HR REPORT

Report on Company Visits

JUNE 25, 2018

DEPARTMENT OF PUBLIC ADMINISTRATION
University of Karachi
GROUP MEMBERS:
 Hafsa Shafiq
 Hamna Kamal
 Hareem Fatima
 M.Umer

VISITED ORGANIZATIONS

1. SHANGRILA PRIVATE LIMITED

Hi

1.

2. HINOPAK MOTORS LIMITED

SUBMITTED TO: Ma’am Tehmina Faisal

1|Page
FORWARDING LETTER
June 25, 2018

Ma’am Tehmina Faisal

Faculty of Administrative Sciences

University of Karachi

Dear Ma’amTehmina,

As the HR visits assigned to us in April, we are submitting the attached report on the visits of ‘Shangrilla’
and ‘Hinopak Motors Limited’.

This report examines the detailed description on Human Resource practices, its implications, processes,
challenges within an organization.

I hope you find this report satisfactory.

Sincerely yours,

Hafsa Shafiq

Hamna Kamal

Hareem Qamar

Umer Shabbir

2|Page
ACKNOWLEDGEMENT

We have taken a lot of efforts in this report. However, it would not have been possible without the kind
support and help of many individuals and organizations. we would like to extend my sincere thanks to all
of them.

We are highly indebted to Ma’am Tehmina for her guidance and constant supervision as well as for
providing necessary information regarding the report and HR visits.

We would like to express our gratitude towards our parents & members of Shangrila Private Limited and
HinoPak Motors Limited for their kind co-operation and encouragement which helped us in completion of
this report.

We would like to express our special gratitude and thanks to industry persons for giving us such attention
and time.

3|Page
ABSTRACT

INTRODUCTION
Human Resource Management provide the optimal ways and proposed the suitable solution towards the
needs of organization to manage the “Human Workforce Optimally” and mapped the particular skill set in
proper field.

Human Resources Management is the core function within an organization which focuses on the
main decision making and providing directions to the employees of the organization. The main
functions of HRM includes Recruitment, Training & Development, Compensation &
Benefits, Performance & Appraisals and Motivation.
In this report we have discussed the HR practices of two organizations named as Shangrila Pvt.
Ltd and HinoPak Motors Ltd.
SHANGRILA PVT LTD
Shangrila Private Limited is one of the largest tomato ketchup manufacturing companies in Pakistan, with
a reputation for quality, innovation and leadership that is unmatched within the country. Shangrila began
its operations in 1988 with launch of Soya and Chilli Sauce, Soon Shangrila recognized the potential to
transform traditional methods of tomato manufacturing and consumption pattern.
The company is based in Karachi. Our Distribution network extends throughout the country from Karachi
to Azad Jammu and Kashmir, FATA, and as far as Gilgit Baltistan. They are exporting their products to
Gulf, Middle East, South East Asia, Africa, Europe and North America.
HR DEPARTMENT OF SHANGRILA PVT LTD
 They follow a proper hiring process which have been discussed in our report
 They prefer HR consultancy firms for their HR functions.
 SPL MBO technology, MBO (Management by Objectives) process is a performance appraisal
technique used by shangrila company
 They have a salary review on yearly bases, they work with the market salary review, it’s an
objective of HR department to design and redesign the salaries on yearly bases.
 It has purchased a system from Singapore which is called Cybiz system through which they are
designing their new policies.
 Fiscal year starts from June 30 and ends at July 30
 Job Analysis in Shangrila identify and determine in detail the particular job duties and
requirements and the relative importance of these duties for a given job.
 Shangrilaprefers permanent employees.

HINOPAK MOTORS LTD

Hinopak is the trusted market leader with over 50% share in the Pakistani Truck and Bus industry.
Hinopak a vital contributor in saving of foreign exchange is also providing jobs and plays a pivotal role
for the development of the local industry through its progressive manufacturing.

4|Page
HR DEPARTMENT OF HINOPAK MOTORS LTD
At Hinopak, Human Resource Development is not a thing they do; it’s the thing that runs their business.
They, at their utmost priority, invest in the welfare and talent of their employees so they can flourish as
dynamic individuals.
 They follow usually Japanese practices
 Instead of hiring they increase the overtime hours of their workers.
 They prefer internal hiring mostly.
 They have 5 years of planning system named as OBP.
 They also have outsourcing for their internal HR affairs.
 They are using MBO based appraisal system.
 Bonuses are high, and salaries are low.
 They prioritize the differences btw career and personal development Before training and
development.
 They have no limit in their HR budget but all the budget is justified.
 They don’t provide flexi hours to their employees.
 There’s no termination practice.
 CBA is the name of their Labor union.

5|Page
EXECUTIVE SUMMARY

SHANGRILA PRIVATE LIMITED

The human resources department is one of the most important departments in any business, no matter
whether said business is big or small. But they’re far more than just a bunch of people who hire, fire and
pay employees. Without the proper HR department to strategically and proactively work with top
management, a company’s human capital could simply crumble – and take the company with it.
HR department aims to strike a balance between the needs of the company and the needs of its workforce;
it is the intermediary. As the company needs its employees to function in their fullest, the HR ensures the
employees are treated fairly. And as a company’s employees need the company’s protection and pay, the
HR department makes sure that the organizations able to flourish.
Keeping the importance of HR in our minds, the coming chapters 1 and 2 are describing a human
resource department and their practices from two different organizations one from banking sector and
other from express and logistics.
Shangrila Private Limited is one of the largest tomato ketchup manufacturing companies in Pakistan, It all
began about 23 years ago, nobody could have even dreamt that such a small company would one day
become a leading national food brand. With a phenomenal multifold-fold rise, Shangrila (Private) Limited
has become a brilliant success story stretched not only throughout the country, but internationally as well,
managing 4 product categories; ketchup, sauces, seasonings, pickles-in-oil under the brand name of
SHANGRILA and another brand FRUITI-O drinks.

The HR Department of Shangrila company is located in Ebrahim Ali Bhai Tower Karachi, their HR
department works in all the directions. Their hiring process includes:

 They check out the need analysis for a resource, firstly they check their current employees and
their position and their job descriptions and the skills they possess.
 Checkout whether they need a new resource for following task
 They prepare proper job description for the specified task for which their existing candidates
don’t have skills.
 It depends on HR that on which level they indicate the job
 They have a rozee.pk account, LinkedIn account, Facebook page on which they post about the
jobs
 HR@shangrila.com.pk is their id from which they have almost a pool of 12000 candidates from
which they select and hire employees
 They select 10-20 candidates for a specific post and then through interviews on call they select 5-
6 candidates and forward emails to them that they are shortlisted.
 They forward those selected candidates to line managers of the specific position.
 These line managers take tests of the selected candidates, and they must score at least 50% marks
in the test so that they can be further shortlisted for the interview, and highest scorers are then
interviewed and selected.
 They get reference based CVs too. But they also have to pass the test with 50% marks.
at Shangrila, company the Fiscal year starts from JUNE 30 and ends at JULY 31, they mostly prefer
internal hiring, Shangrila prefers permanent employees, they don’t work with contract employees.

6|Page
HINOPAK MOTORS LIMITED
Hino Motors Japan and Toyota Tsusho Corporation in collaboration with Al-Futtaim Group of UAE and
PACO Pakistan formed Hinopak Motors Limited in 1986.Hinopak is the trusted market leader with over
50% share in the Pakistani Truck and Bus industry. Hinopak a vital contributor in saving of foreign
exchange is also providing jobs and plays a pivotal role for the development of the local industry through
its progressive manufacturing.
Its board of directors include
MR. MUHAMMAD ASLAM SANJRANI (Chairman)
MR. TATSUHEI MUTO (Managing Director & CEO)
MR. YOSHIHIRO KONDO (Deputy Managing Director)
MR. GHAFOOR MIRZA (Independent Director)
MR. SHUICHI KANEKO (Non-Executive Director)
MR. SHUICHI KANEKO (Non-Executive Director)
MR. SACHIO YOTSUKURA (Non-Executive Director)
MR. HIROSHI SEMBA (Non-Executive Director)
MR. TAKEHITO SASAKI (Director)
MR. FAHIM AIJAZ SABZWARI (Company Secretary & CFO)
The Hino spirit include Passion, Creativity and Continuous Improvement, Challenges, Speed,
Contribution, Teamwork.
HUMAN RESOURCE DEPARTMENT OF HINOPAK:

HUMAN RESOURCE TEAM

 Muhammad Khaliluddin (Head of HR Department)

 Ovais Ibrahim (Executive Human Resources)

 Subbayal Khan (Executive Human Resource & Payroll)

 Sabira Agha (Coordinator Admin. Services)

 Shafaq Hammed (Management Trainee)

At Hinopak, Human Resource Development is not a thing they do; it’s the thing that runs their business.
They, at their utmost priority, invest in the welfare and talent of their employees so they can flourish as
dynamic individuals. Their training programs are designed to equip their employees with comprehensive
knowledge, sharpen skill set, diversified experience, and innovation.
At Hinopak, employees are more important than technology and machinery. Hence to keep our staff
updated with the times and as a part of general policy of the pursuit of excellence, Hinopak organizes and
conducts regular training programs within Pakistan and abroad for employees at all levels. With a well-
developed training infrastructure Hinopak conducts a wide range of highly professional training courses
for not only our employees but also for our customers and vendors. To ensure the safety of our customers
and to promote customer training, Hinopak, organized a number of training programs for its customers. A
total of 99 trainings were conducted in which a total number of 1,033 customers participated.

7|Page
Table of Contents
ACKNOWLEDGEMENT ............................................................................................................................... 3
Abstract ..................................................................................................................................................... 4
EXECUTIVE SUMMARY .............................................................................................................................. 6
 Ovais Ibrahim (Executive Human Resources) ...................................................................................... 7
 Subbayal Khan (Executive Human Resource & Payroll) ..................................................................... 7
 Sabira Agha (Coordinator Admin. Services) ........................................................................................ 7
 Shafaq Hammed (Management Trainee) .............................................................................................. 7
SHANGRILA PRIVATE LIMITED ................................................................................................................. 11
ABOUT SHANGRILA PRIVATE LIMITED .................................................................................................... 11
INTRODUCTION ....................................................................................................................................... 12
FUTURE PROSPECTS ................................................................................................................................ 12
MISSION .................................................................................................................................................. 12
VISION ..................................................................................................................................................... 13
TRADITION TO LOOK BEYOND ................................................................................................................ 13
HR DEPARTMENT OF SHANGRILA PRIVATE LIMITED .............................................................................. 13
HIRING PROCESS ..................................................................................................................................... 13
ROLE OF CONSULTANCY FIRMS .............................................................................................................. 14
COMPETENCY GRADING ......................................................................................................................... 14
CV PROFILING .......................................................................................................................................... 14
PERFORMANCE APPRAISAL..................................................................................................................... 14
SALARY DESIGN ....................................................................................................................................... 15
DRAFTING A NEW HR POLICY.................................................................................................................. 15
FISCAL YEAR ............................................................................................................................................ 15
JOB ANALYSIS AT SHANGRILA ................................................................................................................. 15
DETERMINING TRAINING NEEDS ............................................................................................................ 15
COMPENSATION ..................................................................................................................................... 15
SELECTION PROCEDURE .......................................................................................................................... 16
PERFORMANCE REVIEW.......................................................................................................................... 16
METHODS OF JOB ANALYSIS ................................................................................................................... 16
PREFERENCE TO INTERNAL HIRING......................................................................................................... 16
INTERNAL RECRUITMENT........................................................................................................................ 16
CAREER DEVELOPMENT SYSTEM PLANNING MODEL ............................................................................. 17

8|Page
 CONDUCT REGULAR SELF ASSESMENT ................................................................................................... 17
TRAINING DESIGN FRAMEWORD ............................................................................................................ 18
HINOPAK MOTORS LIMITED ................................................................................................................... 19
THE COMPANY: ....................................................................................................................................... 19
VISION STATEMENT: ............................................................................................................................... 19
MISSION STATEMENT: ............................................................................................................................ 19
BEYOND ROADS: ................................................................................................................................ 20
BASIC PRINCIPLES OF HINOPAK CODE OF CONDUCT: ............................................................................ 20
COMMITMENT TO EXCELLENCE:............................................................................................................. 21
BOARD OF DIRECTORS: ........................................................................................................................... 22
JOB & CAREER OPPURTUNITIES .............................................................................................................. 26
HUMAN RESOURCE DEPARTMENT OF HINOPAK: ................................................................................... 26
Executive Human Resources .................................................................................................................... 27
Executive Human Resource & Payroll.................................................................................................... 27
Subbayal Khan ............................................................................................................................................ 27
Coordinator Admin. Services .................................................................................................................. 27
Management Trainee ................................................................................... Error! Bookmark not defined.
HIRING PROCESS: .................................................................................................................................... 28
TRANING AND DEVELOPMENT ............................................................................................................... 28
TRAINING FOR CUSTOMERS 2016-17: .................................................................................................... 28
APPRAISALS ............................................................................................................................................. 29
COMPENSATION ..................................................................................................................................... 29
MAIN INCENTIVES (Other than salary).................................................................................................... 29
Salary design ........................................................................................................................................... 29
Drafting a New HR policy: ....................................................................................................................... 30
Personal and Career Development ......................................................................................................... 30
HR Budget ............................................................................................................................................... 30
Flexi hours .................................................................................................. Error! Bookmark not defined.
Termination Process .................................................................................. Error! Bookmark not defined.
Labour Union........................................................................................................................................... 30
Human Resource information system .................................................................................................... 30
References .............................................................................................................................................. 33

9|Page
WHAT IS HUMAN RESOURCE?
Human resources are used to describe both the people who work for a company or organization and the
department responsible for managing resources related to employees. The term human resources were
first coined in the 1960s when the value of labor relations began to garner attention and when notions
such as motivation, organizational behavior, and selection assessments began to take shape.

Human Resource Management (HRM) is the function within an organization that focuses on the
recruitment of, management, and providing direction for the people who work in an organization. As you
can imagine, all the processes and programs that are touched by people are part of the HR kingdom.

The HRM department members provide the knowledge, necessary tools, training, administrative services,
coaching, legal and management advice, and talent management oversight that the rest of the organization
needs for successful operation.

Many HR departments are responsible for organization development that generates the culture of the
organization. They are charged with oversight responsibilities to ensure that their organization
appropriately builds teams and inspires employee empowerment.

Additional activities sponsored by HR management can include employee and community outreach. They
are frequent mentors and members of employee teams that address philanthropic giving, employee
engagement activities, and events that involve employee families.

Keeping the importance of HR in our mind, the coming chapter 1 and 2 are describing the human
resources department and their practices from two different organizations 1st from Shangrila Private
Limited Karachi &2nd from Hinopak Motors.

10 | P a g e
CHAPTER 1
SHANGRILA PRIVATE LIMITED

ABOUT SHANGRILA PRIVATE LIMITED

Shangrila Private Limited is one of the largest tomato ketchup manufacturing companies in Pakistan, with
a reputation for quality, innovation and leadership that is unmatched within the country. We are
committed to deliver only the fresh and most delicious products to the people we care most about our
customers.
Shangrila began its operations in 1988 with launch of Soya and Chill Sauce, Soon Shangrila recognized
the potential to transform traditional methods of tomato manufacturing and consumption pattern and
introduced pouches in flexible packaging to serve the growing needs of the rapidly expanding market and
soon expanded into modern and state of the art processing facilities.
The company is based in Karachi. Our Distribution network extends throughout the country from Karachi
to Azad Jammu and Kashmir, FATA, and as far as Gilgit Baltistan. We are exporting our products to
Gulf, Middle East, South East Asia, Africa, Europe and North America. Our products are approved by
FDA, BSI, SASO, etc.
Shangrila is committed to quality, providing products range that include tomato ketchup, sauces,
seasonings, pickles and juices that continually satisfy consumer expectations. Continuous improvement in
quality and innovation made us achieve Brands of the Year award, and Consumers Choice award.
Company is ISO, Quality Management System 9001-2008 and Food Safety Management System 22000-
2005 certified.
Our sales division consists of three regions, eight areas, and a number of territories to cover more than
two hundred towns and cities. The company's distribution network is second to none in the region. Our
sales force is well qualified, trained and experienced from leading national and multinational companies.
Shangrila continues to be a market leader organization and places significant emphasis on brand building
and product development.

11 | P a g e
 OWNER OF SHANGRILA PRIVATE LIMITED
Atif Ahmed

INTRODUCTION
It all began about 23 years ago, nobody could have even dreamt that such a small company would one day
become a leading national food brand.

INNOVATION FOR GOOD

Shangrila took over the challenges in domestic markets by setting up its manufacturing unit in Karachi in
1988 for its seasonings; soy & chilli sauces. Later in the late 90s, the range was supplemented by Tomato
Ketchup.

WELCOME TO SHANGRILA PRIVATE LIMITED

At Shangrila, they believe that healthy living and healthy eating represents long-term global trends.
Therefore, we at Shangrila are confident that our positioning as a fast growing and healthy food’s
category brand qualifies us for continuous growth and success. Initiating in 1988 as a small manufacturer
we remain committed to building a world-class sustainable organization.

As they entered 2011, we set a number of goals for ourselves. We began the year with confidence that our
core positioning along with our extensive internal initiatives to grow, would translate into a rewarding
year. I am proud to say that as a result of our hard work, dedication to sustainability and vision, we made
significant progress on many initiatives specifically the launch of our new brand Fruiti-O drinks category.

At Shangrila, they believe in the magic of great taste. Taste you turn to every day, taste you count on as
part of your life. We make taste that does more than merely satisfying your taste buds, it actually gives
you less to worry about and more to look forward to. That’s what we do here at Shangrila, they make
great tastes all occasions tastes in extraordinary ways. Most importantly we make the taste you love. The
name Shangrila stands for convenience, quality, health, hygiene, halal, nutrition and best value for the
consumers’ money that has been made possible only with the help of Almighty Allah the Creator.

FUTURE PROSPECTS
Provide Halal nutrition, Healthy, and hygienic food and pledge to contribute to the betterment
of environment and culture in communities where produce and distribute their product.

MISSION
• To represent the fast-paced lifestyles that demand convenience of usage, energy of wholesome
natural ingredients, great taste and quick serving all in one food item and to represent the range of
tantalizing and mouthwatering spreads for everyone and mainly focus to provide HALAL
products.
• Building and maintaining customer relationships
• Earning profits
• Capturing value in return from the customer
• Build profitable customer relationship by creating environmentally better products and getting
them to market faster at lower cost.

12 | P a g e
VISION
• believe that healthy living and healthy eating represents long-term global trends. Therefore,
Shangrila are confident that their positioning as a fast growing and healthy food’s category brand
qualifies their continuous growth and success. Initiating in 1988 as a small manufacturer we
remain committed to building a world-class sustainable organization and provide maximum
satisfaction to their customers.

TRADITION TO LOOK BEYOND

• Reaching new heights and breaking newer grounds is something that’s regarded as the motto of
work at SHANGRILA. Today, fully geared with an undying passion for success, SHANGRILA is
fueled by the dynamic drive that has shaped its yesterday, fascinated its today and tomorrow.

• The company’s inner spirit is one of motivator; participative culture and constant strive for
inspiring targets and new initiatives to broad – base our products’ portfolio. This ambitious spirit
is reflected in the aggressive, non-compromising growth the brand has achieved nationwide.
Targeting high growth in terms of revenues over the years in the domestic market, there has been
a quantum increase in both distribution and sales.

HR DEPARTMENT OF SHANGRILA PRIVATE LIMITED

The HR Department of Shangrila company is located in Ebrahim Ali Bhai Tower Karachi, their HR
department works in all the directions, selection of new employees, need analysis for new employees or
internees, checking out whether they need a new resource or not.

HIRING PROCESS
Recruitment or hiring refers to the overall process of attracting, shortlisting, selecting and appointing
suitable candidates for jobs either permanent or temporary within an organization. Basically, in Shangrila
company they have a proper hiring process. If they have a need for a new resource they go along with
proper process;

 They check out the need analysis for a resource, firstly they check their current employees and
their position and their job descriptions and the skills they possess.
 Checkout whether they need a new resource for following task
 They prepare proper job description for the specified task for which their existing candidates
don’t have skills.
 It depends on HR that on which level they indicate the job
 They have a rozee.pk account, LinkedIn account, Facebook page on which they post about the
jobs
 HR@shangrila.com.pk is their id from which they have almost a pool of 12000 candidates from
which they select and hire employees
 They select 10-20 candidates for a specific post and then through interviews on call they select 5-
6 candidates and forward emails to them that they are shortlisted.
 They forward those selected candidates to line managers of the specific position.
 These line managers take tests of the selected candidates, and they must score at least 50% marks
in the test so that they can be further shortlisted for the interview, and highest scorers are then
interviewed and selected.
 They get reference based CVs too. But they also have to pass the test with 50% marks.

13 | P a g e
ROLE OF CONSULTANCY FIRMS
The human resource consulting sector has emerged from management consulting and details human
resource management tasks and decisions. HR consulting company are responsible for assisting clients
with tactically integrating effective HR processes, programs and practices in their daily operations.
Shangrila works with consultancy firms too, N Recruitment, Agile, GMK HR Consulting firm and TBC
Consultancy firm.

COMPETENCY GRADING
A competency is a set of skills and knowledge, derived from standards that can be applied and/or
demonstrated in a variety of contexts. Competency-Based Grading is a means to assess students on
achievement of defined standards and report on their mastery of these standards.
Shnagrila is a FMCG industry, they are certified from ISO, they maintain quality of the product as well as
they maintain and keep check on the process according to the ISO standards. Recently there ISO is of the
year 2008 and now they are converting to ISO 2015 in September 2018. Competency grading is there
important phenomenon, if they have a need of new resource in the organization and it falls in a certain
department so it will be predefined that on what bases they will make the job description. Their age,
required experience, skills required, and knowledge required for that certain position. Competency grades
are approved from management. Then the HR department selects 10-20 persons and they take telephonic
interviews, and shortlist them and then line managers work further.

CV PROFILING
Basically, CV profiling is editing the candidate’s CV according the organizations need, HR department
Shangrila company edits the candidates CVSs according to their needs; they have identified 14 points for
this profiling. Name, experience, current industry, age, current salary, benefits etc.

PERFORMANCE APPRAISAL
A performance appraisal is a systematic, general and periodic process that assesses an individual
employee's job performance and productivity in relation to certain pre-established criteria and
organizational objectives.
Shangrila has yearly targets for employs, it starts from organizations goals, goals of Shangrila company
are revised yearly. Every department has its own target and it aligns with the goal of organization.
Departments then make HOD on teams to work on the organizations goals.
SPL MBO technology, MBO (Management by Objectives) process is a performance appraisal technique
used by shangrila company. Management by objectives (MBO) is a management model that aims to
improve the performance of an organization by clearly defining objectives that are agreed to by both
management and employees.
Eg: if the appraisal is of 100 marks, 40% marks will be given on objectives, 20% marks are for Job
description that how much they have worked on their Job description, 20% is based on the persons
personal attributes their communication etc, and the last 10% is on the persons attendance and leaves etc.

14 | P a g e
SALARY DESIGN
They have a salary review on yearly bases, they work with the market salary review, it’s an objective of
HR department to design and redesign the salaries on yearly bases. Shangrila has market competitors and
comparatively shangrila is paying higher salaries to their employees then the competitors.
Shangrila is number 1 in providing incentives. If a person’s salary is 40000 they will be provided with
incentives of 16000 to that person. Shangrila company provides transport facility to their employees.
They provide medical incentives to their employees. Management awards 50000-100000 to extraordinary
performers during the year. Bonuses are provided to every employee according to their performance.

DRAFTING A NEW HR POLICY

SPL has no inhouse software, it has purchased a system from Singapore which is called Cybiz system
through which they are designing their new policies. Every department is working on the ERP (enterprise
resource planning) designed by that software. Everything is working on ERP module online. And these
policies are only provided to the employees related to it. Policy can be made by any department in the
organization but implementing that policy is done by the HR department.

FISCAL YEAR
The annual reporting period or company's fiscal year is not always the same as the calendar year ending
December 31. In fact, an organization can adopt a fiscal year consisting of any 12 consecutive months. An
acceptable variation of this rule is to adopt an annual reporting period of 52 weeks.
At Shangrila, Fiscal year starts from JUNE 30 and ends at JULY 31

JOB ANALYSIS AT SHANGRILA

Job Analysis in Shangrila identify and determine in detail the particular job duties and requirements and
the relative importance of these duties for a given job. Job Analysis is a process where judgements are
made about data collected on a job. The purpose of Job Analysis is to establish and document the 'job
relatedness' of employment procedures such as training, selection, compensation, and performance
appraisal.

DETERMINING TRAINING NEEDS

Job Analysis can be used in training/"needs assessment" to identify or develop:

 training content
 assessment tests to measure effectiveness of training
 equipment to be used in delivering the training
 methods of training (i.e., small group, computer-based, video, classroom...)

COMPENSATION
Job Analysis can be used in compensation to identify or determine:

 skill levels
 compensable job factors
 work environment (e.g., hazards; attention; physical effort)
 responsibilities (e.g., fiscal; supervisory)
 required level of education (indirectly related to salary level)

15 | P a g e
SELECTION PROCEDURE
Job Analysis can be used in selection procedures to identify or develop:

 job duties that should be included in advertisements of vacant positions;

 appropriate salary level for the position to help determine what salary should be offered to a
candidate;
 minimum requirements (education and/or experience) for screening applicants;
 interview questions;
 selection tests/instruments (e.g., written tests; oral tests; job simulations);
 applicant appraisal/evaluation forms;
 orientation materials for applicants/new hires

PERFORMANCE REVIEW
Job Analysis can be used in performance review to identify or develop:

 goals and objectives

 performance standards
 evaluation criteria
 length of probationary periods
 duties to be evaluated

METHODS OF JOB ANALYSIS

Several methods exist that may be used individually or in combination. These include:

 review of job classification systems

 incumbent interviews
 supervisor interviews
 expert panels
 structured questionnaires
 task inventories
 check lists
 open-ended questionnaires
 observation
 incumbent work logs

PREFERENCE TO INTERNAL HIRING

Recruiting is one of the hardest things that organizations must go through. It involves an expensive and
time-consuming venture for a multitude of people which finally results in the hiring of employees. Most
organizations sometimes make the mistake of making too many changes at once, and as a result fall from
the high standards that they have set from themselves in the industry.

INTERNAL RECRUITMENT
Internal recruitment strategies are put into place when organizations decide to promote employees from
within the organization to fill up any positions that may have become vacant. Many organizations even
inform their employees about a possible job opening for employees within the company through emails,
fliers, or bulletin boards. It is favored by many organizations, since it helps them retain talented
individuals in the company, with the thought of a possible promotion in the future.

16 | P a g e
It is also a cost-effective way of recruitment, since you don’t have to market yourself to potential
employees and it does not involve a lengthy screening process as well.

The advantages of internal recruitment are obvious, since you are promoting an employee from within the
organization and they will most probably know the entire company inside out. Nevertheless, most
organizations prefer the system of internal recruitment, since it helps them fill up positions faster and stay
at a consistent level.

CAREER DEVELOPMENT SYSTEM PLANNING MODEL

Since usually no one within an agency has the training or availability to an institute career development
effort, career counselors have a broad opportunity to provide this missing critical service. Hired as a
consultant, a counselor could guide the process of need assessment, program implementation and even be
retained thereafter as an outsourced counselor, providing guidance to individuals wanting to move
forward in their careers. Following is a three-step process for preparing to an implement a system:

1. Conduct a needs assessment

To identify problems, pressures or opportunities that will justify the implementation of career
development system. For example, high turnover of helping professionals is a common problem, and cut
in funding sources is an example of an outside pressure that forces entities to operate with less without
jeopardizing their services.

2. Solicit support and commitment

from individuals who have the power to make decisions for the organization. Successful employer-
sponsored career development programs begin with the active involvement of top management, which
include board members, administrators, and human resource personnel.

3. Evaluate existing human resource activities

for availability and effectiveness as they relate to the design of the programs. Social service organizations
need to be open and ready to provide employees with information on future human resource needs,
educational assistance programs, job requirements, training and development opportunities, and job
vacancies in order for career development strategies to be effective.

CONDUCT REGULAR SELF ASSESMENT

Other people’s opinions do matter when you are trying to formulate a plan, but your opinion is essential
as well. Self-assessing can improve your plan as it can help you understand where you stand, how close or
how far you are from your next goal and how feasible your next planned steps are.

Regular self-assessment is crucial, so plan ahead. Whether that’s every couple of months or after
completing a step or achieving a goal, it’s important to know that you are going to take the time to sit
down to review your progress.

17 | P a g e
SHANGRILA PREFERS PERMANENT EMPLOYEES

fulltime employees tend to like the stability and scheduled nature of working as a permanent employee. It
also allows you to work closely with a team and build long term relationships with coworkers both in and
outside of work, something contract work usually doesn’t offer.

Additionally, permanent employees prefer to have a bit more oversight into how they do their work, and
working long term with a company can also allow them to have a mentor that will teach them the
industry.

TRAINING DESIGN FRAMEWORD

The considerations for developing a training program are as follows:

1. Needs assessment and learning objectives.

This part of the framework development asks you to consider what kind of training is needed in your
organization. Once you have determined the training needed, you can set learning objectives to
measure at the end of the training.
2. Consideration of learning styles.
Making sure to teach to a variety of learning styles is important to development of training
programs.
3. Delivery mode.
What is the best way to get your message across? Is web-based training more appropriate, or should
mentoring be used? Can vestibule training be used for a portion of the training while job shadowing
be used for some of the training, too? Most training programs will include a variety of delivery
methods.
4. Budget
How much money do you have to spend on this training?
5. Delivery style.
Will the training be self-paced or instructor led? What kinds of discussions and interactivity can be
developed in conjunction with this training?
6. Audience.
Who will be part of this training? Do you have a mix of roles, such as accounting people and
marketing people? What are the job responsibilities of these individuals, and how can you make the
training relevant to their individual jobs?
7. Content.
What needs to be taught? How will you sequence the information?
8. Timelines.
How long will it take to develop the training? Is there a deadline for training to be completed?
9. Communication.
How will employees know the training is available to them?
10. Measuring effectiveness of training.
How will you know if your training worked? What ways will you use to measure this?

CONCLUSION
Shangrila Private Limited is one the largest tomato Ketchup manufacturing company in Pakistan. The HR
Department of Shangrila company is located in Ebrahim Ali Bhai Tower Karachi, their HR department
works in all the directions. At Shangrila, company the Fiscal year starts from JUNE 30 and ends at JULY
31, they mostly prefer internal hiring, Shangrila prefers permanent employees, they don’t work with
contract employees.

18 | P a g e
CHAPTER 2
HINOPAK MOTORS LIMITED

THE COMPANY:
Hino Motors Japan and Toyota Tsusho Corporation in collaboration with Al-Futtaim Group of UAE and
PACO Pakistan formed Hinopak Motors Limited in 1986.

In 1998, Hino Motors Ltd., and Toyota Tsusho Corporation obtained majority shareholding in the
company after disinvestments by the other two founding sponsors. This decision to invest in Hinopak at a
time when the country's economy was passing through a depression and the sale of commercial vehicles
was at an all-time low reflects the confidence our Principals have in our company and their commitment
to the Pakistani market. Hinopak is the trusted market leader with over 50% share in the Pakistani Truck
and Bus industry. Hinopak a vital contributor in saving of foreign exchange is also providing jobs and
plays a pivotal role for the development of the local industry through its progressive manufacturing.

By continuing to move forward and staying alert to the ever-changing market & social needs, Hinopak
will continue to be a successful and respected corporate citizen of Pakistan, reflecting their commitment
and belief in the Hinopak corporate philosophy to "contribute to the development of a more prosperous
and comfortable society by providing the world with a new set of values".

VISION STATEMENT:

The vision of Hinopak Motors Limited is to provide the society with safe, economical, comfortable
and environment friendly means of transportation by manufacturing and supplying commercial
vehicles and services.

MISSION STATEMENT:
TO PURSUE OUR VISION, WE COMMIT OURSELVES:

 TO OUR INDIVIDUAL, INSTITUTIONAL AND INTERNATIONAL CUSTOMERS:

19 | P a g e
To deliver high quality, safe, durable, reliable, comfortable environment friendly and economical
products and services to their total satisfaction.

 TO OUR EMPLOYEES:

to foster corporate culture of mutual trust, respect for fundamental rights at work, opportunities for
professional growth and personal welfare so that they are proud of being a member of the
“Hinopak Family”

 TO THE COMMUNITY AND OUR NATION:

to contribute to economic and social development by providing means of transportation and by

progressive localization of the vehicles.

 TO THE SHARE HOLDERS:

to act in compliance with the norms expected of a subsidiary of the Toyota Group of Companies
and make a meaningful financial return to the shareholders.

BEYOND ROADS:
We will continue to add values to the lives of a common man. We seek to invest in lasting benefits
for the community and aim to create economic and social development.

BASIC PRINCIPLES OF HINOPAK CODE OF CONDUCT:

1. We develop and provide outstanding products and services that fulfill the demands of customers with
sufficient attention given to safety and the environment and we aim to be an enterprise which has a
significant presence in the commercial vehicle market.
2. We undertake open and fair corporate activities in conformity with the spirit and letter of laws. We
maintain sound and transparent relationships with governmental and administrative entities.
3. We build and maintain good communications with society as well as our stakeholders, and we are
committed to accurate and timely disclosure of information.
4. We recognize that an environmental preservation activity is an integral part of our business, and we
voluntarily and actively promote and engage in environmental preservation activities as an indispensable
condition for Hinopak's corporate existence and activities.
5. We recognize the inherent dignity and fundamental human rights of all members of the Hino family
and therefore respect and support the practice of human rights.
6. We actively promote and engage in philanthropic activities as a member of Hino Motors Ltd. and the
Toyota Group, and as a good corporate citizen.
7. We respect the right of workers at the workplace and their right of freedom of association and the right
to organize and bargain collectively. We believe in transparency, mutual trust and respect for each other’s'
rights and obligations and need for bilateral dialogue and cooperation between employees and

20 | P a g e
management for achieving decent work with safe and healthy work environment, growth and excellence
in business performance.
8. We take a resolute stand against antisocial power and organizations, and we act in compliance with
ethical standards and sound social values.
9. We respect and abide the law of the land and applicable rules and the diversity of customs and culture
and we contribute to development in the communities through our business activities.
10. We support the principles of Global Compact and expect our employees to embrace them in the work
culture of our enterprise for sustainable growth and development.
11. We pledge to comply and enforce the basic principles of Hinopak's Code of Conduct and prevent its
violation through the mechanism already in place from enforcing discipline, Companywide. Any member
of Hinopak family observing any violation or abuse of this code of conduct may bring the same to the
notice of the Management Committee or the Audit Committee in writing directly or through the
suggestion boxes for necessary consideration and action.

COMMITMENT TO EXCELLENCE:
Our company success is due to unrelenting efforts of a team that is committed to excellence and as we
move ahead we hold steadfast to our commitment to always represent the best of our country.

Board Of
Directors

Managing
Director &
CEO

Director
Deputy
Production &
Managing
Plant
Director
Manager

HR Body Engineering Production

Sales & Chasis Material Quality
Administratio Finance & IT Parts Service Manufacturin & Planing & Supply Chain
Marketing Assembly Operations Assurance
n & HSE g Plant Development Management

Senior Senior Senior Senior Senior Senior Senior

Divisional Divisional Divisional Divisional Divisional
Divisional Divisional Divisional Divisional Divisional Divisional Divisional
Head Head head head head
Head Head Head Head Head Head Head

Deputy Deputy Deputy Deputy Deputy

Divisional Divisional Divisional Divisional Divisional Divisional Divisional
Divisional Divisional Divisional Divisional Divisional
Head Head Head head head head head
head Head Head Head Head

Deputy Deputy Deputy Deputy Deputy Deputy Deputy

Divisional Divisional Divisional Divisional Divisional Divisional Divisional
Head Head Head Head Head Head Head

21 | P a g e
BOARD OF DIRECTORS:

 Mr. Muhammad Aslam Sanjrani (Chairman)

Mr. Muhammad Aslam Sanjrani was appointed in November 2013 as non-executive director of the
Company and Chairman of the board of directors. He joined the Civil Service of Pakistan in 1971 and
served 35 years in a variety of posts that included Administration assignments like District Magistrate
Commissioner (of Hyderabad and Larkana divisions), Secretary to the Government of Sindh and
Baluchistan, Autonomous and regulatory Bodies. He has worked in the Ministries of Commerce, Political
affairs, Industries and Production and Foreign Affairs.

 TATSUHEI MUTO (Managing Director & CEO )

excellence and ae we hold steadfast to our commitment to always

DCYDUDCDTCDCDHXXHSCDCDCDt of
Mr. Tatsuhei Muto is the Managing Director and Chief Executive Officer of the Company. He has been
associated with the Company since February 2016. He joined Hino Motors Ltd. Japan in 1988. He served
Hino Group in different countries in multiple roles including General Manager of Middle East & West
Asia Division and Director of Hino Motors Manufacturing Indonesia.

 YOSHIHIRO KONDO (Deputy Managing Director)

Mr. Yoshihiro Kondo has been appointed as the Deputy Managing Director of the Company in April
2014. He joined Toyota Tsusho Corporation in 1984 and used to be in charge of African market, Asian

22 | P a g e
market, Oceania market as well as KD projects for Egypt, Kazakhstan and other countries as a General
Manager for KD Business Department

 GHAFOOR MIRZA (Independent Director)

Mr. Ghafoor Mirza was appointed as independent non-executive director of the Company and Chairman
of the Audit Committee in November 2013. He is at present, also, the director of the Zarai Taraqiati
Bank Limited.

 MR. SHUICHI KANEKO (Non-Executive Director)

Mr. Shuichi Kaneko was appointed in April 2017 as non-executive director of the Company, member of
the Audit Committee and Human Resource and Remuneration Committee. He joined Hino Motors Ltd.,
Japan in 1982.

 MR. MIKIO SEGAWA (Non-Executive Director)

Mr. Mikio Segawa was appointed in June 2016 as non-executive director of the Company, member
of the Audit Committee and Human Resource and Remuneration Committee. He joined Hino Motors
Ltd., Japan in 1965.

23 | P a g e
  MR. SACHIO YOTSUKURA (Non-Executive Director)

Sachio Yotsukura was appointed in July 2017 as non-executive director of the Company and member
of the Audit Committee. He joined Toyota Tsusho Corporation in 1984. Presently he is also working as
Managing Director of Toyota Kenya Limited. He has served the Toyota group in different countries in
numerous roles.

 MR. HIROSHI SEMBA (Non-Executive Director)

Mr. Hiroshi Semba was appointed in April 2017 as non-executive director of the Company, member of
the Audit Committee and Human Resource and Remuneration Committee. He joined Hino Motors Ltd.,
Japan in 1983.

 MR. TAKEHITO SASAKI (Director)

Mr. Takehito Sasaki was appointed as the Director of the Company in March 2015. He joined Hino
Motors Ltd., Japan in 1988. He has a rich experience in production techniques and production
investigation activities.

24 | P a g e
 MR. FAHIM AIJAZ SABZWARI (Company Secretary & CFO)

Mr. Fahim Aijaz Sabzwari is a Company Secretary and Chief Financial Officer. He joined the
Company in 2005. Previously he worked with A.F Ferguson & Co., Deloitte Kingdom of Saudi
Arabia and Al Ghurair Group. He is the director of Arabian Sea Country & Club. He is also the
fellow member of Institute of Chartered Accountants of Pakistan.

25 | P a g e
JOB & CAREER OPPURTUNITIES

In the most dynamic world of IT, where the rate of obsolescence is mind-boggling, we have taken
a challenge to create an environment that nourishes and develops our team members. At Hinopak
Motors Limited, we do not have managers: we have leaders.

We at Hinopak, Encourage Innovation, Value Teamwork, Empower teammates, Reward

Performance, A career with Hinopak Motors Limited is full of challenges, competition and
tremendous responsibility. To be at the cutting edge, one would need a right mindset to succeed in
this highly competitive world.

HUMAN RESOURCE DEPARTMENT OF HINOPAK:

At Hinopak, Human Resource Development is not a thing they do; it’s the thing that runs their business.
They, at their utmost priority, invest in the welfare and talent of their employees so they can flourish as
dynamic individuals. Their training programs are designed to equip their employees with comprehensive
knowledge, sharpen skill set, diversified experience, and innovation. Keeping our pledge of developing
people, various training programs focusing on work life balance, management development, advance
manufacturing techniques & practices, soft skills and professional skills were conducted during the year
and a total of 23,982 trainings hours were accomplished, mirroring Company’s fervor towards its
workforce development.

At Hinopak, employees are more important than technology and machinery. Hence to keep our
staff updated with the times and as a part of general policy of the pursuit of excellence, Hinopak
organizes and conducts regular training programs within Pakistan and abroad for employees at all
levels.

26 | P a g e
With a well-developed training infrastructure Hinopak conducts a wide range of highly professional
training courses for not only our employees but also for our customers and vendors.

Therefore, by opening new avenues of technical and managerial development and improving existing
skills, Hinopak aims at sustaining its position as a market leader for commercial vehicles in Pakistan.

Head of HR Department

Muhammad Khaliluddin

Executive Human Resources

Ovais Ibrahim & Compensation

Executive Human Resource & Payroll

Subbayal Khan

Coordinator Admin. Services Management Trainee

Sabira Agha Shafaq Hammed

27 | P a g e
HIRING PROCESS:
Since HinoPak is a Japanese multinational corporation so there hiring process is according to the Japanese
practices in which the process starts from the graduate’s students of high institutes from which 80% of
students are appointed in their relevant industrial fields and 20% of students go towards the management
field.
If we talk about hiring here in Pakistan in the company so it is done according to the different (HR-ADMIN-
HSC) functions. The recruitment process involves many different levels such as at Entry Level they prefer
MBAs or Graduate’s Batch then their training and after completion of their training programs the final
selection is made.
But due to the limited and fluctuating market demand of the company in the corporate sector the hiring
process is quite low. For this reason, they have kept their manpower level at the basic optimum level. That
means when there is a high work load at the industrial level, instead of hiring new labor they increase the
overtime hours of present labors because of short term demand in the market. If there is a need of hiring,
then the company first seek for internal hiring in the office or the job rotation for fulfilling the new job
requirement. They oftentimes appoint labors for physical work on contract. If the need is still vacant so they
also go for outsourcing the recruitment process. The process normally involves the basic process of
publishing add and interviewing the candidates and so on. Their hiring process is based on their planning
which is known as OBP (Original business plan) which is changed after every 5 years.

TRANING AND DEVELOPMENT

To keep our staff updated with the times and as a part of general policy of the pursuit of excellence,
Hinopak organizes and conducts regular training programs within Pakistan and abroad for employees at all
levels. With a well-developed training infrastructure Hinopak conducts a wide range of highly professional
training courses for not only our employees but also for our customers and vendors. Therefore, by opening
new avenues of technical and managerial development and improving existing skills, Hinopak aims at
sustaining its position as a market leader for commercial vehicles in Pakistan.

TRAINING FOR CUSTOMERS 2016-17:

To ensure the safety of our customers and to promote customer training, Hinopak, organized a number of
training programs for its customers. A total of 99 trainings were conducted in which a total number of
1,033 customers participated. These included:

• 12 ECO Drive Seminar/Training were conducted and 218 of our customers participated.
• 37 Driver Training were conducted and 275 KAZAY customers participated.
• Training through Mobile Training Units was organized in which 126 people participated and a total of
12 trainings were conducted.
• 29 driving trainings during Camps/Survey were conducted in which a total of 334 people participated.
• 7 Chargeable Driver Trainings were conducted in which there was a participation of 67 customers.
• 2 Mechanical Trainings were conducted in which 13 customers participated

28 | P a g e
APPRAISALS
They are using MBO based appraisals system. The process is
Objectives → Divisions Head → Communicate → HR portal’s posting → Execution →
Status updating → 70% objectives → 30% competencies
There are 15 areas of competencies in the company.
The scale of rating involves
Excellent - Very good - Good – Average.

COMPENSATION
Compensation is based on three main decisions that are

 Promotion
 Annual Increment
 Cash award

MAIN INCENTIVES (Other than salary)

Company gives high bonuses to the employees (about80%). But salary increasing is quite low. The reason
behind low salaries is that the company believes to keep its fixed cost constant due to fluctuating market
demand. That’s why they have high bonuses level for their employees.

SALARY DESIGN
The company first prefers the general information about the salaries which is provided by the company
named as HRS Global. HinoPak lies in the Medium-large company.
After preferring that information now company considers its External and Internal Equities while designing
the salaries of its workers. And after consideration and comparing, salaries are designed according to the
criteria between its internal equity and market position.

29 | P a g e
DRAFTING A NEW HR POLICY
Before drafting any new HR policy, it is seen that the policy is REALISTIC or not? They feel that if any
problem occurs there is not always need to make a new policy. Before drafting any new policy, it is
confirmed that the new policy which going to be made is how much applicable on the given situation.

PERSONAL AND CAREER DEVELOPMENT

Firstly, they prioritize the difference between personal and career development skills. It begins from the need
analysis process. The judgements are made on the difference between personal skills, professional skills and
job needs. After the analysis a thoroughly list is made from which the training calendars are made.Second
phase is executing those training plans and third phase is analysing through feedback by the employees.

HR BUDGET
There are three main kinds of budget, these areas are

 Capital Expenditures (more than 200000 is to be justified)

 Expense budget
 Man, power budget (Responsibility of HR Department)
There are no limitations on the HR budget in the company generally. But all the budget is to be justified.

FLEXI HOURS
They do not provide flexi hours to the employees.

TERMINATION PROCESS
They do not practice any termination’s strategy.

LABOR UNION
It’s the human right of the labors present in any organization. They have only one union named as CBA
(Collective Bargaining Agent). It is basically authorized to negotiate with management there.

HUMAN RESOURCE INFORMATION SYSTEM

They are using Ourical E-Business which has 12 modules.

CONCLUSION

Hinopak Motors Limited a vital contributor in saving of foreign exchange is also providing jobs and plays a
pivotal role for the development of the local industry through its progressive manufacturing and is the trusted
market leader with over 50% share in the Pakistani Truck and Bus industry. The organization’s internal
regulatory system which is performed by human resource department is much strong which results in the
progress and development of company and its employees.

30 | P a g e
HinoPak Motors Limited
Visit date: 13-04-2018

Shangrila Private Limited

Visit date: 17-04-2018

31 | P a g e
32 | P a g e
33 | P a g e
34 | P a g e
DEPARTMENT OF PUBLIC ADMINISTRATION,
UNIVERSITY OF KARACHI

Dated: 13-04-2018
Manager HR
Shangrila (Pvt.) Limited,
Karachi.

Subject: Request to grant an appointment for HR visit

Respected Sir,

It gives me immense pleasure to write to you that the Department of Public Administration,
University of Karachi is offering Bachelors, Masters and MS M. Phil / Ph. D. degree with
specialization in Human Resource Management, Finance, Supply chain and Marketing.

Our aim is to provide an opportunity to our student to get practical exposure in which we engage
them in various research projects and report writing assignment. We would like to request you to
kindly extend your Co-operations to our students.

We have selected your esteemed organization and would appreciate if you could facilitate our
student who are conducting project visit of course for grant an appointment for HR visit the
academic project. Your cooperation will be highly appreciated.

With regards:

Name of Student
1. Hafsa Shafiq
2. Hamna Kamal
3. Hareem Fatima
4. Umer Shabbir

Chairman

35 | P a g e
DEPARTMENT OF PUBLIC ADMINISTRATION,
UNIVERSITY OF KARACHI

Dated: 17-04-2018
Manager HR
Hinopak Motors Limited,
Karachi.

Subject: Request to grant an appointment for HR visit

Respected Sir,

It gives me immense pleasure to write to you that the Department of Public Administration,
University of Karachi is offering Bachelors, Masters and MS M. Phil / Ph. D. degree with
specialization in Human Resource Management, Finance, Supply chain and Marketing.

Our aim is to provide an opportunity to our student to get practical exposure in which we engage
them in various research projects and report writing assignment. We would like to request you to
kindly extend your Co-operations to our students.

We have selected your esteemed organization and would appreciate if you could facilitate our
student who are conducting project visit of course for grant an appointment for HR visit the
academic project. Your cooperation will be highly appreciated.

With regards:

Name of Student
1. Hafsa Shafiq
2. Hamna Kamal
3. Hareem Fatima
4. Umer Shabbir

Chairman

36 | P a g e
QUESTIONS

1: How do you recruit candidates? (Hiring process)

2: What techniques you use for appraisal of candidates?
3: Tell us your organizations process of establishing pay rates (Salary design)
4: What are the main incentives the organization pay to employees (Other than salaries)
5: What factors do you consider before drafting any new policy?
6: How would you implement a new HR Policy?
7: What do you consider the most successful recruitment strategy?
8: How would you conduct a job analysis? Explain.
9: Which personal/Career development strategy do you find the most successful?
(Need analysis of T&D) (Employee Career Development)
10: How do you analyze the performance of your employees after attending a training session?
(Personal Development) (Analyzing change)
11: Describe your training design?
12: What is your HR Budget?
13: Do you provide flexi hours?
14: What is your termination and firing process?
15: Give us a sample of your HR Forms/Documents.
16: What is the labor union and what are its benefits to the organization?
17: What trends will shape the department over next five years?
18: How do you define company culture? And how do contribute to nurturing a positive
company culture?
19: What are your strategies for thr organizational development?
20: If any new project starts, what do you prefer internal hiring or external hiring? (Team work
techniques)
21: Do you prefer contract employees or permanent employees?
22: Can you give us a map of your Hierarchical/Organizational structure? And on what basis you
prefer this structure? (Reporting techniques)
23: What is your human resource information system?

37 | P a g e
References
http://www.shangrila.com.pk/

http://fruitio.com.pk/index.php

https://www.thebalancecareers.com/what-is-human-resource-management-1918143

https://www.humanresourcesedu.org/what-is-human-resources/

https://job-analysis.net/G000.htm

https://ncda.org/aws/NCDA/page_template/show_detail/5041?model_name=news_article

http://open.lib.umn.edu/humanresourcemanagement/chapter/8-4-designing-a-training-program/

http://www.kbic.com/blog/construction-recruiter/blog/internal-and-external-recruitment-strategies-for-
your-corporation/

https://www.changerecruitmentgroup.com/knowledge-centre/differences-between-permanent-temporary-
and-contract-work

http://www.ashleyellis.com/2013/08/should-i-be-a-contract-worker-or-a-permanent-employee/

https://hinopak.com/

 Shangrila Private Limited

Shahnawaz Haider

Assistant Manager

 HinoPak Motors Limited

Khalil Uddin

Head of HR

38 | P a g e