5 Pun6a' A em'l(5 T%e Mall5 La%o!e4 -3,71/+0/0,25 -2,18,--3,, A#mini t!ation
(Depa!tment o& Bu ine
A#mini t!ation)
ALLAMA I9BAL OPEN :NI;ERSIT<1 ISLAMABAD
M. FAHIM ASHRAF- MBA (HRM)(AIOU)
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. $irst of all % admit a receipt of all those who inspire and support me in a strengthened and groomed way, what % am today. % wish to place on record my indebtness to my parents for their continuous support and encouragement which % recei&ed during my academic career. % would like to e'press my gratitude to those people who pray for my success and help me throughout in study. % thank to my tutor Mu%amma# Azeem who always being with me and pro&ide me the academic, %slamic and moral lessons during my M A study. % am great and much obliged to Mr. (a)ar *hadim ("ead "+ ,epartment# who supported me in a &ery nice and sophisticated manner. % must say thanks also to "+ +ecruitment and -election team, Performance Management team, Training . ,e&elopment team and %ndustrial +elations team who guided me to share my theoretical concepts with practical training.
LIST OF CONTENTS
S!4 No4 7
, 3 2 + / 0 . 8 777 7, 73 72 7+ 7/ 70 7. 78 ,,7
TOPI$ %ntroduction
0&er&iew of the organi1ation 2ision -tatement 3 Mission -tatement 0rgani1ational -tructure "+ -tructure P45 "+ &ision and mission "+ Planning and $orecasting +ecruitment -election Training and de&elopment Training need assessment (T6A# 4mployee ,e&elopment Performance Management 4mployee 7ompensation and enefits 0rgani1ational career Management 5abour Management +elations 7ritical analysis of theoretical concept relating to practical e'perience 7onclusions +ecommendations +eferences and -ources Anne'ure
Pa"e No4 7
, + / / 0 77 78 ,/ 32 30 3. 23 +3 /3 /. 00, 02 00 0.
OBJECTIVES OF STUDYING THE ORGANIZATION
To analy1e my "+ concepts practically in a well esteemed organi1ation like P45 and compare it with other organi1ations To re&iew the functional hierarchy of the P45 and its "uman +esource Management ,epartment Analysis of "+ Mission 3 2ision 3 -trategy3 0b9ecti&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 7ompensation enefits of the P45.
To conduct strength, weaknesses, opportunities and Threats (-(0T# analysis of "+ ,epartment policies To put the suggestions and recommendations for further impro&ements of "+M initiati&es
INTRODUCTION
SAI=OL =RO:P PRO)ILE %n 1;8<, the -aigols migrated from 7alcutta and initiated their business in 5yallpur (later named to as $aisalabad#, the te'tile city of Pakistan, under the banner of *ohinoor %ndustries 5imited. The -aigols set up the first ma9or te'tile unit = The *ohinoor Te'tile Mills under the umbrella of *ohinoor %ndustries 5imited. 7urrently -aigol >roup consists on the following companies? *ohinoor Te'tile Mills Pa> Ele>t!on Limite# (PEL) -aritow -pinning Mills A1am Te'tile Mills *ohinoor Power 7ompany 5imited *ohinoor 4nergy 5imited
PAK ELEKTRON LIMITED (PEL)

Pak 4lektron 5imited (P45# is the pioneer manufacturer of electrical goods in Pakistan. %t was established in 1;:@ in technical collaboration with M3s A4> of >ermany. %n 0ctober 780.5 the -aigol >roup of 7ompanies purchased ma9or shares of Pak 4lektron 5imited. -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 9uncture, the company was only manufacturing t!an &o!me! and
?itc%"ea! 4 (ith the -aigols in management, P45 started e'panding its product range by entering into Ai! $on#itione! manufacturing.
OVERVIEW OF THE ORGANIZATION

P45 has spread its business in all o&er the Pakistan by its display centers for electric and electronics goods. di&isions? A. Appliances ,i&ision . Power ,i&ision asically the company has di&ided its goods in two following
A4 APPLIAN$ES DI;ISION
This ,i&ision of P45 consists of appliances manufacturing.
Ai! $on#itione!
@in#o?1t(pe ai! con#itione! were introduced in 1;<1 in technical collaboration with >eneral 7orporation of Aapan. 4&er since their launch, P45 air conditioners ha&e a leading position in the market. P45 air conditioners cooling performance has been tested and appro&ed by 7opeland and %T- !-A. (ith the shift of users preference from window type to plit t(pe air conditioners, P45 has started manufacturing split type air conditioners. PEL Re&!i"e!ato! The manufacturing of refrigerators started in 1;<@=<B in technical collaboration with M3s %A+=-%5TA5 of %taly. 5ike the air conditioner, P45Cs refrigerators are also in great
demand. Today, P45 7rystal has /DE market share. %ts cooling performance is tested and appro&ed by ,anfoss, >ermany and its manufacturing facility is %-0 ;DD2 certified by ->- -wit1erland. PEL Deep )!eeze! P45 deep free1ers were introduced in 1;<B in technical collaboration with M3s Ariston of %taly. ecause of durability and high )uality, P45 deep free1ers are the preferred choice of companies like !nile&er.
B4 PO@ER DI;ISION P45 Power ,i&ision manufactures ene!"( mete! 5 t!an &o!me! 5 ?itc%"ea! 5 Kio > 5 compact tation 5 %unt capacito! 'an> etc. All these electrical goods are manufactured under strict )uality control and in accordance with international standards. P45 is one of the ma9or electrical e)uipment suppliers to (ater and Power ,e&elopment Authority ((AP,A# and *arachi 4lectrical -upply 7orporation (*4-7#, which are the largest power utilities in Pakistan. 0&er the years, P45 electrical e)uipment has been used in numerous power pro9ects of national importance within Pakistan. P45 has the pri&ilege of getting its e)uipment appro&ed and certified by well=reputed international consultants such as?
Preece, 7ardew and +ider, 4ngland "ar1a 4ngineering 7ompany, !-A -nam Progeti, %taly -ociete ,ume1m, $rance
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Miner . Miner %nternational %nc. !-A 4nsa, $rance %n spite of stiff competition from emerging local and multinational brands, P45 >roupCs appliances and electrical e)uipments ha&e remained in the spotlight due to constant inno&ation. -trategic partnership with multinationals of repute ha&e enabled the P45 >roup to incorporate new technologies into e'isting product ranges, thus gi&ing the Pakistani market access to inno&ati&e, affordable and )uality products.
O))I$ES LO$ATION
RE=ISTERED O))I$E 1B=A1i1 A&enue, 7anal ank, >ulberg=2, 5ahore. Tel? D82=:B1<2B8=:, :B1B/@8=: $a'? D82=:B1:1D: 4=mail? sharesFsaigols.com ISLAMABAD +oom G 18D8, 18th $loor >reen Trust Tower, lue Area Tel? D:1=22B/<:< $a'? D82=22B/<:< $HINA ;1D, 6o. 1DDB, Hhong -han 6aun 4r +oad
@ORKS 18*m, $ero1epur +oad, 5ahore Tel? D82=:<11;:1=B (B 5ines# (ebsite? www.pel.com.pk
KARA$HI *ohinoor uilding 2:=(est (harf +oad Tel? D21=22DD;:1=8 $a'? D21=2/1D//D A)=HANISTAN $lat G 1D/, 1st $loor, lock A Iaiser Market, *olola, Pushta,
-hanghai, china Tel? <@=21=@8:@B:// $a'? <@=21=:81D;;B1
*abul Tel? DD;/=B;<2@2;/
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VISION STATEMENT
JTo eAcel in p!oBi#in" en"inee!in" "oo# an# e!Bice t%!ou"% continuou imp!oBement4C
MISSION STATEMENT
To p!oBi#e Dualit( p!o#uct E e!Bice to t%e complete ati &action o& ou! cu tome! an# maAimize !etu!n &o! all ta>e%ol#e! t%!ou"% optimal u e o& !e ou!ce 4
To &ocu on pe! onal #eBelopment o& ou! emplo(ee to meet &utu!e c%allen"e 4
To p!omote "oo# "oBe!nance5 co!po!ate Balue an# a a&e ?o!>in" enBi!onment ?it% a t!on" en e o& ocial !e pon i'ilit(
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HR STRUCTURE
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HUMAN RESOURCE MANAGEMENT PROCESS IN THE ORGANIZATION

The "uman +esource ,epartment at P45 is engaged in the areas of +ecruitment . -election, Training . ,e&elopment, Performance Management, and 0rgani1ational ,e&elopment, and stri&es to align these functions with o&erall usiness -trategy. This organi1ation place great emphasis on People ,e&elopment so that people and the organi1ation perform at ma'imum capacity in a highly effecti&e manner.
HR ;i ion To achie&e the 4'cellence through inno&ati&e "+ Practices and continuously e'ceeding our people e'pectations.
HR Mi ion 0ur 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 7ollaborati&e (ork 4n&ironment that de&elopment that de&elops a culture of continuous learning De&inition o& Plannin" JA process that in&ol&es defining the organi1ationCs goals, establishing an o&erall strategy for achie&ing those goals, and de&eloping a comprehensi&e set of plans to integrate and coordinate organi1ational work.K
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HUMAN RESOURCE MANAGEMENT PROCESS IN PEL

Acti&ities necessary for staffing the organi1ation and sustaining high employees performance. Human Re ou!ce Plannin" (HRP) JAn effort to anticipate future business and en&ironmental demands on an organi1ation 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 ob9ecti&es positi&ely according to &ision and mission statement of the organi1ation 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 Plannin" an# )o!eca tin" 'a i on )i cal <ea! %n P45 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 0rgani1ational ,e&elopment# of "+ and after that "ead "+ make the finali1e the budget for the appro&al of owner &ia Managing ,irector. In PEL Human Re ou!ce Plannin" is done on the basis of O'6ectiBe or we can say in P45 management by 0b9ecti&es (M 0s#.
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Mana"ement '( O'6ectiBe (MBO ) A management system in which specific performance goals are 9ointly 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 Plannin" <ea! ,--.1,--8 Planning of this organi1ation basis on MBO . -ome of the main ob9ecti&es of "+ planning which ha&e been targeted in last year planning are as follows? En%ancement o& RMS (Rec!uitment Mana"ement S( tem) P45 has it own +M- which is used for hiring process and it is also used as a internal source of recruitment. 6ow the ob9ecti&es of +ecruitment and selection is completion of listing within +M-(listing module#, contact information 3 consultant information, system generated alerts, system generated correspondence and letters and reference check, generating the pool of 2D,DDD resumes, (target? :DDD resume in each )uarter# etc. (AnneAu!e1I)4 Pe! onal DeBelopment Third main ob9ecti&e of P45 +.- department is to implementation of producti&ity tools and techni)ues, personality assessments, impro&ing communication skills, 9ob analysis techni)ues, implementing stress management and time management and techni)ues. Rec!uitment $o t 4&ery organi1ation want to reduce the cost and enhance3 ma'imi1e profit so for the same purpose P45 is doing calculation of recruitment cost3other ratios related to +.(+esearch# and implementation.
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RMS Sel& e!Bice Mo#ule Another ob9ecti&e of P45 is the implementation of online short listing and %nter&iew scheduling, alerts . proacti&e notifications to "0, 3 >M, inter&iew e&aluations and testing . implementation
HUMAN RESOURCE MANAGEMENT PROCESS

T%e !elation %ip o& 6o' anal( i to HRP P45 has the total strength of :,DDD employees and its strength increased in season upto @,DDD. %n 9ob analysis, "+ ,epartment analy1e 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. 5ike, 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 +- emplo(ee on 78 Septem'e!5 ,--. for the right si1e of the organi1ation by doing the 9ob analyses. More understanding that to meet the challenges of the modern age, P45 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. T(pe O& Plan There are three main types of planning which are as follows? 1. -trategic 2. Tactical /. "uman +esources
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74 St!ate"ic Plannin" Hunan Re ou!ce Plannin" An approach to human resource management that has the goal using people most wisely with respect to the strategic needs of the organi1ation, ensuring that people from all le&els of the organi1ation are working to implement the strategy of the business effecti&ely. This type of planning relates to long=range process of setting organi1ational ob9ecti&es and deciding on action programs to achie&e those ob9ecti&es. This strategy effects also by the forecasts of economicsL technology and marketL and planning of organi1ationL in&estment and operations. As P45 is opening fi&e new display centers for home appliances (Air 7onditioner of (indow type and -plit type and deep $ree1er# and for power industry (energy meters, transformers, switchgears, *iosks, compact stations, shunt capacitor banks etc.# distribution in different city of Pakistan in summer 2DD;. $or these new centers /D people in number will be recruited and their skills will at managerial le&el, e'ecuti&e le&el and fresh graduates also. (ith opening fi&e new display centers how much 'u#"et an# num'e! o& manpo?e! will be re)uired by keeping in mind changing in industry or creating tomorrow for that most important points are? P%ilo op%(: %n home appliances industry it will make a contribution that people will get these appliances the same re)uirements which they re)uired at economical prices. )o!mulatin" i#entit( o& tatement5 pu!po e an# o'6ectiBe : According to mission statement of P45 display centers are ha&e the same mission to pro&iding electric goods and ser&ices by getting the customer satisfaction and ma'imum returns to all stakeholder with optimal uses. EBaluatin" t!en"t% 5 ?ea>ne e 5 an# competitiBe #(namic : %n appliances di&ision -trength of the P45 is that it is pro&iding the same capacity and power appliances as compare to its competitors (@A;ES E DA@LAN$E) and ha&e low prices also. -imilarly in power di&ision ma9or competitors are Simen (Pa>i tan)5 $limaA limite#5 Elmetec5 Al tom Pa>i tan5 E co!t Pa>i tan Limite#. 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
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and its brands are at growing le&el. 0&erall world crises will also affect the import and local purchase of raw material. 7hanging in demographics and the future composition of the workforce. Dete!minin" #e i"n: %n head office all components ha&e completed in Aanuary 2DD; and plans are at the end of the stage in Aanuary 2DD;. 4ach 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. DeBelopin" t!ate"ie : 0b9ecti&e of the organi1ation is measured in terms of )uality as well as )uantity. To enhance the sales of the organi1ation P45 is going to enhance the sales and to increase the &alue of share in market. DeBi in" p!o"!am : +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. 6ational -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. Aanuary 2DD;. ,4 Tactical Plannin" 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. 34 Human Re ou!ce Plannin" P45 "+ department plans parallel to the business plans. 5ike according to the business strategies of P45 that /D 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
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"uman +esource Management -ystem ("+M-# (AnneAu!e1= E H)4 -econdly, mostly used approach in P45 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 P45#. 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. P45 has a general &iew that se&eral interrelated acti&ities that together make up an integrated "+P system that includes? T%e !elation %ip o& Human Re ou!ce to St!ate"ic5 Tactical o! Ope!ational an# Annual Bu#"et Plannin": As mentioned abo&e that t!ate"ic plannin" perspecti&e is the long=rang planning (2 to : years#. %n P45 plans are made on the basis of strategic planning and relates with "+P. The main focal point is to analy1e the issues like assessing the management implication of future business needs, factors assessing e'ternal to the P45 (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.
St!ate"ic Plannin": Lon"1Ran"e Pe! pectiBe Ope!ational Plannin": Mi##le1Ran"e Pe! pectiBe Planned Programs +esources +e)uired 0rgani1ational -trategies Plans for entry into new business, ac)uisitions di&estitures Bu#"etin": Annual Pe! pectiBe udgets !nit, indi&idual performance goals Program -cheduling and assignment Monitoring and control of results
Bu ine Plannin" P!oce
7orporate Philosophy 4n&ironmental -can -trengths and constraints 0b9ecti&es and >oals -trategies
Human Re ou!ce Plannin" P!oce
I ue Anal( i
usiness 6eeds 4'ternal $actors %nternal -upply analysis Management implications
)o!eca tin" ReDui!ement

-taffing 5e&els -taffing Mi' (Iualitati&e# 0rgani1ation and 9ob design
Action Plan -taffing Authori1ations +ecruitment Promotions and transfers 0rgani1ational changes Training and ,e&lp. 7ompensations and enefits 5abour +elations
A&ailable3Pro9ected +esources 6et +e)uirements
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Tactical Ope!ational plannin" relates with "+P as forecasting of employees and employee demand. The ne't step after the process of forecasting is actions plan undertaken. Annual 'u#"etin" 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$ESS ALSO IN$L:DES: The general &iew suggested se&eral specific, interrelated acti&ities that together constitute an "+P system, they include? a) Talent %n&entory ') "uman +esources $orecast c) Actions plans #) 7ontrol and e&aluation (a) TALENT IN;ENTOR<: "uman +esource %nformation -ystem (HRIS) of P45 helps to collect the talent in&entory in all o&er the organi1ation. Talent in&entory is attention on accessing the current human resources (skills, abilities and potential# and attention to analy1e 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?= 7urrent position information Pre&ious position in the company 0ther significant work e'perience (e.g. other companies# 4ducation (including degrees, licenses, certifications# 5anguages skills and rele&ant international e'perience
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Training and de&elopment programmes attended 7ommunity or industry leadership responsibilities 7urrent and past performance appraisal data ,isciplinary actions Awards recei&ed
-o against the "+P of the P45 "+%- 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 P45 forecasting is done on the basis of one year planning instead of employees turno&er ratio. "ow much employees in the organi1ation will remain and after how much new employees to be hired3recruited by "+ department. %n fact, this organi1ation is managing all the "+ related issues with respect to ob9ecti&e of the organi1ation 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#. 5ess focusing on long term needs i.e. strategic planning.
METHODS TO FORECAST HR NEEDS There are two main methods to forecasting the "+ 6eeds which are as follows?= (i)1 )o!eca tin" Inte!nal Human Re ou!ce Suppl(:
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The most common approach for new hiring and recruiting employees is forecasting internal human resource supply. 7ruuent employees of P45 reflect the future supply of employees3labour. 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 hori1on, 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 ob9ecti&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. $u!!ent St!en"t%: 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 P45. Lo $oBe!a"e: !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. P45 make the succession plans by cutting cost of this loss. )ee#'ac>: %t is determined by PM, -ection by two ways? (1# 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 8 year forecasting. y forecasting the specific position re)uirements are the specific knowledge and skills, for the said purpose P45 make the indi&idual careers as well as for the de&elopment of its career also. (ii)1 )o!eca tin" EAte!nal Human Re ou!ce Suppl( As a part of the annual appraisal process, mangers identify those employees who are considered promotable with the ne't
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6aturally, P45 re)uired electrical graduates, business graduates and labour. -o the distribution of the work depends upon the pre=described criteria. PM, and +.- section (P45 "+ department# gi&e the second preference to this approach of forecasting. ut recruiting and hiring new employees is &irtually essential for P45 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 operations to normal workforce attrition. (iii)1 )o!eca tin" HR Deman# %n P45, "+ 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, si1e and types of contracts won or lostL and go&ernment regulations that might open new markets or close of old ones, 9ust to name a few. 7onse)uently, forecasts of "+ demand are often more sub9ecti&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. P45 select e'pert managers form corporate le&el planners like "ead "+, 6ational -ales Manger, ,> Marketing and >M Procurement etc. (c)1 Matc%in" )o!eca t Re ult to Action Plan Action plan : P45 is doing its best efforts to complete the pro9ect 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 P45 also train the other colleagues competencies by gi&en the special assignments under reporting officer. in case of e'pansion of
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$ont!ol an# EBaluation o& HRP S( 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 "+ ob9ecti&es. $eedback works as a backbone of the "+ system. The main purpose of this step is to guide the "+P acti&ities, identifying de&iations from plans and causes of those de&iations. PM- section monitors the performance under the performance e&aluation tenure ()uarterly#. Iuantitati&e ob9ecti&e maker the control an e&aluation process more ob9ecti&e and measure de&iations from desired performance more specifically.
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EMPLOYEE RECRUITMENT AND SELECTION IN PEL Rec!uitment JThe process of locating, identifying, and attracting capable applicants.K Dec!uitment JTechni)ues for reducing the labour supply within an organi1ation.K
PEL EMPLO<MENT POLI$< P45 recruit and staff the organi1ation 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 9ob. EDual emplo(ment Oppo!tunitie P45 pro&ides e)ual employment opportunity for all applicants and employees. %t maintain a policy of selecting, analy1ing, 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. 4mployee 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 9okes based on these or other personal characteristics are particularly offensi&e and unacceptable. -uch conduct will result in disciplinary action up to and including discharge.
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=!ieBance Re olution P45 has an FOPEN DOORC policy. The ob9ecti&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= P45 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$R:ITMENT P45 recruitment system is centrali1ed on "+ department which look after all recruitment acti&ities and pro&ides coordination to other departments in this regard. De i"nation $a#!e @i e (Mana"ement LeBel) M@? M:? M8? M2=M/? M1? 41? 42=4/? A4? M, >M . ,irector -r. Manager Manager Assistant Manager -r. 4'ecuti&e 4'ecuti&e Aunior 4'ecuti&e
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Go' Anal( i : JAn Assessment that defines 9obs and the beha&iors necessary to perform them.K "ead of department do the analysis of the section as well as his3her subordinates. "e knows &ery well where gap for proper or completer working is. To fulfill the re)uirements of his section ob9ecti&e which lead to company ob9ecti&es as well company mission statement and &ision statement, he fulfills the Man=Power +e)uisition $orm. T(pe o& ;acancie There are two main types of &acancies in P45 which are as follows? 6ew 2acancy +eplacement (4'isting position# Man Po?e! ReDui ition )o!m A re)uisition is appro&ed Man1Po?e! ReDui ition )o!m (MR)) in P45 and it is a formal document that authori1es the "+ department to initiate recruitment process for the filling of all re)uests for professional employees, permanent or temporary, the &acant positions. -ection %ncharge who re)uired candidate or candidates for a position, either based on new &acancy or replacement for producti&ity of the work, will fill the company re)uisition form. This form contains all the information about the criteria of the re)uired position such as number of position, title of position, grade, education, e'perience, age etc. 6ow this form is sent to "0,3>M of the concerned department for and "0,3>M will forward this form to "+ ,epartment (AnneAu!e1D). ReDui ition )o!m Su'mitte# to HR Depa!tment %n "+ ,epartment Manager +ecruitment and -election (Manager + . -# do the analysis of the re)uired position criteria mentioned on re)uisition form. 6ow this
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form will be forwarded for appro&al to concerned authority. %f the position >rade is Aunior 4'ecuti&e to 4'ecuti&e 1 (A4 = 41# then that position is appro&ed by "ead "+. %f the position is for a Manager (M1 to M:# then that position is appro&ed by the Managing ,irector (M,#. After the appro&al of &acancy or &acancies, re)uisition form is marked to Manager (+ . -#. 6ow he will start to search the candidate. Sou!ce &o! ;acancie &illin" Manager (+ . -# is using two main sources for filling of the candidate which are as follow? a# %nternal -ource b# 4'ternal -ource a) INTERNAL SO:R$E Emplo(ee Re&e!!al 4mployee referrals mean current employees pro&ide names of potential employees in e'change for a referral fee. %n P45, mostly recruitment is on basis of employees referrals but they do not pay fee to employees on their willing. Inte!nal Hi!in" (RMS o&t?a!e o& PEL) P45 has its own software for "iring named as +ecruitment Management -ystem (+M-#. %t contained about 2D,DDD resumes of all sectors related to company (AnneAu!e1I). ') EHTERNAL SO:R$E $irstly, "+ department do its best efforts to recruit employees through internal source because the cost is sa&ed in this source otherwise P45 "+ is using the following e'ternal sources for recruitment.
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$olle"e I:niBe! itie $resh graduates of 4ngineering 5ine are hired from !ni&ersity of 4ngineering, Ta'ila and 5ahore, >hulam %sha) *hand (>%*#. ut most of the students are hired from !4T Ta'ila. $or Management 5ine, students are hired from 6ational !ni&ersity (6!=$A-T#, 5ahore !ni&ersity of Management -cience (5!M-#, %nstitute of usiness Administration (% A#, !ni&ersity of the Pun9ab (P!#, Iuaid=e=A1am !ni&ersity, %slamic !ni&ersity, %slamabad. Inte!nee: The second way to hire the fresh >raduates3Master 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 9ob.
A#Be!ti ement in P!int Me#ia Print Media is also used in P45 for "iring through e'ternal sources. Ads are gi&en in O,aily AangO, O,aily ,awnO newspapers and also at international newspaper like O*halige TimesO. (AnneAu!e 1 B E $).
$ompan( @e' Site 6ew &acancies are also uploaded on web site of the P45 (www.pel.com.pkPcareer#. -o third way to fill the position is the company web site.
Emplo(ment A"encie P45 is hiring the employees through employment agencies. %t prepare the 9ob description and 9ob 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 P45 and the ne't all working responsibility depend on P45. The agency demand about one month salary of the candidate for payment.
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So!tin" !eceiBe# Re ume IApplication After the closing date of the submission of resumes3applications, + . - section 4'ecuti&es will sort the resumes on the basis of mentioned 7riteria for Aob description and Aob -pecification in Man Power +e)uisition form. (9uali&ication5 EApe!ience5 Speci&ie# ?o!>in" eApe!ience)4 Go' De c!iption: A written statement of what a 9obholders 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 9ob successfully. (AnneAu!e1G). (hene&er e'ecuti&es prepared the sorting list of )ualified candidates the list is gi&en to Manager + . -. So!te# Li t o& $an#i#ate &o!?a!#e# to HODI=M Manager + . - will forward the sorted list of candidates to concerned "0,3>M. "e3she will recommend the candidates and "+ department will calls to sorted candidates. Telep%onicall( Inte!Bie? An e'perienced person is selected in such type of inter&iew. %t about taking the &iews of the candidate and he is finali1ed 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 P45. $irst of all the profile description is described by candidate after that Manager asked the rele&ant )uestions of his 9ob and he calls him3her for further inter&iew3salary fi'ation etc. $all &o! Inte!Bie?ITe t to %o!t li te# can#i#ate "+ department will call to recommended candidates for %nitial %nter&iew with date and time.
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Te t: $resh candidates enter in P45 through a standard test which includes? Mathematics 4nglish >rammar >eneral *nowledge 7urrent 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 9ob applicants to ensure that the most appropriate candidates and hired. $!ite!ia &o! election: 7andidates are selected of the basis of Go' De c!iption and Go' Speci&ication4 Inte!Bie? Detaile# )o!m This form is 9ust like a +esume37.2. of candidate which contained personal profile, )ualification, -alary information, ma9or assignment and achie&ements, computer proficiency, Personal career &ision, inspirations, personal -.(.0.T. and personal life etc. Initial Inte!Bie? '( Mana"e! RE S 0n 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 E7: $irst inter&iew is conducted by the Manager (+ . -# with "+ representati&e (not below the ranked of the Assistant Manager# and concerned
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"0,. At the end of inter&iew it is decided that the candidate has recommended for selection or he3she is recalled for a nominated panel inter&iew. M7 an# a'oBe: the abo&e motioned inter&iew process (A4 to 41# is same for M1 and abo&e cadre (4'cluding Test#. %nitial is conducted by the concerned >M 3"0,, "ead "+ ,epartment and Manager (+ . -#. The inter&iew e&aluation form is same. %n some e'ceptional cases (An Aptitu#e Te t) can be conducted by the candidate.
Inte!Bie? EBaluation )o!m P45 is conducting a &ery good approach to e&aluate the candidates through a written criteria (%4$# form and this form (AnneAu!e1E E )) is filled by the "+ +epresentati&e in that %nter&iewer which includes like name of candidate and position applied for and others?= Pe! onal T!ait O' e!Bation: At the time of the inter&iew the candidate is obser&ed in personal traits like? Appearance 0bser&able traits -kills 7ompetencies Sala!( an# Bene&it : %t include the )uestions related to e'perience of candidate such asL 5ast salary drawn 4'pected salary Aoining ,ate
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Ratin": The e&aluation is done on the basis of rating in a numerical form likeL 1Q 2Q /Q 8Q :Q Poor -atisfactory >ood 2ery >ood 4'cellent
The most important points are also kept in mind which is?= +ecommendation for candidates? Additional 7omments $inal Appro&al +ecommended -alary and >rade DIS$ Anal( i : ,%-7 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 ,%-7 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 P45 the candidate is analy1ed on the basis of ,%-7 that the selected candidate will stay, if remain, for how much time, or not. , % 7 Panel Inte!Bie? -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. 0nly the recommended candidates by the first inter&iewer or short listed candidates are called for the nominated panel inter&iew.
Q Q Q Q
,ominance %nfluence -teadiness 7ompliance
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GE to E7: After the initial inter&iew the Manager (+ . -# and concerned "0, will recommend to >M 3 "ead "+ and Manager (+ . -# panel for selection or he3she is recalled for a final inter&iew. M7 an# a'oBe: After the initial inter&iew by the >M 3 "ead "+ 3 Manager (+ . -# will recommend to MDI Di!ecto! for selection or he3she is recalled for a final inter&iew. %f the candidate is finali1ed in all aspects of the inter&iew he is finali1ed at same time otherwise he is recommended for the final inter&iew. )inal Inte!Bie? GE to E7: %f the candidate is not finali1ed in all aspects of the inter&iew in panel inter&iew, he is finali1ed in this inter&iew. After the nominated panel inter&iew the Hea# HR IMana"e! (R E S) an# conce!ne# HOD will take final decision for confirmation or re9ection of the candidate. M7 an# a'oBe: %f the candidate is not finali1ed in all aspects of the inter&iew in panel inter&iew, he is finali1ed in this inter&iew. After the nominated panel inter&iew the "ead "+ will recommend to MD I Di!ecto! and ,I3 =M for final selection or re9ection of the candidate. %nter&iewee called from outstation is paid by bus3rail return fare.
Re&e!ence $%ec>in" After the confirmation of the employees the candidate can also be checked by his3her gi&en reference in 7.2. so that his beha&ior, attitudes and habits can be accessed. The best way to analyse the on=the=9ob employee candidate is that ask the last organi1ations about his employment history and his -(0T analysis )uestions.
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$on&i!mation o& $an#i#ate GE to E7: At this le&el of candidate is confirmation or re9ection of the candidate for employment is done by Hea# HR and =M. M7 an# A'oBe: At this le&el of candidate is confirmation or re9ection of the candidate for employment is done by MDI $EO4 Sala!( )iAation: 1 Hea# o& HR ,epartment in consultation with the concerned =ene!al Mana"e! 3 Hea# o& Depa!tment will determine the salary of new inductee. $ollowing factors may be kept in mind while determining the salary?= Iualification 4'perience >rade 4'isting salary structure of the company 3 ,epartment
Go' O&&e! Lette! 0n the final recommendation of "+ ,epartment, the candidates are offered a standardi1ed and confidentional offer letter for the selected which includes the followings? Position Title >rade Probation3training for the period of /3@ months 6ame of +eporting Manager Policies . Procedures Pro&ident fund as per 7ompany Policy
This letter is &alid for 3 #a( offer letter.
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Acceptance o& Go' The candidates will gi&e the acceptance of the agreement and his period of employment start and his3her probationary period as well as for confirmed employment. Me#ical EAamination The selected candidate after the acceptance is e'amined by the doctor of the P45 for a successful future with them. After the positi&e report the candidate will continue his3her ser&ice or is re9ected, if he3she is on negati&e report. The candidate is re9ected because at the initial stage as well as continuously will does the loss of the company. Emplo(ment )o!m Profile of the employee is recorded on the employment form which is normally mention in his +esume. Lette! o& Appointment The most important rules and regulation of the company is mentioned same as in letter of appointment like? Position Title >rade Probation3training for the period of /3@ months 6ame of +eporting Manager Policies . Procedures Pro&ident fund as per 7ompany Policy
GOB DES$RIPTION
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(ith the issuance of letter appointment, a proper letter is issued by +ecruitment . -election -ection of "+ department which includes the 9ob title, grade3le&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 9ob specification (AnneAu!e1 D)4 Goinin" Repo!t: 0n acceptance of the offer letter Aob ,escription and Aob -pecification the candidate will gi&e the 9oining report in writing. O!ientation %ntroduction of a new employee to his or her 9ob and the HR Policie of the organi1ation. $once!ne# Mana"e! eAplain a'out t%e Go' De c!iption and introduce with department. %t includes the orientation of the unit o& t%e PEL which is introduced by "+ representati&e. P!o'ation Pe!io# &o! EAecutiBeISenio! EAecutiBe Po ition : 1 $or employees up to 4'ecuti&e le&el the probationary period shall be 3 mont% with one1mont% notice pe!io# for separation. (T7IT,) is for / mont% . P!o'ation Pe!io# &o! Mana"e!ial Sta&&: 1 $or Management cadre the probationary period are / months with 3 mont% notice pe!io# for separation. Emplo(ee P!o'ation Repo!t: 1 %n order to make assessment of the new entrants, HR Depa!tment shall initiate Emplo(ee P!o'ation Repo!t5 this report shall be sent under confidential co&er to respecti&e >M3"ead of the ,epartment, for assessment and &iews. The same is returned to "+ ,epartment for issuance of confirmation letter as endorsed by the >M3"ead of ,epartment. ut the probationary period of trainee for management le&el i.e. Mana"ement T!ainee O&&ice! (MTO) and T!ainee En"inee!
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T!ainee Sala!( The salary of trainee is mentioned only as Ba ic ala!( in their software and he3she is not entitled to gain any benefits of the organi1ation. EAten ion in P!o'ation Pe!io#: 1 6ormally 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. $on&i!mationITe!mination A letter is issued by "+ which titled as F$ON)IRMATIONC after that the employee will get all the benefits of the organi1ation. i.e. asic -alary "ouse +ent Allowance !tilities 7on&eyance Allowance -pecial Pay
This letter is also contained his cadre, designation, salary amount and pro&ident fund contribution declaration. =!oup Li&e In u!ance (Met!opolitan $ompan() (hene&er the employee is declared as permanent, on the same day, his insurance day is start and his name is forwarded to Metropolitan 7ompany in the list of insured >roup employees of the P45. Human Re ou!ce Mana"ement S( tem (HRMS)4 All the acti&ities of the "uman +esource ,epartment is recorded and in P45 on their on "uman +esource Management -ystem (HRMS)4
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TRAINING AND DEVELOPMENT

T!ainin" Planned programs designed to impro&e performance at the indi&idual, group, and3or organi1ational le&els. DeBelopment The managerial function of preser&ing and enhancing employees competence in their 9obs through impro&ing their knowledge, skills abilities, and other characteristics T!ainin" an# #eBelopment P%a e o& T!ainin" The phase whose purpose is to design the en&ironment in which to achie&e the ob9ecti&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 P45 "+ department named as Training and ,e&elopment (T . ,# -ection headed by Assistant Manager (T.,# with assistance of / e'ecuti&e le&el employees. ,uring my internship % obser&ed that P45 has two types of employees, one is at management le&el (A4 to M@# and second is technical staff (-1 to 6>#. 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. 74 Ali"n lea!nin" ?it% 'u ine After assessing the T6A form, type of programme is finali1ed and his3her learning programme is aligned with business ob9ecti&es. -uch as Sale )o!eca tin" programme is aligned to enhance the business of P45 automatically.
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,4 Inte"!ate lea!nin" ?it% HR an# ot%e! 'u ine
p!oce e
,uring my internship, % obser&ed that the Sale )o!eca tin" programme was integrated with business ob9ecti&es that sales will increase the profit of P45 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. 34 $!eate a lea!nin" cultu!e This learning programme (Sale )o!eca tin") was arranged in Au#ito!ium of P45. They set the mind of the employees that learning is acti&ity will also be fa&ourable in their own career. 4mployees are gi&en certificate after the completion of training
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programme which build his3her career. -o the employees automatically take interest in learning. 24 P!oBi#e app!op!iate lea!nin" option %n case of appropriate learning, P45 is offering only two options. 0ne is in its factory position and other outside the organi1ation. 0ther option is off=the=9ob training programme which also make the future of the employees independently to P45. +4 Mana"e lea!nin" e&&ectiBel( An agenda is finali1ed 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 7ertificate. /4 Suppo!t application o& >ill in ?o!>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. T!ainin" De i"n5 Implementation Met%o# an# EBaluation 0n the recommendation of the reporting officer training programmes are designed and De i"n 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 Au#ito!ium o& PEL and indi&idual training are gi&en through eAte!nal ou!ce li>e L:MS5 :MT an# &o!ei"n count!ie . The best method is used for training for best learning of employees. Training channels used in P45 are P!e entation o& compute! li#e 5 au#io Bi ual an# late t eDuipment an# tec%nolo"( &o! tec%nical ta&&4 After the completion of the training employees are EBaluate# through 4&aluation form and normally t!ainin" !e ult outcome a&te! / mont% at lea t4
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TRAININ= NEED ASSESSMENT (TNA)

To assess the employees that what type of training employees need. %n P45, T., section has a from to asses the employees for training needs called Training 6eed Assessment (T6A# form e.g. form of 7ommunication -kills (AnneAu!e1=)4 After T6A forms collection T., section ad9ust the employees either for on=the=9ob or off=the=9ob training. T6A form contain competencies of the employees like knowledge, skills (technical also#, &alues, attributes and communication skills. T(pe o& T!ainin" The following 1@ main types of On1t%e16o' T!ainin" ad9ust all the employees in P45 because these training programmes lead to mission and &ision statement of the P45. (Anne'ure=5# "+ -kills for 5ine Manager 5eadership Total Iuality Management 7ommunication -kills -trategy Making Problem -ol&ing 3 ,ecision Making -kills 7ommunication -kills $inancial -kills -upply 7hain Management uilding managerial 7ompetencies 5ean Manufacturing -ales forecasting Time 3 -tress Management Team uilding 6egotiation -kills $inance for 6on=$inance Manager M-= %ntermediate le&el
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M-= Ad&ance 5e&el EMPLO<EES DE;ELOPMENT
The ma9or techni)ues are using in P45 to de&elop employees are gi&en below? (A# ( # Techni)ues for %ndi&idual ,e&elopment Techni)ues for >roup ,e&elopment
(A)
TE$HNI9:ES )OR INDI;ID:AL DE;ELOPMENT 1# Go' Anal( i an# De c!iption: PM section of P45 "+ department do
assessment of the kinds of skills, knowledge, and abilities needed to successfully perform each 9ob in an organi1ation. Aob Analysis 7omponents P45 is focusing on following two ma9or components which defines as?
Aob description A written statement of what a 9ob holder does, how it is done, and why it is done
Tasks, duties and responsibilities that the 9ob entails.
Aob specification A statement of the minimum acceptable )ualifications that an incumbent must possess to perform a gi&en 9ob successfully
*nowledge, skills, and abilities re)uired of the 9ob holder
,) Te t an# 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
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strengths, weaknesses, past performance potential, and suggestions for impro&ement. The written essay re)uires no completes forms or e'tensi&e training to complete special test are Aptitude %ntelligence Ability interest test batteries
3)
9ue tionnai!e : ,uring and after training impel P45 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 Jyes3noK responses. The second type offers an opportunity to gi&e a more complete and comprehensi&e picture of a situation.
2)
Inte!Bie?in": %n P45 as well as in all the organi1ation 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 4&ents (ork results *nowledge beha&ior Attitudes 0pinions &alues "abits Perceptions
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+) O' e!Bation: This 7ompany has also solution of the de&elopment problems apparent only through systematic care obser&ations is done which help for de&elopment. 0bser&ing a regular management meeting, watching a -uper&isor3Manger3"0, dealing with people or problems, or obser&ing manager full time. /) $!itical Inci#ent : P45 also de&eloping its employees indi&idually by critical incidents, it is defined as? J4&aluating the beha&iors that are key in making the difference between e'ecuting a 9ob effecti&ely and e'ecuting it in ineffecti&ely.K $or the management de&elopment a -uper&isor3Manger3"0, see critical incidents by which the e&aluator attention on the beha&iors that are key in main the difference between e'ecuting a 9ob 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. 0) T%e Dia!( Met%o# : %n this company -uper&isor3Manger3"0, 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 ob9ecti&es of P45. .) Mana"ement '( O'6ectiBe (MBO): asically in P45 employees are e&aluated by how well they accomplish a specific set of targeted3assigned ob9ecti&es to be critical in the successful completion of their 9obs. 8) Sel& A e ment: This is a method in P45 by the order of "+ department for self=assessment through which an indi&idual will sa&e his3her career by a&ailing the opportunity to test present skills in an en&ironment where he3she fails. -o it helps to de&elop e'isting skills.
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7-) $a!ee! Plannin": (here the -uper&isor3Manger3"0, of the P45, compulsory to described ob9ecti&esL there he has to also described the performance, beha&ior, competence and training need or the indi&iduals for career planning. 77) Action Lea!nin": %n real life e'periential learner is using real=life e'periences to
change beha&ior or attitudes, also uses element of action learn learning. "owe&er, when describing e'periential learning we ha&e in mind not a set of techni)ues or a type of program but a broad concept of utili1ing real=life e'perience to learning. Action learning comprises a set of logically interconnected acti&ities that are structured specifically of achie&ing personal learning and organi1ation change. 7,) T!ainin" &!om a'!oa#: %n P45 4mployees are also trained by international training seminars, session and institutions in respect of o&&1t%e16o' t!ainin". 0nly >M le&el (M8# employees go to abroad for training to remain in=touch with latest technologies and according to the re)uirements of the organi1ation. All the e'penses are compensated by the P45. %n 0ctober, 2DD< M!4 @aDa! K%a#im5 Hea# HR went to abroad to attend the %nternational "+ -eminar in >ermany for 1D days.
(B)
TE$HNI9:ES )OR =RO:P DE;ELOPMENT
After the sorting and analysis of T6A 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? 7) =!oup Meetin"
An e&aluation method that places employee into a particular classification, such as )uartiles meeting in P45 . %t re)uires the e&aluator to place employees into a particular classification, such as top one=fifth or second one=fifth.
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=!oup P!o6ect : ,uring on=the=9ob training in P45 groups are assigned a pro9ect
like to opening a new unit for sale. Then -(0T analysis of the unit. -uch a group pro9ects ser&e a wide range of company ob9ecti&es. %n P45 two tend to pre&ail (i) a temporary group is established on a part=time basis, with the agreement and support of senior a management, (ii) a group is established with the combined ob9ecti&e of working on a practical problems and of learning specific skills in the course of this process.
2) Bu 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 /D employees stand in an unshaped form not in proper circle and they catch the ball to each other. After : minutes trainer make a group of only 1: employees and they catch ball each other. %n last, a group of only : 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 ob9ecti&e and will get their target with prescribed time period. -o this approach also de&elops the employees in management. +) T%e ca e Met%o# ,uring the training of sales forecasting program, % obser&ed that employees were assigned a case to enhance their sales by doing the -(0T 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.
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PERFORMANCE MANAGEMENT
Pe!&o!mance Mana"ement S( tem JA process of establishing performance standards and e&aluating performance in order to arri&e at ob9ecti&es human resources decisions as well as to pro&ide documentations to support those decisions.K
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P45 7ompany makes the personnel mo&ement to place employees in positions where their effecti&eness is best utili1ed within the organi1ation. 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 organi1ation. Inte!nal A#Bancement I P!omotion P45 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. Re"ula! pe!&o!mance eBaluation P45 holds regularly scheduled performance e&aluation. The first e&aluation takes place in / months after an employeeRs start dated to gi&e the employees a feel for who things are going early enough to make any necessary ad9ustment. %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 ad9ustments are considered at e&ery annual performance e&aluation. PER)ORMAN$E REPORTS @RITIN= ST<LE %n P45 performance report are written online in PM,P. Online &o!m are filled in its internal website and finally rating is done on the basis of competencies. Pe!&o!mance Mana"ement E DeBelopment P!oce (PMDP) in PEL
0nline forms are filled in P45. They ha&e their own internal online system which includes the following characteristics like? Performance reports include the following important particulars like? =ene!al In&o!mation o& Emplo(ee: %t includes the profile of the employee, appraisal status last year and name, %,, designation, cadre, section, education, 9oining date, pre&ious e'perience, last promotion (5ast3 6o. of promotion#.
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SETTIN= PER)ORMAN$E STANDARDS AND EHPE$TATION All the companies ha&e different standard for performance appraisal. %n P45, Performance -tandards are set on the basis of numerical rating form e.g. 8 / 2 1 Q Q Q Q 0utstanding 2ery >ood >ood 6eed %mpro&ement
Perromance reports writing include all competencies of the employee mentioned below are filled by the Repo!tin" O&&ice! of the employee and forwarded to Mana"e! (Pe!&o!mance Mana"ement an# DeBelopment) in HR Depa!tment4
74 Lea#in" E DeBelopin" 1 $olla'o!ation (ork or act 9ointly with others and establish a high le&el of moti&ation 4'ecuti&es commitment and producti&ity among them. (ork or act 9ointly with others and pro&ide supporti&e en&ironment by Managers securing necessary resources and remo&ing blocks to effecti&e working. "elps indi&iduals think through issues for themsel&es. ,4 $%an"e Mana"ement %mplementation of change initiati&es. -upports inno&ation and creati&ity 4'ecuti&es Managers and able to face challenges. +emains fle'ible to meet constantly changing and sometimes opposing demands. 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. 34 @o!> $oo!#ination $ollows instructions through a standard work processL performs routine 4'ecuti&es tasksL checks work for accuracy before completion of tasks 24 Dele"ation 4'ecuti&es Able to assign responsibilities according to the capabilities of indi&idual
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subordinates and empowers them to perform. Manages his own annual lea&es (en9oys time out#. Able to assign responsibilities according to the capabilities of indi&idual Managers subordinates and empowers them to perform. Manages his own annual lea&es (en9oys time out#. 4ncourages3organi1es lea&e plan for his3her subordinates and department. +4 Team ?o!> 4'ecuti&es Managers %n&ol&e others in own area and ideas. *eeps others informed. !tili1es team memberCs skills. "elping the team members for enhancing their skills. %n&ol&e others in own area and ideas. *eeps others informed. !tili1es team
memberCs skills. "elping the team members for enhancing their skills. /4 St!ate"ic T%in>in" 4'ecuti&es >i&e the suggestion for strategies. Anticipates needs, forecast conditions and plans keeping the o&erall Managers business strategy importance in mind. 04 Plannin" E O!"anizin" 4'ecuti&es Plans ahead and demonstrates good organi1ing skills. Managers Plans ahead and demonstrates good organi1ing skills. .4 $ommunication Able to clearly communicate with others &erbally and in written form. >ood 4'ecuti&es in de&eloping the relation with others. Able to clearly communicate with others &erbally and in written form. >ood Managers in de&eloping the relation with others. 84 Ne"otiation 4'change &iews and proposals with an eye to reach agreement by sifting 4'ecuti&es possibilities, proposals and pros . cons. 4'change &iews and proposals with an eye to reach agreement by sifting Managers possibilities, proposals and pros . cons. 7-4 InitiatiBe E E&&o!t Able to come up with ideas to impro&e business and work practices where 4'ecuti&es opportunity arises. 774 Sel& Lea!nin" 4'ecuti&es Managers Manages self to learn new things at work place and away from it. Manages self to learn new things at work place and away from it.
7,4 $!eatin" Lea!nin" oppo!tunitie
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4'ecuti&es Managers
4&aluate e'perience of self 3 others and create new learning opportunities and learn from them. 4&aluate e'perience of self 3 others and create new learning opportunities and learn from them.
734 P!o'lem SolBin" E #eci ion ma>in" ,ecisi&e action within an accepted time frame, effecti&ely choosing 4'ecuti&es between alternati&es, decision well under se&ere pressure. ,ecisi&e action within an accepted time frame, effecti&ely choosing Managers between alternati&es, decision well under se&ere pressure. 724 Healt% $on ciou ne Take care of his own health, follows daily3weekly e'ercise regime. 4'ecuti&es Participates in sports3games. Take care of his own health, follows daily3weekly e'ercise regime. Managers Participates in sports3games. 7+4 $la!it( o& T%ou"%t 4'ecuti&es Anticipates needs, forecast conditions, plans and thinks logically. Managers Takes responsibility in mo&ing the company to wards its &ision 7/4 9ualit( Pro&ides high )uality ser&ices, processes, programs . products while 4'ecuti&es consistently seeking to impro&e outcomes and enhance ser&ice. Pro&ides high )uality ser&ices, processes, programs . products while Managers consistently seeking to impro&e outcomes and enhance ser&ice. 704 Empat%( 4'ecuti&es ,emonstrates genuine concern for others and respects and &alues people. ,emonstrates genuine concern for others and e'pends considerable effort to Managers understand the real needs, concerns and feelings of others and assist them without e'pectations of rewards. 7.4 LeaBe Mana"ement 4ncourages work=life balance by organi1ing lea&e plan for himself 3 his 4'ecuti&es subordinates and department. 4ncourages work=life balance by organi1ing lea&e plan for himself 3 his Managers subordinates and department. Emplo(ee St!en"t% an# #eBelopment Nee#
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+eporting officer will also recommend for employee strength and de&elopment and will forward his re)uest to "+ department then "+ department will take the final decision on those competencies of the employee. Recommen#e# T!ainin" A!ea Training areas are defined by the reporting officer and according to T . , department his schedule for training is finali1ed. P!omotion Recommen#e# Iuarterly appraisals shows the employee status and finally concerned Authority recommend for promotion or not. Sala!( Inc!ement -alary is increased on the basis of P!o&it Ma!"in, P45 criteria and policy, salary is finali1ed by "+ department. %t is also kept in mind that the A5 B5 $ E D is add in Ba ic Sala!( and A#6u tment is made as separate allowance. lock which shows the rating of the employees appraisal. At the time of increment of salary increment
Bell Di t!i'ution &o! ,--01-. ell A 7 , 4 1DE 2DE 8DE 2DE 1DE %ncrement 2DE 1@E 18E 12E D<E
$inally aggregate is made on percentage i.e. Promotion is :E which will be add in pre&ious salary. Emplo(eeJ $omment
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After filling of the form it is re&iewed by same employee and his comments are written on the report and forwarded to "+ ,epartment. )inal App!oBal "+ gi&es the final appro&al of the employee performance on the 'a i of concerned officer recommendation, la t pe!&o!mance app!ai al (/ to : years#.
Tec%niDue &o! EBaluation

-ome specific techni)ues in P45 are used for e&aluation of employeesR performance are gi&en below by which can be used by a manager? 1. (ritten 4ssay 2. 7ritical incidents /. >raphic +ating -cales 8. eha&ior Anchored +ating scales :. $orced 7omparisons @. Multiple option of 4&aluators like -enior -taff Member B. 4&aluate -electi&ely 74 @!itten E a( P45 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. ,4 $!itical inci#ent J4&aluating the beha&iors that are key in making the difference between e'ecuting a 9ob effecti&ely and e'ecuting it in ineffecti&ely.K $or the e&aluation of the employees performance in P45 company a super&isor3>M3"0, can see critical incidents by which the e&aluator will attention on
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the beha&iors that are key in main the difference between e'ecuting a 9ob 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. 34 =!ap%ic Ratin" Scale JAn e&aluation method in which e&aluator rates performance factors on an incremental scale.K Managers in P45 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 9ob knowledge is rated 1 (Jpoorly informed about work duties.K# to : (Jhas complete mastery of all phases of the 9obK#. 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 24 Be%aBio!all( Anc%o!e# Ratin" cale (BARS) J-cales that combine ma9or elements from the critical incident and graphic rating scale approaches? the appraiser rates the employees based on items along a continuum, but the points
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are e'amples of actual beha&ior on the gi&en 9ob 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 finali1ed by the Managers. +4 )o!ce# $ompa!i on The fifth one method for P45 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
=!oup O!#e! Ran>in": 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. 4&aluators are asked whether the employees ranks in the top : percent of the company, the ne't : percent, the ne't 1: percent, and so forth. ut in this type of performance appraisal, managers deal with all their subordinates therefore, if rater has 2D employees only 8 can be in the top fifth and, of course, 8 must also be relegated to the bottom fifth. In#iBi#ual !an>in": An e&aluation method that rank=orders employees from best to worst. %f the manager is re)uired to appraise /D 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. 4&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. /4 Multiple option o& EBaluato! li>e Senio! Sta&& Mem'e! $or the e&aluation of the P45 company employees as the number of e&aluatorsR increases, the probability of attaining more accurate information increases. %f rater error
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tends to follow a normal cur&e, an increase in the number of appraisers will tend to find the ma9ority 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 9udges 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 organi1ations as well so by using the multiple options by a senior staff members are e&aluate better. 04 EBaluate SelectiBel( 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 recogni1es that different organi1ational 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. 7on&ersely, the more le&els that separate the e&aluator and person being e&aluate, less opportunity the e&aluator has to obser&e the indi&idualRs beha&ior and, not surprising, the greater the possibility for inaccuracies.
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EMPLOYEE COMPENSATION AND BENEFITS

To retain the employees within the organi1ation all the benefit are offered. The benefits pro&ided=for under the Policy of P45 are &oluntary and not construed to ha&e any relation whatsoe&er to the determination of the amount of compensation paid to an 4mployee, or to any of the terms of 4mployment, 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. SKILL1BASED PA< A pay system that rewards employees for the 9ob 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 9ob in a higher grade or re= e&aluation of current 9ob to a higher grade because of a substantial increase in responsibilities. $ON)IDENTIALIT< O) SALAR< -alary is strictly treated as confidential. 4mployees do not discuss their salary with any one other than their super&isor or "+ department. HO:SIN= ALLO@AN$E All 4mployees are eligible to recei&e a "ousing Allowance of a percentage (8:E# of their asic -alary is determined by the "uman +esources ,epartment.
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:TILITIES ALLO@AN$E All 4mployees are paid a !tilities Allowance of their asic -alary, is determined by the "uman +esources ,epartment. (e.g. 4lectricity# BON:SES This company offers four bonuses to its employees. 0ne bonus is e)ui&alent to /D days basic pay. As the bonuses are gi&en / or 8 times in a year therefore the numbers of days changes.
$AR )OR MANA=ERS P45 offers the following models of car on installment with the ser&ice of / years and his installment is deducted from his salary. Mehran 7ultus 5iana "onda 7ity 2ario "onda 2T% PT
HAGG S$HEME Total @ (si'# employees (workers 3 staff up to 41# are sent e&ery year 4mployees are selected through balloting process 4mployees with minimum ser&ice of : years with P45 >roup are eligible fort this scheme 7ost of fares and stay in -audi Arabia during "a99 Period will bone by company -elected employees are pro&ided lea&e with pay during the period Theses lea&es are not deducted from authori1ed lea&es of the indi&idual
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=RO:P LI)E INS:RAN$E The company has assured all permanent employees in J>roup 5ife %nsuranceK. A comprehensi&e benefit co&erage policy has been undertaken with the spirit of concern and well being that the company cherishes for its employees. This policy co&ers? ,eath due to any cause Permanent, total . Partial ,isability enefit Accidental ,isability enefits ody %n9ury Accidents Total ,isablement Partial ,isablement 5oss of 5imbs
LEA;E 5ea&e is &ery important for smooth running of the business each department and for satisfaction of employees. P45 is compensating the following lea&es? Total lea&e ? %n P45, regular employees are entitled to total lea&e of T%i!t( (3-) ?o!>#a( (AnnualISic>I$au al) 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 /1 st of that year and theses are gi&en to him on completion of one yearRs ser&ice.
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5ea&e 4ntitlement? 7ategory3 >rade of 4mployees -taff >rade A4 and abo&e Annual3-ick37ausal 5ea&es /D Ma'imum Accumulation of 5ea&es ;D
After the completion of 12 months a continuous ser&ice, the abo&e mentioned lea&es(s# are credited to the employeeRs account, thereafter the credit of lea&e(s# are made on 1st Aanuary e&ery year.
4mployees ha&ing annual accumulation upto ;D days can get their lea&e encashed at any time lea&ing a balance of /D days minimum. ,uring probation, 4'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. 0ther following lea&e are? Annual 5ea&e (Trainees# -hort 5ea&e 5ea&e without pay -andwich "oliday Public "olidays 7ompensatory 5ea&e
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RELO$ATION ALLO@AN$E P45 may relocate from time to time any employee from his3her current location to any other region3city 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.
=!a#e A4=41 M1 M2= M/ M8 M: M@
Relocation Allo?ance /,DDD3= <,DDD3= 1D,DDD3= 1:,DDD3= 2D,DDD3= 2:,DDD3=
%n addition to this, company shall pro&ide a lump sum amount as a Di tu!'ance Allo?ance (74+ Ba il Sala!() to the employees in all >rades. 74 Hou e%ol#5 Pe! onal Belon"in" Pac>in" E T!an po!tation: 7ompany bear the cost of remo&al of material and also make arrangements for truck or container for shifting to new location. ,4 T!aBel $o t: 7ost for employees and immediate family (spouse . 7hildren# are reimbursed by the company. %n case of tra&eling by air (is applicable#, employees are rimbursed as? -elf3 $amily 34 Hou e Rent: %n case of Ad&ance +ent3-ecurity to get the ownership of the house, 7ompany pro&ide loan to the employee (ma'imum of @ monthRs ad&ance# which shall be deducted from his3her salary in 12 e)ual installments. MOTOR$<$LE LOAN )OR EHE$:TI;E = As per entitlement.
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Aunior
4'ecuti&e
and
4'ecuti&e
in
>rade
4=%%%
and
abo&e
working
in
Marketing
3 7ustomer -er&ices ,i&isions, where nature of 9ob entails tra&eling,
are entitled to Motorcycle under the sales3 After -ales froes -cheme. Aunior 4'ecuti&e 3 4'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 : years, Management may, in its direction, allow to purchase the motorcycle on book &alues plus lease charges. PRO;IDENT ):ND All permanent employees who ha&e completed their probation period are eligible to 9oin the >roupRs Pro&ident $und. The rate of contribution is 4mployee 4mployer 1DE of asic -alary 1DE of asic -alary
The entire amount of 4mployeeRs and >roupRs contributions together with interest is payable to the employees upon separation from ser&ices. Mo'ile P%one Polic( 4ntitle of Mobile phones and their billing is allowed to employees as mentioned in the following table. =!a#e M1=M@ 4/ to 41 -ales 0fficer (A,# A4 . below Billin" Limit R 4Imont% 1,:DD to /,DDD 1,DDD ==== /DD Billin" limit (&o! ale an# ma!>etin" ta&& R 4Imont%) 1,@DD to /,:DD 1,:DD @DD /DD Limit &o! Mo'ile P%one Set R 4 <DDD to 2D,DDD 6ot Allowed 6ot Allowed 6ot Allowed
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%n case of mobile set is stolen or snatched, employee (Manager# pro&ide the $%+ to enable the company to file the insurance claim. Manager is responsible to pro&ide $%+.
%n case of official foreign tra&el, managers pro&ide with international roaming facility and cost of official calls during foreign tra&el borne by the company o&er the limited mentioned abo&e.
Pri&ate %nternational calls are not co&ered in the abo&e limit and is borne by the Manager pri&ately. HEALTH POLI$<
Me#ical I Ho pitalization EApen e %n P45 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 2/ years# to maintain their good health and pay for costs incurred on medicines, medical ser&ices and hospitali1ation 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. :DD for Mangers and +s. /DD for 4'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 :DD for Mangers and +s. /DD for 4'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.
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The company make pro&ision to co&er the e'penses for ? All medicated toiletries 3 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 in9uries as a result of acti&ely participating in a criminal act. $or in9uries or diseases sustained as a conse)uence of attempted suicide, self= inflicted in9uries, or employeeRs own pro&ocation. $or health e'amination unless made in connection with an accidental body in9ure or sickness. 4'ecuti&esR le&el employees are restricted to purchase the medicine ma'imum to 1: days only. Dental $oBe! $ollowing dental care e'penses are not reimbursed. Tooth 4'traction -caling Accidental %n9ures Tooth ,ecay Treatment ,octor 7onsultancy $ee
4'penses related to the following categories are not co&ered ,entures 7osmetic -urgery races >old $illings
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Spectacle 6o 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. Immunization: 4mployees are immuni1ed against Typhoid, ,iphtheria, whooping 7ough, Tetanus and Polio. %n principle, the ser&ice is pro&ided free by the company. 7ertain types of treatment. e.g. 7osmetic -urgery are e'cluded from company medical scheme and employee e'pected to co&er himself3herself and their family under an insurance scheme for medical cost incurred whilst tra&eling pri&ately abroad. Mate!nit( Bene&it %n P45, 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 sub9ect to the following limits? No!mal #eliBe!( ca e con#ucte# '( Re"i te!e# Me#ical P!actitione! not le epidural. $a e o& complicate# #eliBe!ie !eDui!in" cae a!ian ope!ation t%e limit i a &ollo? : Actual e'penses of hospital in pri&ates rooms sub9ect to ma'imum room changes of +s. 2,DDD3= 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: t%an
MBBS: Actual e'penses sub9ect to ma'imum of +s. 1D,DDD e'cluding medicines and
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An employee and his3her dependents (-pouse and children# shall be entitled to hospitali1ation 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 sub9ect to the Ma'imum room charges of +s. 2,DDD3= per day plus medicine.
The following hospitals >o&ernment or Pri&ate for the purpose of these rules are treated as standard "ospitals in 5ahore? Mayo "ospital >eneral "ospital >ulab ,e&i "ospital Ainnah "ospital -halimar "ospital 7hildren "ospital $atima Memorial "ospital %ttefa) "ospital 5ady (illington "ospital Pun9ab %nstitute of 7ardiology -heikh Hayed "ospital 0r 4)ui&alent.
And employees are entitled to the reimbursement of medical e'penses incurred by him3her, pro&ided he3she medical bills duly supported by rele&ant prescription(s# issued by +egistered Medical Practitioners, +egistered "akim or "omeopathic ,octor, along with cash memo(s#3 receipts etc.
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ORGANIZATION CAREER MANAGEMENT

A se)uence of positions held by a person during his or her lifetime. EMPLO<EE GOB $HAN=ES Go' c%an"e ?it%in t%e o!"anization (ithin the boundary of the organi1ation of P45 employees are changes their 9obs according to re)uirements of the organi1ation. PROMOTION
Promotions are based on an indi&idualRs )ualifications, with emphasis on abilities, e'perience and performance, sub9ect to a &acancy in higher grade. There is no any hard and fast rule for promotion in P45 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. 6ormally a e'ecuti&e is promoted after the / year e.g. 4/ cadre employee after / years is in 42 etc. TRANS)ER
As the needs of the organi1ation change, opportunities for transfer and promotion may be pro&ided to )ualified employees. Transfers is finali1ed 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 utili1ation of resources 7reate desirable working relationship among member of the organi1ation, and
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Allow ma'imum indi&idual de&elopment when possible.
DEMOTION An employee may be assigned to a position with a lower le&el than the one he3she is currently occupying due to any of the following reasons? %nability to cope up with the re)uirements of his3her present position (poor performance# The current position is re=e&aluated downwards because of a change in the nature of the 9ob or marker conditions. ut there is no any single case of demotion in P45 that an employee has
been demoted.
SEPARATION
LA<O)) On 78 Septem'e!5 ,--. P45 ha&e -e&erance +- emplo(ee (including management and non=management le&el# of different cadre. The reason was right si1ing of the organi1ation. 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 / 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 organi1ation. TERMINATION A few 4mployees are also terminated form P45 on following basis. Mi con#uct: An employees who misconduct with the seniors or any other acti&ity against the company rules and regulations. 0nly a few cases of
BD
termination due to misconduct. -ome of the main following acts and omission are treated as JMisconductK in P45? 1. 2. /. 8. :. @. (illful insubordination or disobedience whether alone or in combination with others to any lawful and reasonable order of the superior. Theft, fraud or dishonesty in connection with employerRs business or property. Taking or gi&ing a bribe or any illegal gratification. "abitual late attendance. $re)uent repetition of any omission. willful concealment of information about indi&idual within or outside the company and any outside organi1ation, 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. SeAual Ha!a ment: %t is a Physical immoral relation of employees in organi1ation. 6o any employee in P45 has been terminated on basis of se'ual harassment. 0ne reason for this case is that policies of the P45 is too much strictly implemented in such a caseL and second, there are a few females in this organi1ation. Ne"li"ence: 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& te!mination no cont!i'ution o& P!oBi#ent )un# i ma#e4 RESI=NATION ;olunta!( Re"i t!ation: 4mployees who resign are e'pected to gi&e their super&isors written notice of /D (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 one3two monthRs gross salary in lieu of notice.
a.
B1
b.
=!oup Initiate# Te!mination: 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 and3or other company property and 3or 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 FEmplo(ee )inal ettlement )o!mC therefore be completed. Re1Emplo(ment $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.
B2
B/
/)
LABOR MANA=EMENT RELATIONS
M!4 S%e! A&zal is the "ead of %ndustrial +elations and Administration (%+.A# ,epartment. All the labour related matters are handled by %+. A ,epartment. La'ou! :nion JAn organi1ation that represents workers and seeks to protect their interests through collecti&e bargaining.K
Hie!a!c%( o& Non1EAecutiBe Sta&& -1 -2 -/ 71 6> -uper&isor 1 -uper&isor 2 -uper&isor / 7lerical 1 6on= >rade ((orker#
T(pe o& @o!>e!: Total 8,DDD workers are working in this factory and it this strength increased in season about 1,:DD workers more. Tempo!a!(I Sea onal @o!>e! -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 P45 re)uire more worker than in routine work. -imilarly its sales leads to enhance the profit. Pe!manent @o!>e! 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.
B8
P!e i#ent an# =ene!al Sec!eta!( P45 5abour is well established under a P!e i#ent5 :me! Saleemi and >eneral -ecretary and 7ollecti&e argaining Agent (7 A#. ;otin" &o! Election : The president and general secretary is selected by the &oting in P45. S%i&t All the employees related to manufacturing do the work in three shifts. @o!>in" Hou! 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. OBe!time 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 organi1ations o&ertime is gi&ing with continuous increased wage rate per hours. @a"e Rate After the delectation of the Prime Minister of Pakistan on May D1, 2DD< P45 has also upgraded their wages rate for labour i.e. +s. @,DDD. La'ou! $ou!t $a e M!4 Saee# A%ma# in %+. A ,epartment is handing the court cases.
B:
CRITICAL ANALYSIS OF THE THEORETICAL CONCEPTS RELATING TO PRACTICAL EXPERIENCES "+ department does not e'ist in some of the organi1ations in Pakistan. They think that "+P is only time wasting. %ts also reflects that "+ department is e'ist only in well established organi1ations as well as in growing le&el organi1ation as in P45. % ha&e analy1ed the following main points?
Emplo(ee 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 P45, "+ department there is no any 4mployees +elation -ection by which problems of the employees can be understand and sol&ed. This department will increase the efficiency of the P45 and ob9ecti&es of "+ are easy to achie&e as well as &ision statement of P45. P!ope! $ompen ation E Mana"ement 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 P45 in "+ ,epartment. -o, % recommend that a 7.M section should be introduced under umbrella of "+ department.
No Polic( &o! HR Plannin" P45 has no any policy for "+ operations. According to theoretical study company should follow the following strategies to meet its &ision statement of the P45. "uman +esource Planning -trategy -trategic planning
B@
No Rec!uitment Bu#"et P45 has no any recruitment budget for recruitment that finance cab be controlled. Lo?1"!a#e RMS The "uman +esources is at low grade there a lot of facilities in +M- software but they are using its completely. No an( Emplo(ee Tu!noBe! Reco!# P45 has no planning strategy so there is not e'istence of 4mployees Turno&er record. This organi1ation has no proper working on employees rotation and P45 is not making e'act employees turno&er in respect of 7adre, ,esignation (4'ecuti&e, Manager# ,epartment, -eniority etc. where its software includes all the operations. -o, "+ department must design turno&er chart. No p!omotion $!ite!ia Polic( P45 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 P45 has not any proper system for compensation to employees so in "+ ,epartment there must be a compensation management section. )ocu on Retention o& Emplo(ee (hene&er there area section for compensation management in "+ department then thorough proper compensation employees are retained within the organi1ation and turno&er chart shows less ratio of turno&er employees rather than actual. A#Bancement in $ompute!ize# @o!>in" This is the era of %nformation Technology. The functions and procedures of the P45 should be con&erted from manual to the automatic. %t will enhance the performance of the
BB
"uman +esource ,epartment and ultimately of the P45. "uman +esource ,epartment should allocate resources for this purpose.
B<
CONCLUSION
,uring the internship, % percei&ed conclusion that P45 "+ ,epartment is at growing le&el. asically "+ department support the other departments to sol&e the problems efficiently and effecti&ely. %n P45, "uman +esource Planning is done on the basis of ob9ecti&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. $irst, in case of "+P, P45 "+ ,epartment is not working on annual basis that how much manpower (employees# are re)uired at right place and at right time so that ob9ecti&es of the organi1ation can be achie&ed efficiently and effecti&ely. 7urrently, +.- section is working on the basis of M+$ (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 P45, 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, P45 is doing well working on its software i.e. PM,P (Performance Management and ,e&elopment Program#. PM section of P45 "+ 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 "0,. 0n 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. 0nly >M3"0, 7adre employees go abroad for training.
B;
$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. 0n 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, P45 is ser&ing as a good partner in industrial sector of Pakistan. 0&erall it is considered at middle le&el in industrial sector after -%M46- 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.
<D
RECOMMENDATIONS
After doing the practical analysis is shall gi&e some most important recommendation for P45 "+ department section &ise as follow?= Polic( ma>in" &o! HR Plannin" P45 is going on its own planning i.e. M 0s, but to meet its &ision statement they should make the policies for corporate le&el like "uman +esource Planning -trategy -trategic planning
Rec!uitment Bu#"et P45 must plan a budget for recruitment so that financial budget can be controlled. Online Application Su'mi ion There should be online submission system of the application for the &acant 9ob positioning on its website. :p1"!a#ation RMS The "uman +esources ,epartment software should take less time in recruitment and training the staff. Emplo(ee Tu!noBe! $%a!t P45 "+ 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 7adre, ,esignation (4'ecuti&e, Manager# ,epartment, -eniority etc. then, "+ department has the proper record for "+P. En%ance T!ainin" $ente! More training centers should be established. %f there is lack of resources, it is difficult, the training centers of the other organi1ations in the same capacity can be utili1ed by determining the terms and conditions.
<1
Re&!e %in" $ou! e +efreshing courses should be ade)uate and more fre)uent during the year. $ompetitiBe EBaluation '( PMD The proper and competiti&e e&aluation of the methods and procedures adopted by other competitors will enhance the performance of "uman +esource ,epartment. P!omotion $!ite!ia Polic( The promotional criteria by the "uman +esource ,epartment should be defined and be as per rules. A"ent &o! P!omotion Policie Agents for the promotion of the P45 policies and to facilitate the customers by the "uman +esource ,epartment may be appointed with proper check and balance system. Emp%a ize# on Et%ical ;alue ,uring the training by "uman +esource ,epartment the ethical &alues should be more emphasi1ed. $ompen ation Section P45 has not any proper system for compensation to employees so in "+ ,epartment there must be a compensation management section. ReBi ion o& Pa( Pac>a"e Pay packages may be re&ised in the light of profit earned by the organi1ation. )ocu on Retention o& Emplo(ee (hene&er there area section for compensation management in "+ department then thorough proper compensation employees are retained within the organi1ation and turno&er chart will show less ratio of turno&er employees.
<2
St!ictl( Implementation on HR Policie P45 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. 4mployees in "+ department must ha&e complete knowledge of Manual and implementation. One @in#o? Ope!ation "uman +esource ,epartment may ad&ice and train employees for one window operation in order to reduce the time and conser&e the resources. 9ua!te!1Ba e# Meetin"? %n o&erall company schedules are not set for meetings. (eekly, monthly and )uarterly meeting must be done to discuss the ob9ecti&es of the business and achie&ed the target of the organi1ation with prescribed time period. E#ucation Allo?ance &o! Emplo(ee an# t%ei! $%il#!en % recommend that P45 must determined the education allowance for employees as well for their children to retain the employees with the organi1ation. Suppo!t $lu' &!o Emplo(ee P45 should make the support club to retain the employees with the organi1ation like T45460+, 64-T54 etc.
</
REFERENCES AND SOURCES
BOOK Managing "+ Management
A:THOR NAME (ayne $. 7ascio -tephen P. +obbins, Mary 7oulter
A:THORIT< "+ 7oncepts +ecruitment . -election Performance 4&aluation Training . ,e&eopment 5abour Mangement +elations
STAT:S Mr. (a)ar *hadim, "ead "+, P45 Mr. -alman 7haudhary, Manger, (+.-# -ection, P45 Mr. Sousuf Aamshed, AM, (PM,P# -ection, P45 Mr. Ali *amran, AM (T.,# -ection, P45 -her Af1al, Manger, (%+.A# -ection, P45
T%!ou"% @o!l# @i#e @e' www.pel.com.pk
<8
ANNEH:RE I APPENDI$ES
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(A)
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(B)
<B
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Internship Report on PEL HR Department

MBA INTERNSHIP REPORT

(Depa!tment o& Bu ine

ALLAMA I9BAL OPEN :NI;ERSIT<1 ISLAMABAD

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

Internship Report on PEL HR Department

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

Internship Report on PEL HR Department

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

Internship Report on PEL HR Department

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

Internship Report on PEL HR Department

OBJECTIVES OF STUDYING THE ORGANIZATION

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

Internship Report on PEL HR Department

PAK ELEKTRON LIMITED (PEL)

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

Internship Report on PEL HR Department

OVERVIEW OF THE ORGANIZATION

This ,i&ision of P45 consists of appliances manufacturing.

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

Internship Report on PEL HR Department

Internship Report on PEL HR Department

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

Internship Report on PEL HR Department

-hanghai, china Tel? <@=21=@8:@B:// $a'? <@=21=:81D;;B1

*abul Tel? DD;/=B;<2@2;/

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

Internship Report on PEL HR Department

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

Internship Report on PEL HR Department

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

Internship Report on PEL HR Department

HUMAN RESOURCE MANAGEMENT PROCESS IN THE ORGANIZATION

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

Internship Report on PEL HR Department

HUMAN RESOURCE MANAGEMENT PROCESS IN PEL

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

Internship Report on PEL HR Department

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

Internship Report on PEL HR Department

HUMAN RESOURCE MANAGEMENT PROCESS

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

Internship Report on PEL HR Department

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

Internship Report on PEL HR Department

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

Internship Report on PEL HR Department

Bu ine Plannin" P!oce

Human Re ou!ce Plannin" P!oce

)o!eca tin" ReDui!ement

A&ailable3Pro9ected +esources 6et +e)uirements

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

Internship Report on PEL HR Department

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

Internship Report on PEL HR Department

(b) FORECASTING HR REQUIREMENTS

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

Internship Report on PEL HR Department

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

Internship Report on PEL HR Department

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

Internship Report on PEL HR Department