You are on page 1of 10



Initial Approval: October 12, 1995
Revisions/Amendments Dates

January 01, 2005


July 01, 2009


July 01, 2014

This policy incorporates changes endorsed by the SPO Management Committee Approved by: Naseer Memon . Chief Executive .

THE HUMAN RESOURCE DEVELOPMENT (HRD) PLAN Pg 2 4. TRAINING NEEDS ASSESSMENT (TNA) Pg 1 3.TABLE OF CONTENTS 1. INTRODUCTION Pg 1 2. Exposure Visits Within SPO d) Study Support Pg 3 e) International Trainings / Learning Opportunities Pg 5 ROLES & RESPONSIBILITIES Pg 7 . TYPES OF TRAININGS Pg 2 a) In-Country Trainings Pg 3 b) In-House / Customized Trainings Pg 3 c) Pg 3 5.

TRAINING NEEDS ASSESSMENT (TNA) Training needs assessment is the determination of the difference between the actual condition (what is) and the desired condition (what shall be) in staff performance within an organization in terms of staff's knowledge. Most Important Work Performance Targets/ Add up Responsibilities Training Needed / Tools Priority Of Need High/Medium/Low Possible Mode (mini trainings. thoroughly enabling them to achieve their full potential. 2. secondments.1. while conducting the annual appraisals are expected to identify gaps and suggest training needs for staff based on their performance throughout the year. Supervisors. This plan should ideally be reviewed and measured on a quarterly basis. 2. At SPO. customized trainings. however staff is encouraged to find relevant fully or partially sponsored opportunities. The Human Resource Development (HRD) plan at SPO provides a framework for the development of its human capital and identification of skill requirements. skills and attitude. Based on that belief. preferably in house on job trainings. The senior management staunchly believes that without investing in its human resource. training requests sent by supervisors and departmental heads are also facilitated by the HR department keeping in mind the training requirements of staff. success cannot be achieved at any level. SPO’s management provides equal learning opportunities to its staff members through various national and international training courses. In addition to the training needs assessment form.1 Identifying and Assessing Training Needs Primary means of gathering training needs data is through the performance appraisal form. for individual development. in house solutions. The supervisor is also responsible for categorizing the type of training that would be suitable and also assign a priority rating to the training. job rotations. others) Part III of the Performance Appraisal form deals with the development needs of staff . INTRODUCTION SPO is committed towards the ongoing personal and professional development of staff. Foreign trainings are limited. Part III Professional Development Plan This section should include projected or key existing performance targets as well as suggested modes. Please identify the priority of need. In-country trainings include in-house sessions. a majority of the training investments are made in within-country trainings and exposures. inter-regional / rotational exposures etc. exposures.

Training Particulars : Training title. for example. Training requests should be sent directly to the HR department with a recommendation by the supervisor / line Manager for further approval. The HR department will then process the request by weighing its priority and budgetary impact before forwarding it to the CE for a final decision. 4. TYPES OF TRAININGS Training courses are only one way of addressing the diverse training needs of staff. and conferences etc. symposiums. and other miscellaneous costs that are expected. The training resources are dependent on several factors. The HR department receives training requests by staff from time to time. there may be occasions when a training request may be postponed or refused due to other priorities. which may include in-country or international exposure visits and trainings. such requests include a desire to attend seminars. the form of desired training may vary with each particular case. The choice of training course alternative will depend on the type of training need determined by the TNA. agenda. and each category demands certain criteria to be deemed eligible. Consequently. While an annual HRD plan is in place to cater to the training needs of staff. the HR department after analyzing the TNA requirements loosely formulates an HRD plan for the year in coordination with the department heads. venue. budgetary constraints and the training priorities necessary to fulfill SPO's aims and objectives. duration and staff nominations ii. a majority of the trainings attended by SPO staff are request-based. The HRD plan is developed and implemented by the HR department considering budgetary allocations and the precedence of recommended training needs. logistical costs to be incurred. The essentials that the training request must address are: i. There are a range of training strategies available. THE HUMAN RESOURCE DEVELOPMENT (HRD) PLAN At the completion of the yearly performance appraisal of all SPO Staff. In addition. . per-diems. staff supervisors may also identify appropriate training avenues for their staff.3. including training fee. In these circumstances the CE has the final word. Training Relevance: A justification of the training need and expected outcomes iii. All training requests must include the requisite information pertaining to the training. Training Cost: A detailed breakdown of the costs that are associated with the training. Guidelines have also been developed for the various categories to provide a course of action in a range of circumstances.

b) In House/Customized Trainings Such trainings will be planned normally for group needs and will usually be clubbed with SMCs. In-house arranged TOTs. Visiting other regional offices and working in new environments will give staff a better understanding of each other’s working conditions. who will learn vicariously through their knowledge and experience. and not just an observer or a guest  At the end of the visit. In-country trainings can be identified through the various promotional material received by the HR department. Head of HR. and could serve as an effective way of mutual learning. teambuilding exercises. gender training etc. PRMs or some other gatherings of staff or by sending an in-house resource person to a specific centre to meet the group training need. These trainings will be attended by staff within Pakistan’s geographical boundaries and will not accompany any visa requirements. external contexts. and allow sharing of best practices across SPO centres. c) Exposure Visits within SPO SPO believes that there are a lot of learning opportunities within the organization if staff is extended the opportunity to visit other offices. or suggested by staff in their training requests.The types of training strategies can be classified under the following categories: a) In Country Trainings Trainings or workshops arranged by the different training institutions operating in Pakistan. General Guidelines for Rotational Exposures:  The exposure visits will be planned on the basis of different functions operating within a region  These exposure visits should preferably be planned for SPO offices in a different province than the one the staff is currently stationed at  The duration of the exposure visit shall be for a minimum of one week  Only one person will be allowed to be rotated from a specific function at a time  Specific outputs of the exposure visit will be agreed with the supervisor prior to rotation  The staff member visiting another centre will act as a team member under formal supervision of local leadership in the other region. and her/his supervisor . the staff member is required to submit a formal note of her/his learning to the Head of the host region. trainings for finance staff. are examples of such trainings. The senior staff can be used as mentors for the junior staff.

d) Study Support SPO provides study support to its staff members to enhance their qualifications and knowledge.  Staff members can apply for study grant within Pakistan if they are enhancing their qualification in the discipline that is directly related to their job  Only courses offered by educational institutions accredited by HEC will be considered for study support  In case of resource constraints. the level of support provided to the staff member may be increased to a maximum of 100% of the total cost  The approved cost shall only constitute the programme / tuition fee and it shall be reimbursed upon provision of evidence of successful completion of the term/semester. If a supervisor determines that special circumstances apply. degrees. preference will be given to women staff members  The CE may approve partial payment up to 80% of the total cost of courses undertaken by an SPO staff member within Pakistan. diplomas. the supervisor may recommend the payment of fees upfront or. Study assistance will cease upon cessation of employment . General Guidelines for Study Support:  Two years of regular employment with SPO is required to be eligible for study support  The proposed study programme should be relevant to one’s own work and the probable future role. where a program of study is identified as being essential or highly desirable for the staff member to undertake. Study Support refers to a program of study for the award of postgraduate qualifications. The staff member is responsible for paying any / all student amenities/services fee/annual membership fee and will be responsible for all other costs associated with the study program including text books and travel  An SPO staff member can avail such facility for a maximum of two times during his/her stay with SPO The following conditions will apply to the staff member after availing study support:  S/he has to serve SPO for at least two years after availing such facility. The decision will be taken on a case to case basis by CE on recommendation by the supervisor / functional managers  Where the staff member provides evidence of financial hardship. certificates or other approved qualifications. a higher level of support may be approved by the CE  Special consideration will be given to the financially constrained staff.

no reimbursement of costs is applicable  The staff member availing study support will be liable to provide SPO with a copy of the degree at the end of the program  If the employee is unsuccessful in achieving the degree. short course or any relevant learning opportunity outside Pakistan which is fully or partially funded / sponsored by external sources or through personal contribution by the staff member. seminar. 75% of all costs within 12 months ii. or relevant to SPO’s areas of work  The decision of the amount of partial support by SPO will depend upon the availability of funds. 50% of all costs if employment is ceased after 12 months and before 24 months iii. In the case where a staff member is ceasing employment due to involuntary reasons or redundancy. preference will be given to women staff members  SPO will provide full support to those who have not availed such opportunity for three years at least and have served with SPO for at least five years  SPO will provide partial sponsorship to those staff members who have served SPO at least two years  SPO may consider full sponsorship (subject to availability of resources) if an employee’s paper is accepted for presentation in any national/international conference/seminar and provided that the paper has relevance to SPO’s areas of . General Guidelines for International Opportunities:  Preferably relevant to one’s own work and probable future role. Reimbursement is retrospective following the successful completion of approved study  Repayment of staff study support costs are applicable to all staff that voluntarily ceases employment within two years of completing the relevant study units at: i.  In case of resource constraints. Continuing study assistance is subject to satisfactory progress in study (at least a pass level on all subjects) as well as satisfactory performance of duties. conference. the grant will not be continued for any following attempts at completion e) International Trainings / Learning Opportunities SPO encourages its staff members for any training.

training material / content and application for new learning by the relevant staff member. staff members will have to submit a return-from-training report. or deliver the same training to his/her relevant colleagues and staff members. expected learning and the follow up plan of application of newly acquired knowledge and skills  Upon return from an international exposure opportunity. The return-from-training report should include the key points of learning. . Approval for request for any next opportunity would be subject to proven benefit/application of the earlier availed learning opportunity  Staff availing this opportunity will have to sign a bond as per the following: o Serving at least six months in case of a partially sponsored opportunity or refund the amount in case s/he resigns within six month o Serving at least a year in case of a fully sponsored opportunity (by SPO) or refund 50 % of the cost in case s/he resigns within a year o Serving at least six months in case of a fully sponsored (from external sources) event or refund in full for any third consecutive opportunity within a same year. This will require prior consent from the management while submitting the paper so that management may review the paper and commit resources if available  The formal written request from the staff member duly recommended by the line manager for such an opportunity should include details of the relevance of the

propose areas for application of new skills and knowledge Prioritize and forward request to the C. ROLES AND RESPONSIBILITIES ACTIVITY RESPONSIBILITY Staff Member Supervisor HR Department Conduct an honest selfevaluation and discuss training needs with supervisor Register perceived staff training need in Annual Staff Appraisal Form Gather all staff TNA data for later use in HRD plan Training Strategy Will suggest training strategies to cater to the diverse training needs of staff Analyze suggested training strategies and improve for maximum impact Formation of Annual HRD Plan Facilitate HR by prioritizing training needs and aid in development of HRD plan Develop annual HRD plan in coordination with managers Training Needs Assessment Review and approve / modify Annual HRD Plan Manage all tasks pertaining to the practical implementation of the HRD Plan Implementation of HRD Plan Training Request Chief Executive Identify trainings / exposure opportunities that may contribute to enhancement of knowledge and skill development Review staff training requests and objectively recommend ones that affect perceived needs or growth opportunities Receive training requests and prioritize by analyzing the associated costs and benefits After successful completion of visit. Prepare and submit a formal learning report Identify staff for rotation and determine specific outputs from the visit Facilitate rotation requests by planning and coordination with Regional Offices Request trainings for staff to deal with severe changes in work variables or to adapt to emerging circumstances Plan and organize customized trainings for staff as required Review and approve customized training requests based on budget provisions Review and recommend staff requests.E . Facilitate staff members Review and approve international opportunities based on budgetary constraints Review and approve trainings recommended by the HR department based on budgetary constraints TRAINING TYPE Rotational Exposure Customized Trainings International Opportunities Submit a formal request to their supervisor with details of the learning opportunity and relevance .5.