Table of Contents

ACKNOWLEDGEMENT ................................................................................................................................... 2
PREFACE ........................................................................................................................................................ 3
COMPANY PROFILE: ...................................................................................................................................... 4
Introduction of the company: ....................................................................................................................... 4
Logo:.............................................................................................................................................................. 5
Vision:............................................................................................................................................................ 5
Mission: ......................................................................................................................................................... 5
Objectives: .................................................................................................................................................... 5
Products: ....................................................................................................................................................... 5
Services: ........................................................................................................................................................ 6
RECRUITMENT AND SELECTION .................................................................................................................... 7
RECRUITMENT............................................................................................................................................... 7
PROCEDURE OF RECRUITMENT AT STYLO: ................................................................................................... 7
SELECTION ..................................................................................................................................................... 8
PROCEDURE FOR SELECTION AT STYLO ........................................................................................................ 8
STRATEGIC ALLIGNMENT ............................................................................................................................ 10
TRAINING AND DEVELOPMENT .................................................................................................................. 13
DEFINITION: Performance Appraisal: ......................................................................................................... 14
Appraisal Process: ....................................................................................................................................... 14
Appraisal Process at Stylo: .......................................................................................................................... 16
Goal Setting:................................................................................................................................................ 16
Evaluation: .................................................................................................................................................. 16
Annual Confidential Report: ....................................................................................................................... 16
Supervisor’s Role:........................................................................................................................................ 17
APPRAISAL METHOD AND TOOLS RECENTLY BEING USED AT MIDDLE LEVEL IN STYLO: ........................... 17
ERRORS IN APPRAISAL TOOLS USED: .......................................................................................................... 17
APPRAISAL INTERVIEW: GENERAL PREFERENCES AT STYLO: ...................................................................... 17
MAJOR PROBLEMS IN APPRAISING EMPLOYEES AT STYLO: ....................................................................... 18
LEGAL AND ETHICAL ISSUES IN APPRAISING EMPLOYEES: ......................................................................... 18
COMPENSATION AND BENEFITS ................................................................................................................. 18
Importance of compensation and benefits ................................................................................................ 19

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Importance of Compensation and Benefits at Stylo Group ........................................................................ 19
Process to develop compensation and benefits plan ................................................................................. 20
COMPENSATION AND BENEFITS AT STYLO: ................................................................................................ 20
Establishing Pay Rates: ............................................................................................................................ 20
TRADITIONAL BASES FOR PAY AT STYLO:.................................................................................................... 20
BASES FOR INCENTIVE ....................................................................................................................... 20
LEGAL SIDE OF COMPENSATION AT STYLO: ............................................................................................... 21
Working Hours: ........................................................................................................................................ 21
Minimum wage rate:................................................................................................................................. 21
Payment of wages:..................................................................................................................................... 21
Fines: .......................................................................................................................................................... 22
Sickness Benefits: ...................................................................................................................................... 22
BENEFITS AT STYLO: .................................................................................................................................... 23
Insurance Benefits: ................................................................................................................................... 23
Education Allowance: ............................................................................................................................... 23
Provident Fund: ........................................................................................................................................ 23
Retirement Benefits: ................................................................................................................................. 23
Discretionary Benefits: ............................................................................................................................. 23
1. Protection Programs:........................................................................................................................ 24
2. Pay for the time not worked (Leaves and their types):.................................................................. 24
3. Services (Day Care Centers) ............................................................................................................ 24
Job Analysis……………………………………………………………………………………………………………………………………………25
CONCLUSION AND RECOMMENDATIONS:.................................................................................................. 30
ANNEXURE: ................................................................................................................................................. 32
QUESTIONS ASKED: ..................................................................................................................................... 31
REFERENCE LIST: ......................................................................................................................................... 33
APPENDICES: ............................................................................................................................................... 33
Appendix A: ................................................................................................................................................. 33
Appendix B .................................................................................................................................................. 34
Visting Cards: .............................................................................................................................................. 34
Organogram: ............................................................................................................................................... 35

1
ACKNOWLEDGEMENT

First of all, we thank ALLAH Almighty, who gave us power, wisdom and ability to complete the
task which was assigned to us. We are also grateful to our Course Instructor Ma’am Nighat
Ansari who gave us an opportunity to explore and polish our skills. We are obliged to Mr. Abid
Salar, Miss Zunaira and Mr. Ali Saqlain for providing us quality information about Stylo’s HR
functions.

“We dedicate our work & efforts first of all to Almighty Allah and His Beloved Prophet
(P.B.U.H) and our Parents with dedication, love and gratitude without whom caring support it
would not have been possible”

2
PREFACE
This report is about major HR functions that are being performed at Stylo. Ways and procedures

of performing those functions and how those functions are strategically aligned with the business

and corporate strategies.

3
COMPANY PROFILE:

Introduction of the company:

Stylo is derived from style. Stylo shoes was started in Lahore’s Anarkali Bazaar, in 1974.
Stylo has become one of the most recognized names in Pakistani footwear and has no intention
of slowing down. The brand has almost 127 stores in overall Pakistan. This phenomenal turn
around in the company’s fortune owes as much to the vision to the founder Izhar Hussain
Siddiqui. The organization has a workforce of 3,000 in its 11 departments. It is ISO 9001-2000
certified company, the brand never has, nor ever will compromise on quality.

A large part of Stylo’s successful journey as a reputable brand is its ability to stay on top
of the trends in a mercurial market. The brand has become quick at anticipating changes in
fashion and catering them with unparalleled swiftness. Also understanding the diversity of its
market, the brand promises a vast variety of its products. From casual flip-flops to professional
court shoes to jewel encrusted bridal-wear, this is a brand that can truly claim that its range is all
encompassing.

In the spirit of unceasing exploration and its core goal of staying a few steps ahead of the
competitors, Stylo has also tapped into two specialized markets: children’s and semi sporty
footwear. The demand for these products has given birth to two sub-brands: Stylo Kids and
Impulse.

Stylo Kids offers footwear for children in designs and styles similar to the adult range
and is available at every Stylo store. Impulse specializes in pumps, also offers sneakers, joggers
and sporty sandals. With specialized T.P.U soles, Impulse footwear ensures extra comfort and
softness to the wearer.

4
Logo:

Vision:
The vision of Stylo is touching the international market.

Mission:
The mission of Stylo shoes brand is to make fashionable footwear that satisfies their
customer needs.

Objectives:
The main objectives of Stylo are based upon business objectives, which are as follows:

1) To maximize profit.

2) To increase market share.

3) To increase their growth.

4) To become market leader.

Products:
Main purpose of Stylo is to provide stylish, trendy and durable shoes. It includes:

1) Ladies shoes

2) Kids footwear

3) Ladies Accessories (Hand bags, jewelry)

4) Casual fabric named „FABRIZIO‟

5
Services:
•They also offer after sales services.

•Defected shoes can be repaired or changed.

•Misplacement of stones from jewelry, shoes or clutches can be repaired/ placed.

•They also offer warranty of shoes and accessories.

•Stylo also make sure that their customers could get the best service possible and for their
convenience, contact information is given on their site. purchased can be changed within a week.

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 (ALEENA AHMAD ROLL #17)

RECRUITMENT AND SELECTION

RECRUITMENT
Recruitment is the process of analyzing the job requirements and then finding the

prospective candidates who are then encouraged and stimulated to apply for the job in the

organization.

PROCEDURE OF RECRUITMENT AT STYLO:

Whenever there is a new vacancy in any department the respective department initiates a

request to HR department in the form of filled Requisition form that includes details of the job

that has to be filled. Major details in that form includes title of the job to be filled, the major

competencies, skills, abilities, qualification, certifications, age or any other demographics or any

other information that is important to consider to fill that specific position.

After the request has been initiated by the concerned department to HR department;

recruitment specialist starts searching for the best person internally using the updated JD of tat

specific position first by giving advertisement internally on the portal. The one who matches the

desired requirements is selected either for promotion in case of higher-level post or transfer. If

there is any suitable candidate in the company, he is hired on that post immediately or if there is

a need to train him in some specific field then he is provided that specific kind of training for

some days or months and then he gets hired on that position. Internal hiring is preferred at Stylo.

If there is no suitable candidate present inside an organization then the Human resources

department goes for external hiring through advertisement by using social media website

LINKEDIN or through career website ROZEE.pk. Internal referrals by the employees who

are already working in the organization are also encouraged if they think that a person whom

7
they know is suitable for a particular position. Campus drives are also administered for

generating pool of candidates.

SELECTION
Selection is the process of differentiating between applicants in order to identify and hire

those with a greater likelihood of success in a job.

PROCEDURE FOR SELECTION AT STYLO

Candidates are shortlisted on the basis of their educational and professional

qualifications, experiences, skills and competencies. Initial Screening takes place by screening

out the CV’s first by human resources department and then sharing the screened documents to

head of the department of the concerned department, then conducting a small telephonic

interview and checking the availability of the candidate.

For higher level posts at Stylo like executives, managers and other top management

positions recruitment agencies and head hunters are contacted for selecting best candidates for

the organization. The competencies that are required by the organization are communicated to

the recruitment agency and they find the best possible resource for the company while in had

hunting case either the company lets the recruitment agency know that which person do they

need and agency tries its level best to get that person or agency recommends a specific person to

the company and if the company agrees then that specific person is head hunted.

Individuals who are hired on the middle level employment scale have to pass the test in

which they have to score at least 70% for getting pass. The ones who are at top level are hired on

the basis of three interviews. First interview is conducted by Human resources department. In the

second interview line manager and HR conducts an interview. While third interview is a panel

interview in which CEO or General Managers are also present. The ones who are bottom level

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have to go from two interviews. First one is conducted by Human resources team. While second

one is conducted by line manager and human resources department both. Interviews that are

conducted are competency based.

For some technical and highly mechanized and stressful positions assessment centers are

conducted in which there are in tray exercises, group presentations and role play. And in those

cases, hiring is made after conducting assessment centers program and then after that conducting

an interview.

The ones who get selected in an interview are given offer letter. If they agree to the offer

then Joining letter is given to them while if they want any adjustments in the offer then

negotiations take place between the company and the candidate. After giving the joining;

orientation of 1 to 2 weeks take place depending upon the position so that a person gets

accustomed to the culture and environment of an organization. Before joining candidate has to

complete his paperwork which includes:

1. Educational documents

2. Background check

3. Medical checkup

4. Reference check

5. Attested copies of applicants CNIC

6. Attested copies of father’s CNIC

7. Attested photographs

8. Surety bond (only for retail)

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After joining following paperwork should be filled immediately:

1. EOBI

2. Nomination for gratuity

3. Request for internet access

4. Request for account opening

5. Request for Sim

Firing of an employee takes place once in a bloom at Stylo in case of fraud or harassment

charges without any kind of notification. While in other cases firing doesn’t take place, they try

their level best to train an employee if he is not performing well. Job rotation also takes place if a

person doesn’t perform well in some specific field and internally, he is transferred to the other

department in which he performs well.

At Stylo 60% of the employees are male while 40% of the employees are female.

Organization is making policies to increase the percentage of recruitment of the females to

increase the diversity inside the organization.

STRATEGIC ALLIGNMENT
An organization’s business and corporate strategies success depends heavily on having

right candidates on right positions at right time. As human resources are the key indicators of

organization’s success or failure. Recruitment and selection strategies need to be aligned

strategically so that employees are recruited and selected according to the corporate strategies.

At Stylo recruitment and selection strategies are aligned with the corporate strategies as

process of forecasting needs of the organization in the starting of the year is made. A meeting is

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held at the start of the year in which all departmental heads, board of directors and HR team is

involved in which major mission is shared for the next year by the top management accordingly

strategies and needs of every department is shared by the department heads. Based on their needs

they let HR know about the human resource that is expected to be needed from outside and

number of internal hiring that might be expected due to the growing needs of the business. If any

store is planned to get closed in the next year then relocation or adjustment of the current

employees is figured out in the meeting.

CV bank is maintained for long run availability of good resumes. So that if any urgent

hiring is required the department doesn’t have to go through hectic hassle of finding resumes

from different sources also logs are maintained on the basis of previous years interviews. In

those logs record is maintained about the interviewee’s performance during the interviews. The

one who got selected at that time is given the rank 1 other person who performed on the second

highest number is give rank 2 consequently five best performers are written in the log along with

their contact numbers and email ids so that if an organization wants to recruit them in the future

then they can access them easily also past performance record is also accessible. It is

strategically aligned because time and resources of the organization’s HR department can be

reserved as only one interview of that person will be conducted in this case also CV search gets

decreased as priority will be given to recruit and select the person who was selected as second or

third option previously.

Recruitment at Stylo strengthen their company’s competitive position. As HR team

knows the company’s corporate and business need, needs of the department for which hiring has

to be made so they recruit a person who can fit into that culture and environment. Also gap

analysis is done if there is a problem in any department’s workers productivity or attitude. The

11
gap is identified between what is expected of them and what they are providing so performance

is checked against standards and If there is a problem in the hiring made then firstly that person

is tried to be given training or if it is not possible then according to the gap identified new hiring

is made.

Recruitment at Stylo is based upon JD’s and because JD’s are updated frequently so the

ones who are recruited are the ones who best suit the organization as in JD’s specifications of

person and abilities, knowledge and experiences that is needed by him is already mentioned.

Cost-Benefit analysis of the hires is done on the basis of HR Metrics that includes

recruitment yield ratios that describes which source of recruitment and selection were most

effective. The source that is most effective in case of Stylo is rozee.pk and alliances with the

universities placement offices who recommend their alumni’s r recent graduates. The main

purpose of any business is to achieve maximum output with the minimum input so this technique

of cost benefit analysis is also strategically aligned with business strategy.

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 (UMM UL BANEEN ZAHRA- ROLL#9)

TRAINING AND DEVELOPMENT

The procedure starts from training need analysis. In the organization the TNA is based on
performance appraisal. They develop their schedule of training on annual basis first and then
segregate it quarterly. On the behalf of the given information by them, they mostly rely on their
in-house trainings as organization itself has a strong learning and development center to fulfill
the needs and they barely outsource from the market for training. There are on the job trainings,
off the job trainings and classroom trainings. This process is performed in the back office as well
as in retail side. Other than scheduled trainings the organization also do it according to any pop-
up need.

After the training they conduct an assessment to evaluate. Evaluation involves the
comparison of performance before and after the training. The organization has a culture to
develop the employee, it keeps an eye where he/she is lagging behind and work on it.

The trainings are scheduled annually at the goal setting what the organization wants to do
and where it has to add more for the growth of its employees as they are its asset and perform
vital role in the achievement of its goals. The organization has devoted one department for this
and trainings are scheduled and approve by its top management with the compliance of human
resource.

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 (NIDA IJAZ)

DEFINITION: Performance Appraisal:

An annual review of an employee’s overall contributions to the company by his/her

manager. Performance appraisals, also called annual reviews, evaluate an employee’s skills,
achievements and growth, or lack thereof. Companies use performance appraisals to give
employees big-picture feedback on their work and to justify pay increases and bonuses, as well
as termination decisions.

Appraisal Process:
The appraisal process includes following steps:

1. Establish Performance Standards

2. Communicate Performance Expectations to Employees
3. Measure Actual Performance
4. Compare Actual Performance with Standards
5. Discuss the Appraisal with the Employee
6. Initiate Corrective Action
7. Give Feedback
1. Establishing Performance Standards:

The performance appraisal process starts with establishment of performance

standards that are the benchmarks for an employee. Supervisor should establish clear
standards for which an employee will be evaluated. Standards must be realistic, attainable
so that employees don’t become demotivated.

2. Communicate Performance Expectations to Employees:

After establishing expectations, they should be clearly communicated to the

employees. Once they have been communicated; it should be made clear that has the
employee understood it or not?

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3. Measuring the Actual Performance:
It is a crucial step in appraisal process. There are various methods to measure
performance for example essay evaluation, rating scale, paired comparison method. In
this stage, the actual performance of the employee is measured on the basis of
information available from various sources such as personal observation, statistical
reports, oral reports, and written reports. Measurement must be objective based on facts
and findings.
4. Compare actual performance with standards:

In this stage, the actual performance is compared with the predetermined

standards. This comparison will enable the determination of the gap between the actual
and the expected performance; such gaps can be bridged through training and
development.

5. Discuss the appraisal with the employees:

The performance appraisal process does not end with mere evaluation of the
performance. This is, in fact, one of the most challenging tasks the manager’s face to
present an accurate appraisal to the employees and then make them accept the appraisal
in a constructive manner. This will help the employees to identify their weaknesses and
strengths. It will help the employees to take actions to overcome their week areas.
6. Corrective Actions:

After discussion; corrective actions are taken by employee suggested by

supervisor. Once the suggested supervisor’s suggested corrective action has been
implemented in the given course of time then feedback upon that corrective action is
given.

7. Give Feedback:

After corrective actions feedback is given upon it. After the consensus of both parties
upon feedback it is finalized.

15
Appraisal Process at Stylo:
Appraisals in their company are done annually but they review it on departmental level
quarterly. Once organizational goals have been established after that departmental and then
individual goals are assigned and these goals are aligned to achieve overall organization’s goals.
Individual goals are set by MBO.

Organizational Goals Departmental Goals Individual Goals

Goal Setting:
Stylo sets and communicates standards and on those standards; employee is
evaluated. Their goals are set through management by objectives (MBO). After the establishment
of organizational and departmental level goals; individual goals are set. Organizational goals are
aligned with individual goals to achieve overall organization goals. Expectations from their job
are clearly communicated and evaluated on its basis.

Evaluation:
After that their performance is measured against set standard. The gap between actual and
desired performance is analyzed and, on that basis, rating is given to employee. Rating is given
on the KPI’s established for every employee and the KPI’s are aligned with organizational
strategies and needs. Performance review is tied up with organization’s strategic plan so that all
employees would contribute to the strategic direction of the company. Their financial closing is
in June. The goals for every employee for first quarter are set between May and June.

Annual Confidential Report:

Line manager evaluates the employees who work under him. Then that form after scoring, rating
and comments is shared with an employee. Without sharing with the employee, it cannot be
finalized because employee might say that my performance was not according to the rating that
has been given to me; in that case supervisor has to report his higher authorities. Employee
writes his own comments and gives his signatures on that form. After checking his overall
weighted score; if he is satisfied the form goes to the higher authority and compensation is given
on its basis. If an employee is dissatisfied with the overall weighted score then the line manager

16
considers his grievance it and reviews the ACR. If the employee has any grievance, he takes it to
the grievance committee that has been established for grievance handling. Based on that
discussion supervisor suggests corrective actions and after implementing those corrective actions
feedback is given upon it.

Supervisor’s Role:
Supervisor set goals with employee. Employee and supervisor set goals with mutual
consent and these goals are aligned with the overall organization’s goals. After the completion of
goal setting; supervisor checks the progress quarterly. Their goals are set according to every
quarter period. Supervisors try their best to support employees professionally as well as in
personal life.

The following appraisal methods and tools are used in Stylo at Middle level:

APPRAISAL METHOD AND TOOLS RECENTLY BEING USED AT

MIDDLE LEVEL IN STYLO:
180-degree technique is used by an organization for performance appraisal. In this
technique appraisee rates himself and gives feedback on his/her own performance. After that the
feedback is discussed between appraisee and appraiser. Once both of them gets agreed upon
information mutually then appraisal is signed off.

Forced distribution technique is also used there. Normal bell-shaped distribution curve
is used. Their recent bell curve included 75% average employees, 15% exceeds expectations and
10% in needs improvement.

ERRORS IN APPRAISAL TOOLS USED:

 In forced distribution central tendency, biasness error occurs.
 Recency error is avoided as company divides goals in quarters therefore rating is given 4
times in a year and overall rating is not affected.

APPRAISAL INTERVIEW: GENERAL PREFERENCES AT STYLO:

After filling forms of performance appraisal and after giving weighted rating, it is
discussed with the employees. If an employee has any grievance regarding performance
appraisal the case goes to the grievance committee. And if he is satisfied with his appraisal the
form is signed by him, his supervisor, his department head and at last HR Manager signs on it.

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MAJOR PROBLEMS IN APPRAISING EMPLOYEES AT STYLO:
 The main problem was meeting timelines as they receive ACR with delay.
 They receive many forms without descriptions for example: name, employee code etc.
 They find some forms biased. They are sometimes not realistic and facts based.
 One of the main problems is that they do not receive ACR responses according to the actual
head counts of the store and some stores send forms to them directly.
 Another major problem is duplication of employee codes in more than one forms.
 Many forms are not filled in the proper manner as the format is copied from the original sheet
to the others which changes the formulas and ultimately employee’s performance appraisal
suffers.
 Information in appraisal forms of store managers is partially and, in some cases, completely
missing in different regions.

LEGAL AND ETHICAL ISSUES IN APPRAISING EMPLOYEES:

If the employees have any legal issue then they go to the labor courts as the company
does not has a trade union to tackle this kind of situation.

(SANA AMIN)

COMPENSATION AND BENEFITS

Compensation and Benefits is an essential function performed by HR department of any
organization to keep their employee’s financial needs

18
satisfied as well as to provide them with extrinsic motivation so that the goals of an
organization can be achieved. Compensation and benefits refers to the compensation/salary and
other monetary and non-monetary benefits passed on by a firm to its employees. Compensation
and benefits is an important aspect of HRM as it helps to keep the workforce motivated. It helps
give benefits to employees based on their performance and actions and brings the best out the
employees at workplace.

Importance of compensation and benefits

Companies hire individuals to achieve their organizational goals and people join
companies to earn money & build their career. One of the biggest factors why people join
companies is the compensation and benefits, salaries, perks and incentives which are given to
them. Apart from the company's reputation and job profile, the money offered as a salary is
pivotal in attracting people to work for the organization. The more the compensation and benefits
offered to employees, the more is their loyalty, motivation to work and do well. However,
companies which offer lesser salaries see a high attrition rate and less productivity from
employees. All these factors help in making compensation and benefits an important factor in
managing workforce.

Importance of Compensation and Benefits at Stylo Group

→ When it comes to Stylo group, for them compensation and benefits they offer to their
employees is their strength. According to them it is their competitive advantage, because
compensation and benefits they offer to their employees help them maintain a low turnover rate
which is their biggest strength. According to them, its most significant advantage is the retention
of employees in the sales department because it is very difficult for their competitors to maintain
a low switching rate in sales department which is maintained at stylo group by providing
compensation and benefits more than the market

COMPENSATION AND BENEFITS TURNOVER RATE

→ Secondly, stylo group claims to offer compensation and benefits more than the
market. But they are still willing to pay more because they provide compensation and benefits to
employees and employees return that amount in the form of hard work and good performance.

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 COMPENSATION AND BENEFITS EMPLOYEE PERFORMANCE

Process to develop compensation and benefits plan

Compensation and benefit plans at Stylo group are developed on basis of Grading
system, and they are devised by a collaboration of HR department with Top Management of
the organization.

TOP HR
MANAGEMENT Department

COMPENSATION AND BENEFITS AT STYLO:

Establishing Pay Rates:
General Process:

1) Stylo conducts a salary survey of what other employers of competitors are paying for
comparable jobs (to help ensure external equity).
2) Determine the worth of each job in their organization through job evaluation (to ensure
internal equity).
3) They group similar jobs into pay grades.
4) For each pay grade, pay rates are determined.

TRADITIONAL BASES FOR PAY AT STYLO:

BASES FOR INCENTIVE
Incentives and promotion are given in Stylo based on the performance and achievements.
If an employee doesn’t perform well consistently then warning is given to him 3 times and if
there is no improvement for long time then he is DE promoted as per new policy.

Increments are given to the employees according to the level of their performance. In
Stylo performance is categorized into 4 categories.

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Percentage of increments given according to the respective categories are as follows:

Category Percentage of increment

Unsatisfactory 2%
Satisfactory 5%
Meets expectations 10%
Exceeds expectations 20%
Table 1: Percentage of increments given according to the category

The ones who fall under the category of unsatisfactory are given small amount of
increment for retaining them and motivating them for increasing their performance. However, if
they do not increase their level of performance within 6 months then they are issued warning
letter and after 1 year they are de promoted.

LEGAL SIDE OF COMPENSATION AT STYLO:

Working Hours:
 9 hours/ days, 5 working days and 2 days weekly off is given to middle level employees.
 In retail shops 1 weekly off, 6 working days in a week and 8 hours/day is included in the job.
(As per law)

Minimum
wage rate:
As per law 15000 is the minimum wage rate at Stylo.

Payment of wages:
 Wages are paid before 7th working day. (As per law)
 If any person is terminated on immediate basis he is paid before expiry of second working
day. (As per law)
 Wage period in Stylo is one month and never exceeds it. (As per law)

21
 Everyone is given salary through bank account. (No need of unclaimed wages pay day
according to law as it is not given in cash. It is transferred in employee’s respective bank
accounts)
 Group incentives are given in the form of leaves and additional wages to the ones who
generate profits or reach the targets before time. Sometime both additional wages and extra
leaves are given while in some cases one of them is given. (As per law)
 One-month prior notice is given before termination to permanent employees. (According to
law)
 Notice to contractual employees is also given before termination. (It is not required by law)

Fines:
 Deductions for any kind of damage or loss above 500 are recovered. (According to the law)
 Deductions for pick and drop services who avail them. (As per law)
 Deductions for child care services by the ones who avail them. (As per law)
 Deductions of any advances or loan if they are taken. (As per law)
 Income tax is deducted for every employee’s salary. (According to the law)
 Deductions from wages because of being absent from the duty when he was required to come
according to the terms and conditions of his employment. (As per law)
 Disabled person employment:
 Aftari and Sehri allowance is given for retail shops.

Sickness Benefits:
 3 months maternity leave is given.
 3 days paternity leave is given (not in country law), but if government makes new law of 10
paternity leaves then the policy will be updated according to country law.
 30 paid days for Hajj once in a service and 30 paid days for Umrah once in a service are
given. (Not required by law)
 Provident fund is given.
 Death grant is given in case of a secured person (According to the law)

22
 On duty injuries are given complete medical assistance whereas if a person becomes disabled
then he is given 50% of the salary by the company.

BENEFITS AT STYLO:
Insurance Benefits:
Life insurance of an employee and health insurance of employee, his spouse and children
are given.

Education Allowance:
If any employee wants to enhance his knowledge then allowance for his study is given to
him according to the level of study he wants to do. For matric 100%, Intermediate 75%,
undergraduate 50% and for post-graduation 25% of fee is paid.

Provident Fund:
Provident fund is given in Stylo. 6% of
the salary is contributed by employee and
employer both.

Retirement Benefits:
Retirement benefits are given to only
those who are senior in an organization. All of
the employees who are below 35 now are not
given retirement benefits and all those who will
be recruited in the future won’t be provided this
benefit because company has started changing its policies and in new policies retirement benefits
have been excluded but old employees are given this benefit as per our old policy.

Discretionary Benefits:
Discretionary benefits include protection programs, paid time off and services.

23
 1. Protection Programs:
In Stylo family benefit of medical care for the dependents and parents is given. In OPD
upto 300000 of expense is allowed. In case of serious illness of the employee like cancer or TB
he is given 365 days of paid leave. Normal and caesarean delivery service is given free of cost.

2. Pay for the time not worked (Leaves and their types):
 14 Annual earned leaves are given after one year of service. Encashment of these leaves is
possible if they are not availed at the time when employee leaves the organization. These
leaves can be carry forwarded to the next year if they are not availed. (According to the law).
These leaves are
meant to help
employees maintain
their work- life
balance.

 Festivals and government holidays are given as announced. (According to the law)
 10 Paid Casual leaves. (According to the law)
 8 Sick leaves are given. Medical certificate is necessary in case treatment is done other than
company’s allowed hospitals. (It is not given as per law. By law 16 Sick leaves are written)
 6 marriage leaves are given.

3. Services (Day Care Centers)

Facility of day care center is given to all employees in the organization.

Asma Malik Roll No. 13

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JOB ANALYIS
Jobs are the building blocks of organizations. Each job consists of a group of related

duties and tasks linked to other jobs within sections, branches, departments or divisions, towards

overall organization performance. Thus, a critical component of human resource management, to

ensure the cost-effective achievement of organizational objectives, is the accurate analysis and

description of jobs-job analysis.

Job Analysis Process

Job analysis is concerned with objective and verifiable information about the actual

requirements of the job (and the person requirements) to meet organizational needs, or to meet

the requirements of the job in relation to its contribution to achieving organizational objectives.

The major elements of job analysis process, and its functions are;

 Sources of data (which can be the job analyst, employees, supervisors).

 Methods of collecting data (usual methods involve interviews, questionnaires, focus

groups, critical incident, diaries or logs, observation).

 Methods of job analysis (e.g. Narrative, FJA, PAQ, MPDQ).

 Job data (it can be occupational involving health and safety requirements, related to tasks,

performance standards, responsibilities, knowledge needed, skills required, experience

needed, job environment, duties and the equipment that might be used during the job).

 Job description (involves the tasks, duties, responsibilities and the job environment).

 Human resource functions (HRP, recruitment, selection, training and development,

performance appraisal, salary and benefits, workplace relations, employee counselling,

enterprise bargaining, skill audit, remuneration, authority relationships, working

conditions, standards expected, fringe benefits).

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  Person specifications (skill requirements/ competencies, physical demands).

Job Analysis Process at Stylo

At Stylo, job analysis is basically an integral part of the human resource function. The

process that Stylo is following for job analysis is;

Sources of data, which mainly is the HR department of the organization and the

supervisors who are directly involved in supervising the employees performing the particular

job.

Major methods followed by Stylo for collecting data are usually the observation methods,

generally being used by the supervisors directly observing the desired behavior of employees for

the particular job to be analyzed. The HR department of the organization uses the interviews,

focus groups and questionnaires for collecting the data usually based on the nature of the job to

be analyzed.

Methods employed by Stylo for the job analysis are the narrative, FJA (functional job

analysis), PAQ (position analysis questionnaire) and MPDQ (management position description

questionnaire. Depending upon the job to be analyzed these methods are used by the HR

department of the Stylo to analyze the jobs.

The job data that they generate out of these sources are usually related to the occupational

requirements essential for the job involving the health and safety requirements. These health and

safety requirements are ensured by the company for its employees to provide them with the

healthy environment to work. Tasks that needed to be performed by the employees are generated.

Certain performance standards in the form of KPIs and KRAs are set. Responsibilities of the

employees required by a particular job is determined. Skills essential for the effective

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performance of job are listed. If any experience is required for the job that is also determined by

analyzing the pool of the data generated by questionnaires, focus groups, observation and other

data collecting methods. Pool of the duties of the employees are listed. The necessary

environment for the effective and efficient performance of job is determined and analyzed. The

equipment required for the particular job is also determined.

Job description, the data generated regarding the particular job then helps in the

formation of JDs (job descriptions). Job descriptions involve the tasks to be performed under a

particular job. Duties that are assigned to the employees related to a certain job. Certain

responsibilities that the employees will be carrying out are described in the JDs. The essential

working conditions and the environment of the job is also described in the JDs. The example of

the job description for the Manager Internal Audit at Stylo is as follows;

o Job Description

 On-going review and analysis of group-wide operations and procedures to identify gaps

and control weaknesses, and to suggest appropriate risk mitigating measures.

 To devise and ensure the implementation of audit procedures relating to payment

processing, payroll processing, banking operations, stores management, intercompany

transactions, costing and sales and marketing etc.

 Detailed verification of monthly accounts as presented by management to BOD's

 Planning of inventories and surprise audits of shops and warehouses to be performed

during the audit period;

 Managing the execution and finalization of inventories;

 Liaising with store managers and Area Sales Managers (ASMs) regarding the results of

inventories performed;

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 Managing the inventory teams expenses;

 Reviewing the network surveillance system of expenses, discounts, refunds/returns and

FID Program developed for network monitoring;

 Reviewing the results of network surveillance system and liaising with ASMs and

relevant departments regarding exceptions found;

 Preparation of detailed monthly reports on work done and findings for General Manager

Sales and Operations and Area Sales Managers for discussion in monthly ASMs

Meetings;

 Preparation of monthly warehouse report for discussion with Warehouse Management,

Planning and sourcing management and Director Warehousing and Planning;

 Preparation of monthly executive summary of all work done and findings for presentation

to the Chairman of Board of Directors.

 Skills

 Communication

 MS office advance level

 Report Writing

 Attention to detail

 Critical Thinking

 Leadership

 Job Details

 Industry: Retail

 Total Positions: 1 Post

 Job Shift: First Shift (Day)

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  Job Type: Full Time/Permanent

 Department: Audit

 Job Location: Kotlakhpat, Lahore, Pakistan

 Gender: Male

 Minimum Education: Masters

 Degree Title: CA (Finalist) Mandatory

 Career Level: Experienced Professional

 Experience: 4 Years - 5 Years (Relevant experience in Retail/Manufacturing sector is

required)

Apply Before: Mar 03, 2019

Posting Date: Jan 31, 2019

The job analysis function provides the basis for other human resource functions at Stylo.

Every HR function involving recruitment, selection, training and development, performance

management, compensation management and workplace relations is closely linked with the

effective job analyses. For example, the JDs developed for a particular job by the company

provides the criteria for the evaluation of the performance of the holder of the jobs. KRAs (key

result areas) and KPIs (key performance indicators) are developed against which the

performance of the employees is evaluated.

Job design strategies, the major job design strategy used by the company is the job

rotation. As it is a retail business the job rotation provides an effective way to manage stress

among employees and prevent the burnout. Other than that, depending on the nature of the job

methods like job enlargement and job enrichment are also used. For sales and customer care

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services job rotation is usually used. Whereas, for managerial jobs job enrichment and job

enlargement is used.

Top managements involvement in Job analysis decisions

Depending upon the position of the job the top management is involved with HR

department in the analysis of the job. For example, for the position of CEO, the company’s top

management is directly involved with the HR department the effective analysis of this particular

position of the job.

CONCLUSION AND RECOMMENDATIONS:

Recruitment of female employees should be encouraged by initiating it from top

management to the lowest level of employees so that culture of diversity gets increased. Overall the

benefits that are being provided to the employees at all levels are competitive edge of the company in the

market due to which employees get recruited easily as they get agreed to the terms of employment and

management doesn’t have to strive for getting candidates satisfied with the perks as major portion of

the candidates switch or select job at Stylo because of its perks and benefits. Employees remain

committed to the organization and turnover rate of employees is relatively low in contrast with

the competitors and market. Company should try to maintain this competitive edge so that it

keeps on attracting potential candidates who best suits strategic needs of the business They are

giving almost similar incentives to all employees which might be a demotivating factor for the

ones who put extra effort. Overall Performance Management System is quite well designed but

they have issues in implementing it. For decrease in the problems faced during Performance

Appraisal training should be given to whole staff as they do not bother appraisal forms with

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much attention and some of the forms are not filled completely due to which management has to

face issues. Compensation and benefit plans at Stylo are very well strategically aligned. These

plans contribute to achieve the ultimate goals of Stylo group i.e. employee performance and also

helps them in maintaining low turnover rate in various departments which reduces cost of new

hiring’s as well as helps in retention of experienced employees well aware of the company’s

overall environment. When it comes to the top management, they are fully involved with the HR

department to make develop these compensation plans and make them benefit their organization.

As the job analysis function at Stylo is providing basis for the effective and efficient functioning

of other HR functions at the company, it is directly and indirectly serving and contributing to the

overall achievement of the organizational goals. Without this function the company would not be

able to effectively implement the strategies, objectives and goals set by the organization. Thus,

the function of job analysis performed by Stylo is strategically linked

ANNEXURE:

QUESTIONS ASKED:
 What functions of HR are being performed at your organization?

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  Can you please elaborate these functions in terms of the ways and procedures they are

performed in your organization?

 Do you think these functions have any impact on Strategic needs of business of an

organization?

 If yes then which function do you think has most of the effect on strategic business and

how?

REFERENCE LIST:
J.Martocchio (1998). Strategic Compensation
https://www.scribd.com/doc/113669958/Stylo-Shoes-Report

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APPENDICES:

Appendix A:
Form used for performance evaluation at STYLO

Appendix B

Visting Cards:

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34
Organogram:

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