BORJAN History

Shoes create an impression long enough to keep the onlookers at you. An extra ordinary fashion
can add to this impression. That’s what BORJAN is working for. Borjan Pakistan has been
serving the footwear industry for almost 35 years now. Indulgence of style has made the brand
stand out among others. Essence of fashion and elegance of up datedness blend of this fashion
aroma is adding to the casual and formal appearance of those who choose Borjan.

In 1986, the company named as Prestige the sister concern brand of service shoes was the seller
of ladies and gents footwear. Prestige Company launches its outlets in the major cities of
Pakistan on the 1st march 1986 with the head office in Lahore. In the beginning of two years the
response was overwhelming and the customer’s feedback, regarding the product quality and the
services was more than the expectations and strengthens their belief in their policies. By keeping
all this in mind the company name was changed from Prestige to Borjan private limited. Borjan
is the manufacturer of gents and ladies foot wear and other lather products. Borjan produce shoes
and all other leather accessories in their own manufacturing units. Borjan established itself as a
world class manufacturer of private label and branded footwear with the aim to provide
exceptional shoes at affordable price. It is here that innovation and technology comes together
with skilled hands and an old fashioned work ethic.

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 COMPANY INTRODUCTION

Borjan aspires to become a leading organization not only in Pakistan but also its neighboring
nations so that the brands and utility products become the first choice of its consumers to make
them look and feel smart. Borjan has a theory about shoes, the more you buy them, the less you
have, and for you have numerous outfits and each requires that you have a perfect pair of shoes
to complete your look. Borjan is one of the many shoe stores that have opened numerous outlets
all over the Pakistan and have made a name for themselves owing to their high quality and
gracefully designed footwear.

The products of Borjan are for the people of great stature and for those who want to step up and
above beyond others. This stylishly charged and sophisticatedly designed shoe s are everybody
must pick items these days. Keeping in mind the ever increasing demand, Borjan is operating 74
outlets in 48 cities of Pakistan.

Borjan is dedicatedly adding to the fashion sense nationwide and bringing in international trends
and fashions to keep our consumers fashionable with an international style swiftness.

Borjan boasts of a wide variety of contemporary women’s footwear for the especially modish
and elegant ladies, ranging from stilettos to pumps to slippers and men’s casual shoes. The
designs are unique and available in unusually cool and funky colors. To cap it all, the shoes are
easy on your feet and you do not have to wear them a few times before you can actually walk
without getting blisters on your feet. At Borjan, everyone can definitely find a matching pair of
women’s and men’s footwear for their outfit that well add superfluous blink to their look. The
quality of the shoes is top notch. The shoes are trendy, modish yet comfortable, which is another
feather in their cap and you can expect the same from the men’s casual shoes.

Shoes are not the piece of accessories that you will find at Borjan. Ladies can also put emphasis
on their outfits with graceful control or a smart hobo bag, as per their desire. The entire range of
bags has a modern feel to it, owing to its beautiful designs and casual attraction. So grab a bag
along with your desire pair of shoes and get ready to make a statement.

Borjan also caters to the need of the gentleman and thus has a wide array of men’s casual shoes,
ranging from Moccasins to summer sandals, designed especially for the guys. Borjan has a very
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impressive brand range and each brand accommodates to its target segments. The impressive
brand range includes:

Digger: Tough, rouged, breathable and extremely comfortable outdoor shoes.

Skywalk: The hallmarks of Skywalk collection are extreme comfort and flexibility for
people who are on the go.

Gig: Stylish, Formal and Party wear shoe specially made for all executives.

Kashang: A utility product for women for leisurely work and every day wearing.

Matilla: Trendy sandals and slippers for relaxation, ideal for all kind of restful occasions.

Borjan also carry other accessories like belts, wallets, stud buttons, airings, etc but since they are
far and few, most people don’t pay much attraction to them and hence they are not the biggest
source of attention for the shoppers. The shoes falls into the price range at Borjan are Rs. 900 to
Rs. 5000, which is reasonable enough, considering the quality of their offerings. The men’s
casual shoes though are a bit higher in price as compared to the rest of the stuff. The bags on the
other hand are around Rs. 1000, on average.

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Business Analysis

Company Profile

Basic Information

Company Name: Borjan Private Limited

Owner: Chaudhry Zahid Hussain

Business type: Retail

Products: Ladies and Gents leather shoes

Number of Employees: More then 1000

Main Markets: All over the Pakistan and neighbor countries

Outlets: 74 Outlets with in 48 cities

Corporate Social Responsibility

Apart from shaping the latest fashion sense nationwide, Borjan never legs behind in taking any
social initiatives for the welfare of marginalized communities. Borjan is serving the communities
where socio-economic conditions are worse, under the umbrella of Haral Bunyad which aims to
uplift the plight of financially and socially disturbed rural societies.

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Vision Statement

Borjan aims to achieve recognition in the shoe making industry in Pakistan and its
neighborhood countries to make their customers smart and feel comfort. The assurance
and availability of high quality Borjan shoes and other products would help in making the
brand an absolute preference and choice of the people.

Core Values

 To prioritize and look after our consumers

 To do best with Honesty

 To Care for our people

 To give back to society

 To build strong relationship with consumers, venders and employees

 To enforce respect factor amongst us

 Business innovation

Organization Objective

 Overall objective is to build profitable customer relationship.

 To prioritize and look after their customer.
 To lower the costs of production.
 To improve their profits.
 Profits can be improved by increasing sales so their objective is to increase the sales.
 The main objective is Fashion Forward.

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Contact us

Head Office:

Borjan Private Limited

333-R- Block
Main Boulevard
Johar Town, Lahore. Pakistan

Phone : 0092 42 111 000 174

Fax : 0092 42 35291672

Email : www.borjan.com.pk

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 i. Organizational Structure of the Human Resource Management (HRM)
department

An organizational structure consists of activities such as task allocation, coordination and

supervision, which are directed towards the achievement of organizational goals. It can also be
considered as the viewing glass or perspective through which individuals see their organization
and its environment.

An organization can be structured in many different ways, depending on their objectives. The
structure of an organization will be determining the modes in which it operates and performs.

The structure of Borjan private limited establishes specialist groups to work together within their
specialty to manage tasks. Each division may have a manager to coordinate efforts and perform
reporting tasks.

In Borjan, there is a separate human resource department for utilizing the manpower effectively
and efficiently.

Mr. Faisal Sana is the Dy. Manager recruitment and selection in human resource at Borjan who
is responsible to hire all the employees from junior clerk to higher level management. He is also
responsible for the Preparing job descriptions and person specifications, Writing job
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advertisements and deciding how and where jobs will be advertised, Designing or revising
application forms, Developing creative recruitment solutions if the organization is experiencing
difficulties in attracting the appropriate level and quality of staff, develop, running and
evaluating selection processes including interviews, tests, personality questionnaires and various
group activities. He also develop the compensation and benefits plans including employee
benefits and health and welfare plans, base pay, short-term and long-term incentives. All the staff
of Mr. Faisal Sana coordinates with him and provides different reports time to time. And
maintain all the previous records and employee record in their backups.

Mr. Imran Khawaja is the Dy. training manager in Borjan’s human resource department. He is
responsible for planning and leading training activities at a company. He identifying training and
development needs within an organization and develop employees' skills and improve their
productivity and the caliber of their work, he develop testing and evaluation procedures, Confer
with management and conduct surveys to identify training needs based on projected production
processes, changes, and other factors. He also develops and organizes training manuals,
multimedia visual aids, and other educational materials and planning the training title. He Plan,
develops, and provides training and staff development programs, using knowledge of the
effectiveness of methods such as expressions, on-the-job training, meetings, conferences, and
workshops. He also makes training plan monthly, quarterly. He designs development way for
each position.

Mr. Wajid Hassan is the balance score card (BSC) officer who is subordinate of the owner of the
Borjan Mr. Zahid Hussain. The duties of Mr. Wajid are Plans, directs, organizes, monitors,
coordinates, and evaluates the work of professional, technical, and clerical staff, Set up appraisal
files, prepare folders, prepare appraisal reports, typing from handwritten and dictated materials,
formatting and production of typed documents and reports prepared by professional staff, bind
reports once completed and prepare for delivery. After the completion of appraisal work he is
responsible to report Mr. Zahid Hussain for the purpose of making decisions regarding the
performance of employees their promotions, increase pay, provide other benefits, for the purpose
of training of those employees who did not produce the desired results.

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Human Resource Management Process in the Organization

Each organization works towards the realization of its vision. The same is achieved by
formulation of certain strategies and implementation of the same, which is through by the human
resource department. Human resource is a massive field that set off, builds a strategy,
implements and ends with a long term solutions. To deal with human resources give the
impression to be very easy, but when it comes to be the player then starts the real sang in
handling it. It is always easy to underscore someone or to that matter anyone about anything.
However, the best is always esteemed.

Human resource in a company is always reachable to each one of them irrespective of the levels.
To start or make the first move it is the human resource department that anyone should get in
touch with. They strategize the policies and procedures in the company for which it would have
been a year, to do so provided the focus is on to quality progressions.

Borjan human resource includes the following processes:

Recruitment & Selection

Job analysis identifies the duties and human requirements for each of the company’s jobs. The
next step is to decide how many of those jobs you need to fill, and to recruit and select
employees from them.

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Basically recruitment is the process of identifying that the organization needs to employ
someone up to the point at which application forms for the post have arrived at the organization.
Selection consists of the processes involved in choosing from applicants a suitable candidate to
fill a post.

In simple words:

Recruitment: Develop a pool of competent and qualified applicants.

Selection: Determine relative qualifications and latent for a job.

Training and Development

Carefully selected employees do not guarantee they will perform effectively. Even high potential
employees cannot do their jobs if they don’t know what to do and how to do their jobs. The
human resource department usually designs the company’s training programs. Training and
development is the field which is concerned with organizational actions aimed at bettering the
performance of individuals and groups in organizational surroundings.

Training: Training means giving the skills to new or current employees that how they perform
their jobs in more better ways.

Development: Development is concerned with the growth of an employee in all respects. It is the
process by which managers and executives obtain not only skills, aptitude and competency in
their present jobs, but also capabilities for future managerial tasks of increasing difficulty and
scope.

Performance Appraisal

Performance appraisal means evaluating employee’s current or past performance relative to his
or her performance standards. In every department of the organization managers needs some way
to appraise employee’s performance. If employee’s performance is good, you will want to
reinforce it, and if it is bad, you will want to take corrective action.

Performance appraisal always involves:

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  Setting work standards
 Assessing the employees actual performance relative to those standards
 Providing feed back to the employee with the aim of motivating him or her to eliminate
the performance deficiencies.

Basically it provides information about how to train, motivate and reward the employees.
Managers can evaluate and then give feedback to enhance and improve the workers performance.

Compensation and Benefits

Compensation and benefits refers to all forms of pay going to employees and arising from their
employment. It has two main components, direct financial payments and indirect financial
payments. Direct financial payments include wages, salaries, incentives, commissions, bonuses
and indirect financial benefits includes employer paid insurance, vacations, living facilities,
reward membership in firm etc. When the organization sets its pay rates the basic things which
should kept in mind are mental requirements, intelligence, memory, reasoning, their verbal
expressions, education, skills, job knowledge, responsibilities and specialized knowledge.
Compensation plan is designed to address those needs that are often provided in the form of cash
and benefit plan is designed to address a specific need and is often provided not in the form of
cash.

Employee Relation

Employee relations are an underlying philosophy, along with necessary attitudes and skills,
rather than a specific management function or well defined activity. Ethics and fair treatment
play important role in managing employee’s relation at workplace. Ethics refer to the main
beliefs of conduct governing an individual or a group. The concept of ethics, justice and fair
treatment are intertwined.

In Borjan, manager uses personal methods to promote ethics and fair treatment. While selection
the human resource manager Mr. Faisal Sana hire ethical people and emphasize the fairness of
selection procedure.

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Ethics training, conducting fair performance appraisals, rewarding ethical behavior and generally
treating employees fairly all promote ethics and the perception of fair treatment. Communication
also plays an important role while managing the good relations with employees.

Security and Safety Plans

The main purpose of safety and security plans is to explicate the ethics, justice and fair treatment
in human resource management, matters essential for encouraging employee relations. These
includes ethics and fair treatment at work, aspects that shape ethical behavior at work, and
managers roles in development improved workplace ethics, employee discipline and the
protection for their jobs.

Employers, and others responsible for workplace safety, need to know how to keep everyone
safe. Employer are responsible for providing a workplace free from recognized exposures, and
employees have a right to demand safety and health on the job without fear of punishment.

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 Human Resource Planning and Forecasting

Planning provides a sense of principle and direction. It is a comprehensive structure for making
decisions in advance. It also facilitates the organizing, leading, and controlling functions of
management. Planning allows you to make your decisions ahead of time, it helps to foresee the
consequences of various courses of action, it provides direction and a sense of purpose, it
provides a amalgamate structure against which to measure decisions, and thus helps you avoid
piecemeal decision making. Planning also helps identify possible opportunities and threats, and
facilitates control. It is concerned with the end (what is to be done) as well as with means (how it
is to be done).In Borjan Private Limited human resource management is responsible for
employee’s dimension of organization. Human resource planning involves identifying staffing
needs, forecasting available personnel, and determining what additions or replacements are
required to maintain a staff of the desired quantity and quality to achieve the organization’s
goals. It is responsible for hiring competent people, training them, helping them perform at high
levels and providing mechanism to ensure that these employees maintain their productive
affiliation with the organization.

In this organization HRP process includes surplus and scarcity of labor, employees and
representative. Human resource planning is one of the most elements Borjan private Limited in
human resource management program, because it is process by which an organization ensure that
it has the right number of and kinds of people, at the right place, at the right time, capable of
effectively and efficiently completing those tasks that will help the organization achieve its
overall strategic objectives.

Human resource planning begins with a forecast of the number and types of employees needed to
achieve the organization’s objectives. Planning also involves job analysis, which consists of the
preparation of job descriptions and job specifications.

HRP Process

A key goal of HR planning is to get the right number of people with the right skills, experience
and competencies in the right jobs at the right time at the right cost. Effective HR planning
considers both the internal and external environmental influence of an organization, its

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objectives, culture, structure and HRM. This is because HR planning must reflect the
environmental trends and issues that affect an organization’s management of its human
resources. This includes consideration of globalization, growth of Internet use, the economy,
women in the work force, demographic changes, employee literacy, skill shortages, flexible work
schedules, telecommuting, quality of life expectations.

In Borjan private limited enlarge the pool of qualified to fill the predictable vacancies through
such actions as recruitment, selection, training, placement, transfer, promotion, development and
compensation. In Borjan HRP Process controlled evaluation of the human resource planning
system by monitoring the degree of attainment of HR objective.

Borjan private limited faces much competition in the shoe making industry so now they are
focusing on career management of their employees in which they enable the employees to better
understanding and develop their occupation skills and interests and to use these skills and
interests most effectively both within the company and after they leave the firm .

Forecasting HR requirements

Human resource forecasts are attempts to predict an organization future demand for employees.
Borjan private limited made only casual estimate immediate future as they gain experience in
forecasting human resource needs, they may use sophisticated techniques. Expert forecasts are
based on judgment of those who are knowledge about future needs some most employment
decisions are made by line managers.

Borjan’s management prepare a five -year modernization plan on the basis of future forecasting
of have to create more attracting pay packages so that more and more people come in to
organization several techniques of forecasting human resource requirements and availability are
currently used by those in the profession. First they deciding the personnel needs are to forecast
revenue first. Then estimate the size of staff required to support sales volume. There
management also considers other factors too, that include turnover, productivity changes and
financial resources etc.

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Methods to forecast HR needs

Once the future demand for human resources is projected the next major concern filling
projected openings. Borjan uses internal and external sources of supply. Borjan’s internal supply
consists who can be promoted, transferred to fill expected openings. Estimates of internal supply
of human resources involve more than merely counting the number of employees. Employer
growth and effectiveness of HR department largely determine the need to bring people in the
outside of the organization.

Forecasting has an important role in successful human resource management of a company. By

predicting the number of employees to be hired and by also estimating and knowing their quality,
a company would get the best people for the right places and at the right time. This is necessary
if the company wants to compete in global market.

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 Recruitment and selection

Recruitment is the process of identifying that the organization needs to employ some one up to
the point at which application forms for the post have arrived at the organization. Selection then
consists of process involved in choosing from applicants a suitable candidate to fill a post. It is
the process of locating , identifying and attracting capable applicants and selection means
screening job applications to ensure that the most suitable and appropriate candidates are hired.

Recruitment process of Borjan determined their desire to find the right person for the job. It is
designed to identify people who not only have the right mix of skills and experience but who
also aspire to their values. They frequently recruit a variety of highly skilled individuals for a
wide range of roles including Sales, Marketing, HR, Finance, IT, Engineering, Customer
Service, Legal and Security Officers. As well as the wide variety of roles available at their head
office, there is the potential for many exciting opportunities based throughout the country.

Once the applicants have submitted their application for a specific advertised post, they will
receive an email acknowledgement and their submission will be evaluate against the essential
criteria of the job. If their skills and experience closely meet up the job requirements, then they
can expect to receive an invitation call for interview and possible assessment within two weeks
of the advertised closing date. Competition for selection is usually attractive tough, so if the
applicant do not hear interview call within two weeks of the advertised closing date, then he can
assume that he has not made the team this time.

No person shall be appointed against any post in BORJAN unless he/she acquires minimum
prescribed qualifications for such post. All appointments in Borjan shall be subject to verification
and authentication of personal data of employees prior to or after the appointment. The
employees shall be required to furnish information with regard to their precursors at the time of
submission of their joining report to the human resource department of Borjan private limited. If
at any stage it is found that the information provided by the employee is incorrect, then the
service of such employees shall be liable for termination without notice. No person shall be
eligible for permanent appointment in Borjan unless he/she has accomplished the age of maturity
and is more than 55 years or medically unfit. All of the employees are to be appointed through
advertisement in the press as per approved budget.
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Job Analysis

Job analysis provides information about what duties the job entails and what human
characteristics are required to perform these activities.

“The procedure for determining the duties and

skill requirements of a job and the kind of
person who should be hired for it”.
(Gary Dessler)

The general purpose of job analysis is to document the requirements of a job and the worked
performed. In the field of human resource, job analysis is often used to gather information for
use in personal selection, training and compensation. Job analysis aims to answer the questions
such as:

a) Why does the job exist?

b) What physical and mental activities does the worker undertake?

c) When is the job to be performed?

d) Where is the job to be performed?

e) How does the worker do the job?

f) What qualification is needed to perform the job?

g) What machinery and equipment is used in the job?

In Borjan private limited job analysis is performed with the help of head of department of
concerned department. The Human Resource Manager continuously remain in contact with the
supervisors that what skills are needed to perform the specific job such as educational
background, their experience and other skills.

One of the main purposes of conducting job analysis is to prepare “job description” and “job
specifications” which in turn help to hire the right quality of workforce within the organization.

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Job Description
“A list of duties, responsibilities, reporting relationships,
working conditions and supervisory responsibilities”

Job Specification
“A list of jobs human requirements, that is the
requisite education, skills, personality, and so on”

Difference between Job Description and Job Specification:

The difference between a job description and a job specification is straightforward. A job
description is the duties to be execute. A job specification is what necessity, requirements are
essential to perform the task.

Job description is a written statement describing the general responsibilities and duties of a given
position. It should be considered an announcement for the job as it often lists the results expected
from the individual in the position and tells to whom the person reports. It may include general
working conditions as well.

A job specification normally provides a list of the qualifications anyone filling the post should
have. These qualifications might contain necessary education, previous work experience and
specific skills needed for the position.

Sources of Candidates:

Every organization has the option of choosing the candidates for its recruitment processes from
two kinds of sources, internal and external.

The sources within the organization itself like transfer of employees from one department to
another, promotions to fill a position are known as internal sources of recruitment.

Recruitment candidates from all other sources like outsourcing agencies etc are known as
external sources of recruitment.

Internal Sources of Recruitment

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Internal recruitment means collecting the pool of candidates from within the organization. In
Borjan private limited following are internal sources uses for recruitment.

 Promotion is the good judgment of the management and cannot be claimed as a matter of
right.

 Vacant posts of Borjan are filled with existing employees as possible who fulfill the
eligibility criteria like required qualification and experience for that post to which one is
being promoted.

 Employees are considered for promotion in the next grade based on performance
provided they have completed a minimum of three years of service in the existing post.

 Chief executive officer and chief operating officers of Borjan are the competent authority
to approve cases for accelerated promotion of employees based on exceptional
performance by relaxing condition of three years service.

 If employees promoted they will get the promotion increase of up to 10 to 18 percent or

minimum of new pay scale whichever is higher to the promoted employee.

 Proposal for promotion of eligible employee will be consider once in a year. The
proposal for promotion of employee is forwarded by the concerned department with the
signature of head of department to human resource department. Than the HR department
forwards that proposal to competent authority for that post in which one is being
promoted on the basis of his/her performance. The competent authority review the
promotion proposal on the basis of annual appraisal, performance, result of in-house
examination, achievement of goals, communication skills, pears relationship and team
work.

 If an employee has reached the maximum limit of his/her present pay scale and has not
been promoted to the next grade, he will continue to receive increment in salary
according to increment policy of that year.

The benefits of using internal sources of recruitment

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  It is time saving, economical, simple and reliable.

 There is no need of induction training because the candidate already knows everything
about the organization, the work, the employee, the rules and regulations, etc.

 It motivates the employees of work hard in order to get higher jobs in the same
organization.

 It increases the morale of the employees and it improves the relations in the organization.

 It reduce executive turnover.

 It develops loyalty and a sense of responsibility.

External Sources of Recruitment

If there would not be enough candidates to fulfill the anticipated openings the employer may
want to forecast the availability of outside candidates. In Borjan private limited following are
external sources uses for recruitment.

Job Fairs

Borjan conducts interviews in different job fairs and management institutes and Engineering
Colleges. Suitable candidates are selected by the organization based on their academic record,
communication skills, intelligence, etc. This source is used for recruiting qualified, trained but
inexperienced candidates.

Employment Agency

Borjan does not consult any employment agency for its recruitment process.

Advertisement Media

Borjan does advertisements by electronic and print media both. The website of Borjan is the
source of electronic media. And especially daily JUNG is to be preferred for advertisement of
jobs. Advertisement on social media also is used for advertising the jobs like LinkedIn and Face
book. This advertisement gives information about the company, the job and the required qualities
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of the candidate. It invites applications from suitable candidates. This source is the most popular
source of recruitment. This is because it gives a very wide choice. However, it is very costly and
time consuming.

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 Employee Selection Process

All of the process from recruitment to training is done in the main head office of Borjan in
Lahore.

After advertise the job the first step is scrutinizing the job applications. In this step we review the
C.V of applicants and categorized their C.V according to their applied post. Microsoft excel is
used as a database for C.Vs. in this data base all CVs for different post are entered. All the data
of C.Vs in files and in online data bank is entered in excel sheet. This data base is time efficient
and can store large amount of records which can be difficult to manage in hard copy form. In this
summarized excel sheet we prepare all the necessary information like their name, father name,
age, qualification, experience, address, cell phone number and remarks Colum. While the tenure
of internship I did all these tasks while the hiring of sale associates, brand managers and assistant
managers.

For recruitment functions these data base are very useful. Various reports prepared in excel are
just a click away. We can inquire report about the candidates who have age less than 25 years,
and also the candidates whose experiences are to be more than 5 years in their relevant fields.
These reports are very useful to inquire suitable candidates; candidates selected for test and
interviews and those whom job offer are made separately.

Designing the written test

Written test are designed for different candidates for different levels for example for graduated
candidates a general outline includes these sections

 English communication

 Mathematical questions

 Computer knowledge

 General knowledge

 Job related knowledge

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The form that must be filled by the applicants at the time of their interview is as following:

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Coordinate and arrange test

In this step all the arrangements for taking test are made e.g. time scheduling, place
arrangements, who will take the test etc. In this step approval of competent authority is required.
A phone call is made to inform all those candidates which are considered for the post. We inform
the candidates about the test, what would be the date and what would be the venue and different
sections of the test questions are also informed to the candidates.

Interview

Short listing is done on the basis of academic record and written test and these short listed
candidates are called for interview. Interview process is done in the main head office of Borjan
private limited at 333-R block, johar town Lahore.

In interview mostly both structured and unstructured questions are asked.

Interviewer must be common questioning to be effective predictors.

No stress questions are asked.

A candidate assessment sheet is prepared in which the interviewer criteria and grading is given.
Candidates are scored on the basis of leadership skills, knowledge innovativeness, extrovert
personality and self confidence. Manager Head of concerned department and manager of human
resource take the interviews. Interviews schedules are approved according to the interviewers
when they are free to take interviews.

Selection Committee

The deputy manager human resource Mr. Faisal Sana and assistant manager human resource Mr.
Imran Hameed and the manager of concerned department constitute the selection committee for
recruitment of employees. The recommendations of the selection committee referred to the
competent authority for final selection.

The specimen of interview evaluation form is as following:

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25
Area Managers, Deputy Managers, Assistant Managers

Selection of deputy mangers, area managers and assistant managers will be carried out by
interviewing short listed candidates who might have applied in response to the advertisement.
Short listing will be carried out by the member appointed by the CEO and COO.

The appointing authority for executive grade will be chairman respectively. The selection
committee normally put up two names against each position to appointing authority in order of
merit for appointment for his approval.

Support Staff

Selection of support staff such as supervisor, executive secretary, office secretary, accountant,
computer operator etc are carried out by interviewing and conducting practical test where
necessary, of the short listed candidates.

Service Staff

Manager administration of Borjan is responsible for the selection and the appointment of the
service staff lime peon, office boys, security guards etc. preference are given to poor people’s for
those posts and can be filled out without advertising in the press.

Appointment

In this final step appointment letter on the behalf of manager human resource is sent to the
selected candidate and to the concerned regions, departments. All the details regarding salary,
date of joining, allowances proposed, bonus and probation period, reporting head are mention in
appointment letter.

The person selected for appointment in Borjan shall have to signify acceptance of the terms and
conditions of their appointment by returning the duplicate copy of the letter of appointment to
the human resource department.

The competent authority appoints any person on temporary basis against regular vacancy for a
period not exceeding ninety days. Every employee on successful completion of the probationary
period issued a letter of confirmation.
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 Training and Development

In the field of human resource management training and development is the field concerned with
organizational activity aimed at bettering the performance of individuals and groups in
organizational settings. It has been known the several names including employee’s development,
human resource development, learning and development.

Management is concerned with directing and running human organizations and making sure that
people who belong to an organization act together and effectively meet its objective. Carefully
selecting employees does not guarantee that they will perform effectively and efficiently. Even
high prospective employees cannot do their jobs if they do not know what to do or how to do
their jobs.

“Training means the process of teaching new or current

employees the skills they need
to perform their jobs.”

Gary Dessler

Training: This activity is both focused upon, and evaluated against, the job that an individual
currently holds.

Development: This activity focuses upon the activities that the organization employing the
individual or that the individual is part of, may participate and contribute in the future, and is
almost impossible to evaluate.

Training program consists of four steps:

1. Need Analysis 3. Implementation

2. Instructional Design 4. Evaluation

In the first step need analysis, you identify the specific knowledge and skills that job require and
compare these with prospective trainees’ knowledge and skills.

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In the second step, you design and formulate specific, measureable knowledge and performance
training objectives, review possible training programs including workbooks, exercises and
activities and estimate a budget for the training program.

In the third phase the implementation of the training program, by actually training the targeted
employee group using different methods of training.

Finally in the evaluation step, we assess and judge the program’s success or failure.

Employee Development

Employee development is an ongoing effort on the part of an employee and the organization for
which he or she works to upgrade the employee’s knowledge, skills and abilities. Successful
employee development requires a balance between an individual’s career needs, goals and the
organization need to get work done. Employee development programs make positive
contributions to organizational performance.

Training Need Assessment

Human resource is the biggest asset of any organization. Borjan places great emphasis on
training and development of its people and it allocates adequate funds for this purpose. Training
course in Borjan starts with training need analysis. All departments have the responsibility to
observe their employees and assess the training needs in employees. Human resource department
of Borjan sends the Performa for training need analysis to all head of departments (HODs) and
accordingly immediate supervisor of each employee to assess their training needs. After the
training need analysis training department located at head office are asked to plan the training
pattern as per training need analysis (TNA) requirements. The training calendar is designed by
the Deputy Manager Training Mr. Khawaja Imran both internally and externally. Afterwards it is
approved by competent authorities that are business manager and chief operating officer.
Departments report to the HR Department the nominees for the training utmost 20 persons at a
time. At the end the list is sent to the list is sent to higher management for approval. If pool of
fresh candidates is selected then human resource department arrange training schedule after
immediate joining of candidates to improve skills and basic know how about working. The main

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task if analyzing new employees training need is to determine what the job entails and to break it
down into subtasks, each of which you then teach to the new employees.

Analyzing current employees training needs is also more complex, since here we have the added
task of deciding whether training is the solution. For example, performance may be down
because the standards are not clear or the person is not motivated.

The management of Borjan analyze their employees their current performance in different ways.
These include:

 Performance appraisals.

 Job related performance data including productivity, absenteeism, and grievances, late
arrivals, equipment utilization, customer complaints.

 Observations by supervisor.

 Interviews with the employee or his her supervisor

 Test of things like job knowledge, skills, attitude etc

Request for Training

When head of concern department request for training to improve the skills of their staff it is
confirmed that whether the training course is already available or not. If it is available then
request is sent for the approval of employees training. If it is not already available then training
manager tells to the team and make their requested training.

Training department also manages the budget for training for the complete year. In this way
expected budget is made by keeping in view previous training budget. This training budget
managed in excel sheet. Budget helps to determine the actual design of the program, that’s mean
deciding on the actual content the courses and step by step instructions as well as on how to
deliver the training e.g. on the job or via the web.

Training is approved from business manager and they are showed the budget summary, both the
manager finance and business manager approve the training.

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Instructional Design

Instructional design is the process of developing training curriculum and materials to meet
training and development needs. For the purpose of effective program design Mr. Khawaja
Imran trying to design those programs that should be oriented towards job performance rather
than towards subject matter content.

In order to optimize training and development activities he consider two important points during
the design stage

 The effectiveness of training

 The efficiency of training

Effectiveness is concerned with whether the training achieves its objectives in terms of learning
objectives and transfer of skills to the job. Efficiency is concerned with the cost and time
required to deliver training to the level of agreed effectiveness.

Departments are asked on which pattern they want their employees to be trained. After getting
their approval the training program is designed. Employees who are passed through training
should be of same intellectual level. An executive and a clerk both do not have the same needs of
training.

Implementation

When the program is designed and the budget and objectives set, then the next step is to
implementing the training program. Training implementation includes various effective methods
such as lectures to explain all the process verbally, videos to explain events more effectively.
Case studies are discussed with trainees and they are asked to sort out the problems by mutual
discussion and suggestions. Hand out are given to trainees about the training to give them a
summary of what is to be discussed. During training different games are also used to give
emotional training to the trainees. There are also physical games to build team spirit and
coordination and problem solving. Currently there is a concept of facilitator instead of trainer
which means that trainer is more of a person who facilitates us in training rather than a trainer.
Then there is On the Job training, which means having a person learn a job by actually doing it.
30
In Borjan every person from security guard to chief executive officer gets on the job training
when he or she join their duty. There most familiar on the job training is the coaching or under
study method. It just likes training an intern on the job. An officer coaches us and explains all the
work and processing in the department. He gives assignments to be done under his supervision
and corrects any mistakes happened during the work.

To avoid last minute improvisation and accidents which disturb the smooth running of training
activities Mr. Khawaja uses different check lists to monitor each activity of their training. In
implementation of training program planning, preparation and organization of the program
activities are all of crucial importance to the effective development process.

Evaluation

A training evaluation form is used for the evaluation how successful was the training provided to
the employees. The form is filled out by the trainees to take their remarks about training. A
couple of questions are asked after training session such as:

 Material covered was helpful

 Length of session was adequate to cover the material presented

 Trainer had good knowledge of material

 Participants and questions were encouraged

 Overall I satisfied with this training

Trainees answer to these questions by ticking the excellent, very good, good, fair, and poor on
their evaluation forms.

If they give some suggestions it is appreciated by the management and takes corrective actions to
change or improve those things. The sample of Borjan’s training evaluation form is:

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Human Resource Training Record Form

32
Individual Training Record Form:

33
Monthly Training Record:

34
Yearly Training Schedule:

35
Compensation and Benefits

Employee compensation refers to all forms of pay going to employees and arising from their
employment. It has two main components, direct financial payments and indirect financial
payments. Direct financial payments include wages, salaries, incentives, commission and
bonuses. Indirect financial payments includes employer paid insurance, employee recognition,
special events, Email/Print communications, training programs, individual or family trips, and
vacations. Incentives play an important role in any pay plan. In Borjan management use
performance based incentives to motivate employees.

In Borjan there are five parts of pay structure:

 Basic Pay

 House rent allowance

 Medical grant

 Utility allowance

 Transportation allowance

Borjan also provide commission to its sale staff on their target sales.

Incentives for Sale Staff

Sales compensation plans typically rely heavily on incentives in the form of sales commissions.
However some salespeople get straight salaries and most receive a combination of salary and
commissions.

Salary Plan

Borjan pay sales staff fixed salaries with occasional incentives in the form of bonuses, sales
contest prize etc. straight salaries particularly make sense when the main task involves finding
new customers. The main disadvantage of this plan is that the straight salary can de-motivate
potentially high performing salespeople.

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Commission Plan

Under the commission plan the salespeople of Borjan have greatest advantage. Commission
plans tend to attract high performing sales people who see that effort clearly produce rewards.
However the problem around this plan is, salespeople tend to focus on making the sale and on
high volume items, and may neglect the duties like servicing small accounts dedicated
customers, and pushing hard to sell items. If the person has not the sales skills, commission
won’t produce sales.

Another thing which the salespeople says about the commission is that; they says that if they go
on vacations, they lose money, if they are sick they lose money and if they are not willing to
drop everything on a moment’s notice to close with a customer, they lose money.

Combination Plan

Borjan also pay its salespeople a combination of salary and commissions, usually with a sizable
salary component. An incentive mix of about 30% base salary and 70% commission incentive.
Combination plan also have pros and cons. They give salespeople a floor to their earnings, let the
company specify what services the salary component is for and still provide an incentive for
superior performance. However the salary component is not tied to performance, so the owner is
obviously trading away some incentive value.

Basic parts of Borjan’s employee compensation

There are five parts of Borjan’s employee compensation:

Basic Pay

Basic pay is the major amount of pay given in reward of services provided.

House rent Allowance

House rent is given for the residential facilities to employees there might also be employees who
have came from different cities, they need some allowance for accommodation. The payment of
house rent allowance in two shapes:

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  Normally the company pays 10 to 15% of employee’s basic salary

 Most of the times company provide free of cost residence to their employees who comes
from different cities.

Medical Grant:

Medical grant is given in addition to medical benefits for extra medical facilities if employee
wants to spend on it. Medical grant is 10% of the basic salary. It is provided to all the employees
at all the levels. Different levels of medical expenditure have to be approved by different people
in the organization. For example if an employee has to go abroad for heart surgery or other major
operations, 50% of medical cost is borne by the company at the executive level.

Utility Allowance:

Utility allowance is given for the utility bills expenditures of employees they are also 10% of the
basic pay.

Conveyance Allowance:

Conveyance allowance is given to those employees whom fuel reimbursement are not given.
And fuel reimbursements are mostly given to assistant managers and area sales managers.

Management also provides different vehicles for conveyance at different levels of managers,

Managers ---------- Cultus

General Managers ---------- Honda Civic/ Toyota Corolla/ XLI

Benefits

Benefits means indirect financial and non financial payments employees receive for continuing
their employment from the company. These are important part of just about everyone’s
compensation. They include life insurance, recognitions, gift certificates, wedding allowance,
death grant, scholarships to employee’s children, EOBI etc. Recognition of employees is a
formal program, such as employee of the month.

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Gratuity is a "lump sum" amount of money payable to a worker on leaving service (through
retirement, death or termination of service) based on salary (highest or the final salary) and the
service over and above one year. Gratuity is a benefit for services rendered in the earlier period.
It is a incentive of good, well-organized and faithful service for a considerable period of time.
According to the policy of Borjan an employee is entitled to gratuity when:

 He resigns from his service voluntary.

 The company terminates his services due to reasons other than misconduct.

 He dies while in service it is not necessary that employee should be on duty at the time of
death.

 He reaches the superannuation age and retires.

However, if an employee's services terminated on account of misconduct (like harassment, theft

etc.), gratuity would no longer be allowable to him.

The company also provides scholarship benefits to his employee’s children.

Marriage allowance provides a handsome amount of money to a worker for marriage of his/her
daughter. A female worker may also avail this benefit on her own marriage (once in life
time). There is no limit on the number of daughters that can avail the wedding grant. There is no
pay limit for the workers to receive this benefit; however, the worker must have 3 years of
continuous service.

Death grant is provided to the family of deceased worker in order to provide them with some

monetary support in hour of bereavement and sorrow.

Privilege Leaves

The employee of the Borjan shall earn leave with full pay. A maximum of fourteen days
privilege leave can be availed by an employee during the calendar year, subject to availability of
privilege leave balance.

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Medical Leaves

Medical leave for ten days on full salary will be sanctioned for hospitalization or treatment at
home in case an employee is suffering from the serious and prolonged diseases, subject to
provisions of a valid medical certificate issued by a consultant physician or surgeon along with
leave request. This ten days leave shall be in addition to an individual’s annual leave entitlement.

However in case if the illness goes beyond ten days then the concerned employee’s privilege
leaves will be debited there is balance in privilege leave. Otherwise, it shall be treated as leave
without pay. The medical leaves shall not be allowed under normal circumstances that is in case
of common illness the leave availed by the employee shall be debited to casual/ privilege leave
as the case may be.

Casual Leaves

In Borjan casual leaves granted to employees up to maximum ten days in a calendar year. The
maximum casual leaves that can be availed at a time by the employee are two days. Casual leave
for those joining the service on the regular basis during the year shall be calculated on in support
of data basis. Casual leave shall not be cumulative and any portion of un-availed leave shall
lapse at the time of calendar year to which it relates. Two days casual leaves shall not be
permissible, if preceded and followed by a public or weekly holiday. It shall be treated as
privilege leave. In case the employee is granted casual leave at a time for a certain number of
days and the portion of which falls in next year, the leave account shall be debited
proportionately. As such leave due during a particular year will be debited to that year’s account
and rest of the casual leave debited to the following year’s account.

Hajj Leaves

Hajj leaves will be sanctioned for 45 days once in a career service of an employee and to
those who have rendered at least three years service. Those who have performed hajj
previously are not eligible for this. Any leave on this accounts already availed would be
accounted for while sanctioning of fresh hajj leave and will be debited to the privilege
leave account, provided there is balance in the privilege leave account of the employee

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will fall under the domain of Ex-Pakistan Leave. The specimen of leave application is as
follow:

Serious Matter Leaves

If there is a serious matter relating to death, illness etc, then the management may grant
leaves without pay.

Processing of leave record

The detail of monthly leaves of employees comes from plant site to head office. Admin
department is responsible to maintain the employee’s leaves record. The data of that
monthly leaves detail is entered in to leaves database file, which is maintain in head
office. In this data base there are different sections such as name, employee code,
designation, previous C.L balance, remaining balance, casual leaves during the month,
remaining balance, and previous privilege leave balance, availed during the reporting
month, mandatory leaves during the month, sick leaves and total leaves availed in a year.

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Reimbursement of Medical Claims

If an employee of Borjan or his/her dependant avails treatment in a non panel hospital,

first he/she will have to incur the expenses from his/her own pocket. Then the claim for
reimbursement will be submitted within thirty days after discharge from the hospital. The
company will reimburse the claim in accordance with their discounted rates with network
hospitals. So there is a possibility of not receiving full claimed amount. The following
documents must be enclosed with the claim form:

1. Hospital bills 3. Doctors prescriptions

2. Discharge certificate 4. Medical Test Reports

5. Cash memos regarding purchase of Medicine

6. Clinical Summary

7. Birth Certificate (in case of delivery)

All employees are advised to keep on updating their family record with the company to
avoid any difficulty in case of need for hospitalization. They must immediately inform
administration department in head office about any deletion or addition of any person.
The attested copies of the following documents will be enclosed with the form:

 Nikah Nama for addition of spouse

 Birth certificate for addition of newly born baby

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 Performance Management

In every organization manager needs some way to appraise employee’s performance. If

employee’s performance is good, you will want to reinforce it, and if it is bad, you will want to
take corrective action.

“Performance management is the continuous process

of identifying, measuring and developing the performance
of individuals and teams and aligning their performance
with the organizational goals”.

(Gary Dessler)

“Performance appraisal is an evaluation of employee’s

current and/or past performance relative to his or her
performance standards”.

(Gary Dessler)

Performance appraisal always involves:

 Setting work standards.

 Assessing the employee’s actual performance relative to those standards.

 Provide feed back to the employees with the aim of motivating him or her to eliminate
performance deficiencies or to continue to perform above par.

Performance Appraisal versus Performance Management

Three main things distinguish performance management from performance appraisal:

A. Performance management never means just meeting with a subordinate once or twice a
year to review the employee performance. It’s a continuous daily or weekly interaction
and feedback to ensure continuous improvement.

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 B. Performance management always goal directed. The continuing performance reviews
always involve comparing the employees or team’s performance against goals that
specifically stem from and link to the company strategic goals.

C. Performance management means continuously reevaluating and modifying how the

employee and team done. Depending on the issue, that means additional training,
changing work procedures, or instituting new incentive plans.

Managers should appraise employees based on the criteria previously assigned, and the actual
standards should be specific, measureable, attainable, relevant and timely. The performance of an
employee is measured through an appraisal system in the case of any deficiency found by HR
Analyst. If the deficiency is due to the lack of training then the human resource analyst
recommends him for the training, the HR Analyst recommends him for the training program.
However if the deficiency is due to lack of motivation, he is provided with employees counseling
and other related measures are taken. Performance management system involves numerous
activities, far more then sampling reviewing what an employee has done. Performance evaluation
is designed first and foremost to tell employees how they had done over the period of time and to
let them know what they move up they receive. This feedback mechanism may have served its
purpose then, but in the present day additional factors must be addresses. Especially performance
evaluation should also address development, expansion and documentation concerns.

Steps Involve in Appraising Performance

The process of conducting performance appraisal consists of the following steps:

Defining the Job:

Defining the job means making sure that you and your subordinate agree on his or her duties and
job standards and the appraisal method you will use.

Appraising Performance

Appraising performance means comparing your subordinate’s actual performance to the

standards.

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Feedback Session

Finally an effective appraisal requires a feedback session. Here you and your subordinate discuss
his or her performance and progress, and make plans for any development required.

Objectives of performance management

The purpose of the appraisal performance is for the supervisor and the employee to:

 Review current performance.

 Review performance of the past year.

 Document and highlight past accomplishments.

 Identify areas for improvement.

 Identify work goals and performance standards for the coming year

 Initiate professional development opportunities.

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Performance Appraisal System in Borjan

In the head office of Borjan mostly the rewards are based on performance, which are given
according to the evaluation. But in different departments the team working has introduced in that
case the rewards are given to the most productive team. In that case all the members are given
the rewards no matter on which position they work.

In Borjan private limited the primary source of performance appraisals are the managers and
secondary source are employees themselves. Through the peers also give their opinion but it
usually does not have any strength unless the conflict arises between the manager and the
employees.

In Borjan goals are set by the general managers, and discussed with employees whenever there is
a change in job goals and job activities. To let the employees know what is expected of him, and
also if they wants any suggestions for the goals. It’s a mutual process to build the confidence
among each other.

To measure the performance is main soul of performance appraisal. For this purpose one
standardized method is used called B.S.C (Balance Score Card). BSC Form which is filled out by
evaluators that are immediate supervisors of an employee. In this form there are categories of
skills such as job knowledge, productivity, quality of work, attitude, job interest, acceptance of
responsibility, reliability, supervision, organizing and planning, cost awareness, communication
skills, interpersonal relationship, adaptability, discipline, performance issue, team building.
According to these which scores are given for the traits in the respective score column of
appraiser A and Appraiser B. there is a ranking grid in BSC form in which grades are assigned to
different score ranges that is limited (1), developmental (2), expected (3), superior (4),
exceptional (5). The obtained score of employee are converted into percentage and by looking
this percentage into grid the grade is assigned to employees. If the appraiser found deficiencies
then the he tick mark the yes column in the form and specify the major trainings which the
employee needs most first. After that he describes the employee’s major strengths and
weaknesses in relation to his or her current position. The next step is to define the major
achievement during the year, in which the appraiser describe the targets which he achieves last
year and the assignments and projects which completed successfully during the year.
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The specimen of Borjan’s employee performance evaluation & development form is as follow:

After all the short summary of comments are to be given at the end of the form by the appraiser
and the signature undertaking of employee to give his or her authorization to performance
appraisal and if he disagree then he comment and define reasons why he disagrees. Along with
47
the signature of the employee there are signature of two immediate supervisors, for example,
manager and general manager along with their identity information.

Performance evaluation is essential for maintaining a satisfactory level of performance by the

employees at their present positions. This is done by comparing the results of performance
evaluation with the job requirements for that position, as laid down in the job description. If
performance of an employee is found to be below a minimum acceptable level for the job, it will
come to the knowledge of management well in time. The management can then identify reasons
for poor performance and take corrective measures. At this level difference between actual
performance and performance goals are measured. The difference is assessed gradually with time
as the subordinated perform their duties and report to supervisor. Supervisor observe their
subordinates that how efficiently they are doing the tasks assigned and what are their peers
opinions about their behavior this builds up the perception in the appraisers mind and he matches
it with what was expected from the employee. To remove the deficiencies in performance
corrective actions are taken, employees are counseled and asked to discuss their problems they
are facing while doing their jobs.

In Borjan performance evaluation reports rendered by reporting offices on the performance of

official serving under them constitute most important basis of evaluation. The character role
dossier maintained for the purposes contains systematically prepared and carefully assembled
performance record of official concerned. In Borjan performance evaluation reports are divided
into two major categories, one is staff and the other is officers.

The review meeting of performance appraisal in Borjan is held in a confidential manner behind
the closed doors. Put the employee at ease. Review the ratings and encouraged the employees to
comment on past performance, accomplishments and obstacles to progress and future goals.
Keep the evaluation work related. Do not address personal traits or personal issues and personal
prejudice. Interpersonal communication and behavior may be discussed, but they must have a
demonstrated effect on the employees work and other employee’s abilities to get their job done.
Take a break in the discussion for reconvening at a later date if the discussion is unproductive.

When the performance review is complete, the employee signs the performance review
documents. The signature indicates that the employee has read the documents, and he/she agrees

48
with the contents. If the employee refuses to sign the form, indicate and signify this on the form.
The employee should be provided a copy of the performance review documents. If the employee
disagree with the evaluation, he/she share his or her concern with the next level of management
and submit a written refutation to be placed in the personal record file. All reviews are signed by
the head of the concerned departments.

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 Organizational Career management

A consists of the all jobs held during one working life, for some people, these jobs are part of
careful plan, others, a career is simply matter of luck. Career development programs were
typically designed organization to help employees advance their work lives within a specific
organization. The focus of such programs was to provide the information, assessment and
training needed to help employees realize their goals.

In Borjan Private Limited career management department following function and responsibility.
To collect the application form, data entry all applications, arrangement of merit list, to above
advertisement eligible candidates were called for test, arrangement of interview at all over big
cities of Pakistan.

Employee Job Changes

Employers and employees tend to view performance reviews from different points of views.
Employers of course are often preoccupied with getting the employers performance aligned with
the company standards and needs. Employees will want to know what the review means in terms
of their careers. Those conducting appraisals therefore need to know something about careers
and career planning.

An employee’s tenure with a firm is likely to follow a recognizable life cycle, from employment
interview to first job, promotion, transfer, and perhaps retirement. Promotions and transfers are
particularly important characteristics of most people’s careers. Promotions usually refer to
advancements to positions of increased responsibility and transfers are reassignments to similar
position in other parts of the firm.

Job changes within the organization

Job change within the organization is a method used for employee development. Job changes
give the employee the opportunity to develop skills in a variety of changing jobs. The purpose of
job change is to minimize boredom and monotony among employees. Another purpose of jobs
change is to achieve better internal control and minimize the chances of fraud, by rotating the
employees who are responsible for the custody of cash and other assets.

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Promotion

Innovation has developed an innovative technique for forecasting promotions more accurately.
The advancement of an employee from one job position to another job position that has a higher
salary range, a higher level job title, often, more and higher level job responsibilities is called a
promotion.

Individual contributors must be eligible for promotions that recognize and reward their role as
contributors. A promotion is a powerful communication tool about what is valued within an
organization. Thus, a promotion must be available to employees who play any role in the
contribution of work and value.

Real promotions are given based on existence of vacant posts to which a person is promoted, and
on the assessment of ability of individual employee to handle the enhanced responsibilities. The
vacancies for promotion are created in several ways including promotion or transfer of persons at
higher posts, expansion in operations of company, and people at higher posts retiring or
resigning from the company. The assessment of ability of candidate for promotion is determined
by his current performance.

Nominal promotions are more like reward to employees for their current performance and for
continued loyalty to company. Therefore main criteria for nominal promotions are record of
performance in the job and length of service in the current grade Criteria for promoting primarily
personnel are the same as the selection criteria: education, seniority, job previously held and
qualities, knowledge, skills and abilities. Full or part-time employees who are in good standing,
are compensated on the regular payroll, and meet at least the minimum qualifications of the
available position are eligible for consideration. Employees are normally expected to have been
in their current position for at least one year before applying for a promotion.

In Borjan the management has already defined some specific areas for promotion and these
standards would be delivered to candidates on orientation process. That what is the history, what
are the Firms goal, and how they provide benefit to the firm and also took incentives?

Main strategies are defined by the departmental heads in terms:

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 1. Performance during the year 3. Qualification

2. 5 years job Experience

Transfers

A transfer is usually a creative move to a vacant position. A transfer within the department may
provide an opportunity for an employee to take for granted different responsibilities and develop
new skills. Transfers to other departments may also provide career development by enhancing
skills and learning about other functions of Borjan. A transfer will not normally result in a
change in compensation.

When there is a need, to transfer employees from one position to another at the same grade and
salary in the same division/department without announcing the vacancy through the posting
process. In such cases, the department head discuss the situation and submit a request form to the
Employment section of the Human Resources Department in advance of the reassignment,
indicating the rationale for the change and, if applicable, attaching a Personnel Action Form
(PAF) for the employee. In effecting such transfers, the department should attempt to make the
most effective use of the employee's skills and abilities and should consider the employee's
interest whenever possible. When an employee transfers or is promoted to a new department, a
new probationary period of three months begins so that the employee and the department have an
opportunity to determine if there is a good match between the requirements of the position and
the skills and abilities of the employee.

Demotion

Demotion is the reduction in rank, often accompanied with a lower pay status. Most commonly,
demotions occurs when someone fails to perform as expected. This failure may not be serve
enough to be punished with employment termination, but it does require a reorganizing of the
employee’s job responsibilities and functions. When someone is demoted within department or
outside it, depending on company needs. Being demoted in a department can be embarrassed and
uncomfortable, as the employees colleague well aware of his/her fall from elegance.

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In Borjan all demotions discussed with Human Resource department prior to communicating any
information to employees.   If the demotion is at the employee’s request, a written letter from the
employee requesting the demotion action required, and files that letter in his personal file. All
demotions approved by respective General Managers and the Human Resource Manager.

Layoff
Layoff is the elimination or exclusion of a position, the reduction of a position's time, or a
reduction of the number of months the position works annually due to a lack of work, a lack of
funds and/or because of a reorganization. While downsizing the employees evaluates the motives
for layoff to be in no doubt that they are consistent with employment program requirements.
Assist department with planning and managing complex layoffs. Ensure that the layoff notice is
properly prepared and signed by the official who has the pass on authority to do so. Also make
certain that the signed layoff notice is properly delivered to the employee. The things that check
first while the layoff the workforce in Borjan is:
 Identify the employees to be laid off.
 Identify the reasons of the layoff, for example a service reduction, a reorganization of
work, or a technological change that will make the position unnecessary or superfluous.

 Think about why the layoff is necessary, and prepare a list of business causes justifying
the layoffs.

 A revised organizational chart.

If a probationary employee must be let go for reasons related to funding or departmental

restructuring, Human Resources prepares a special notice that informs the employee that his/her
position is being eliminated because the department can no longer maintain it.
Termination
If any employee of Borjan Private Ltd is not performing his/her duties according to his job
description higher authority has a right to terminate to that employee with procedure.
Termination procedure is given as under in case an employee is not interested with his/her job.
First of all issue a explanation to the employee is he give a reason answer of this explanation
then a warning issue to him/her that he will not perform again such kind of mistake. If an
employee failed to give proper justification against this explanation then further two explanations
53
are issued to this employee. After that a Show Cause notice issued to the employee. After 15
days of issuance to show cause notice personal hiring conduct with this employee and after that
termination letter issued to the employee.
Employees with less than one year service terminates in Borjan are not entitled to payment for
accumulated unused annual leave. For employees with six months or more of service, payment
for accumulated unused annual leave, up to a maximum of fourteen (14) days, will be made. No
payment for unused sick leave will be made. When employment is terminated, an employee must
return his/her identification card, keys, or other property.
Resignation
Resignation is termination of employment initiated by the employee. That is, the employee
voluntarily decides to end his/her employment and clearly communicates that decision to the
employer. Employee gives an advance notice to the employer of his/her intention to resign. The
notice of resignation must be in writing that served to the employer at least one month prior to
the effective date of his resignation. Resignation letter also contain the reason or justification of
the employee for filing his resignation, although legally, this is not important. The employee may
resign for whatever reason or even for no reason at all.
Resignation Procedure
 Employee signs the resignation letter and submits to immediate head.
 Department manager signs the letter and send this letter to the head of the department.
 Head of department forward this resignation letter to the human resource department for
the purpose of their final settlement.
Clearance related to ex-employees is required for acceptance of resignation that whether he has
been involved in any fraud, forgery, embezzlement, misconduct or has any outstanding liabilities
against him. This verification is received same channel through which resignation is received.
Issuance of resignation shall be intimated through official order. Competent authorities have the
right to accept or reject the resignation of the employee.
Retirement
Retirement means the point where a person stops his/her employment completely. In Borjan the
normal age of employee retirement is 65 years. An employee may choose retirement for reasons
other than the wish to stop working. Employees may suffer ill health or debilitating physical

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problems that require retirement. Family problems and responsibilities may require retirement.
An employer may require employees to take early retirement in order to cut costs and protect the
business.

The benefits which are providing by the Borjan to his/her employees after their retirement are the
gratuity EOBI and the social security services. Gratuity is a lump-sum amount of money to be
paid to a worker on leaving service (through retirement, death or termination of service) based on
salary. An employee is entitled to gratuity when:

1. S/He resigns from service (voluntary retirement in exchange for financial benefits like
golden handshake schemes)
2. Organization terminates his/her services due to reasons other than misconduct

3. Employee dies while in service of his employer (it is not necessary that employee should
be on duty at the time of death)

4. He reaches the superannuation age and retires

However, if an employee's services are terminated on account of bad behavior like harassment,
robbery etc, gratuity is no longer being allowable.

Social security is one of the major components of employee wellbeing schemes. It is indeed an
economic protection provided to the employees and their dependents by the government through
a series of programs. This protection is usually available to the employees against a loss of
earnings caused by old age, sickness, unemployment, disability and death.

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Labor Relations and Health & Safety Measures

The term labor relations, also known as industrial relations, refers to the system in which

employers, workers and their representatives directly or indirectly, interact to set the ground
rules for the governance of work relationships. It also describes a field of study dedicated to
examining such relationships. The field is an outgrowth of the industrial revolution, whose
excesses led to the appearance of trade unions to represent workers and to the development of
collective labor relations. A labor or industrial relations system reflects the interaction between
the main actors in it: the state, the employer (or employers or an employers’ association), trade
unions and employees (who may participate or not in unions and other bodies affording workers’
representation). The phrases “labor relations” and “industrial relations” are also used in
relationship with various forms of workers’ participation; they can also include individual
employment relationships between an employer and a worker under a written or implied contract
of employment, although these are usually referred to as “employment relations”. There is
considerable variation in the use of the terms, partly reflecting the evolving nature of the field
over time and place. There is general agreement, however, that the field embraces collective
bargaining, various forms of workers’ participation (such as works councils and joint health and
safety committees) and mechanisms for resolving collective and individual disputes.

Human Resource Management is the study of people at work and the activities associated with
recruitment and selection, training and development, retention, and occupational health and
safety. A key component is Organizational Behavior, which examines things like leadership,
motivation, employee attitudes, and productivity. Labor Relations is the study of how employers
and employees work together to create a fair workplace.

The goal of Borjan’s management is securing commitment through building strong cultures. This
involves promoting organizational goals by uniting employees through a shared set of values
(quality, service, innovation, etc.) based on a intersection of employee and enterprise interest.

If the employees have any complain about the decisions of management they write that complain
and send to their senior supervisor or departmental manager with in seven calendar days. If they
are not satisfied about the decision, then in second step they contact in the human resource
department in head office. All the workers attend in the human resource department with their
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complaints; the department then investigates and prepares a case file for the executives review.
The persons that are involve in taking the final decision about the complains of the employees
are the human resource manager, chief operating officer (COO) and the chief executive officer
CEO.

If management decide to dismiss any employee from the company there are some reasons behind
like unsatisfactory performance, misconduct, lack of qualification for the job, and changing
requirements of the job.

Unsatisfactory performance means persistent failure to perform assigned duties or to meet

prescribed job standards. Specific grounds include excessive absenteeism, persistent failure to
meet normal job requirements, or an adverse attitude towards the company, supervisor, or fellow
employees.

Misconduct is a deliberate and willful violation of the employers rule and may include stealing,
rowdy behavior and disobedience. Sometimes misconduct is more serious as when it causes
someone else harm.

Lack of qualification for the job is an employee’s incapability to do the assigned work even
though he or she is hard working. Changed requirements of the job refer to an employee’s
powerlessness to do the job after the employer changed the nature of the job.

In order to retain employees and reduce turnover managers must meet the goals of employees
without losing prospect of the organization's goals, thereby creating a "win-win" situation. Most
of the employees leave an organization out of frustration and constant friction with their
superiors or other team members. In some cases low salary, lack of growth prospects and
motivation force an employee to look for a change. The management of Borjan always tries its
level best to retain those employees who are really important for the system and are known to be
effective contributors.

It is the responsibility of the line managers as well as the management to ensure that the
employees are satisfied with their roles and responsibilities and the job is offering them a new
challenge and learning every day. Let us understand why retaining a valuable employee is
essential for an organization.

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Hiring is not an easy procedure, the HR Professional shortlists few persons from a large pool of
talent, conducts preliminary interviews and eventually forwards it to the respective managers
who further examine them to judge whether they are fit for the organization or not. Recruiting
the right candidate is a time consuming process.

Borjan invests time and money in grooming an individual and makes him ready to work and
understand the company culture: A new hired is entirely raw and the management really has to
work hard to train him for his overall development. It is a complete wastage of time and money
when an individual leaves an organization all of a sudden. The HR has to start the recruitment
process all over again for the same vacancy. Finding a right employee for the company is a
tedious job and all efforts simply go waste when the employee leaves.

When an individual resigns from his present organization, it is more likely that he would join the
competitors. In such cases, employees tend to take all the strategies, policies from the current
organization to the new one. Individuals take all the important data, information and statistics to
their new organization and in some cases even leak the secrets of the previous organization. To
avoid such cases, it is essential that the new hired is made to sign a document which stops him
from passing on any information even if he leaves the organization. Strict policies are made
which prevents the employees to join the competitors. This is an effective way to retain the
employees.

It has been observed that individuals sticking to an organization for a longer span are more loyal
towards the management and the organization. They enjoy all kinds of benefits from the
organization and as a result are more attached to it. For them the organization comes first and all
other things later.

The thing is essential to retain the valuable employees showing potential. Every organization
needs hardworking and talented employees who can really come out with something creative and
different. No organization can survive if all the top performers quit. It is essential for the
organization to retain those employees who really work hard and are indispensable for the
system.

ROLE OF MOTIVATION IN EMPLOYEE RETENTION

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Motivation plays an imperative role in employee satisfaction and eventually employee retention.
Motivation acts as a vehicle to an individual’s success. The team leaders and the managers must
constantly motivate the employees to take out the best out of them. If an employee has
performed exceptionally well, do appreciate him. Simple words like “Well done”, “Bravo”,
“Good”, “Keep it up” actually go a long way in motivating the employees. The top performers
must be in the limelight. The employees must feel essential for the organization. It is essential for
the employees to be loyal towards their organization to deliver their level best.

Employee retention involves various steps taken to retain an employee who wishes to move on.
An employee must find his job challenging and as per his interest to excel at work and stay with
the organization for a longer period of time. The management plays an important role in
retaining the talented employees who are familiar with the working conditions of the
organization and thus perform better than the employees who just come and go.

ROLE OF HR IN EMPLOYEE RETENTION

The team of Human Resource plays an important role in employee retention. Whenever an
employee resigns from his current assignments, HR will be the responsible to intervene
immediately to find out the reasons which prompted the employee to resign. 

 It is the duty of the HR to sit with the employee and discuss the various issues face to
face.

 The HR person ensures that he is recruiting the right employee who actually fits into the
role.

 The human resource department conducts motivational activities at the workplace.

 The HR launches various incentive schemes for the top performers to motivate them.

 The HR professional try his level best to motivate the employees, make them feel special
in the organization so that they do not look for a change.

HOW TO RETAIN THE BEST EMPLOYEES

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The management must understand the difference between a dedicated employee and an
employee who comes to office just for the sake of fun. The employees who really are concerned
about the organization must be retained for better output and a healthy environment at the
workplace.

 Discipline is a must at the workplace.

 Every individual should enjoy privacy at the workplace.

 The seniors must be reachable to their subordinates in case of queries.

 The management formulates employee friendly policies.

 Incentives, cash prizes, trophies, perks should be given to deserving employees to

motivate them to perform up to the mark every time.

 The employees must be made to participate in the decision making process.

 Engage gives hiring priority to people who live near the office.

The management of Borjan also provide different types of financial benefits like compensation,
health and life insurance, leave encashment, bonuses, overtimes, commissions and also provides
different types of nonfinancial benefits like recognitions and rewards, providing emotional
support, give the bouquet of flowers, appreciation dinner, family tours.

The Borjan’s human resources professionals play’s significant role in ensuring employee health
and safety, as they know the workplace, the employees and their job demands. All material
which they use for making shoes and other accessories involves different dangerous material and
chemicals that pull towards fire very soon. Therefore management provides all the safety
equipment and also provides different training for prevention of fire and other danger issues.

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 SWOT Analysis

Strengths

 The Borjan Private Limited has a well balanced and realistic incentive programs. It also
focuses on giving additional benefits to its employees apart the basic remuneration. This
result is the employee giving their “heart and soul” in working for their employer.

 Borjan’s have the latest employee training and development approaches. Therefore it can
adapt to all sorts of change and bring immediately improvement in work particles
whenever the need arises.

 Borjan hires only the most highly qualified and exceptionally intelligent and energetic
people. This resulting slighter human resource problems as people are willing to change,
take constructive critics and focus on personal and professional development by focusing
exclusively on achieving their work.

 The HR practices of In Borjan private limited greatly enhance its image as a company
that wants to contribute towards the society in every possible way. As the main focus is
on developing better people not just better employees.
 Borjan private limited believes in making people realize their full potential and
capabilities which is why jobs are designed to be challenging and goals are made to be
achievable yet competitive. This result in high level of motivation and job satisfaction of
the employees and automatically promotes a healthy work environment.
Weaknesses

 The employees are supposed to work at late without being paid additionally. This creates
mental tension.
 Poor methods of recruitment.
 Injustice way of awarding training.
 Less job description concept prevailing in Borjan.
 The most common complaint that is heard by the employees is the biasness of immediate
bosses. That creates a sense of concern within the employees.

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  Very high retail staff turnover.
Opportunities

 Leadership training for possible advancement

 Collaborate with community partners
 Promote teamwork across divisions
 Product development offers many opportunities. The brand is fiercely defended by its
owners whom truly believe that Borjan is not a fashion brand. However, like it or not,
consumers that wear Borjan product do not always buy it to participate in sport. This
creates its own opportunities, since product could become unfashionable before it wears
out i.e. consumers need to replace shoes.
 There is also the opportunity to develop products such as sport wear, sunglasses and
jewelry. Such high value items do tend to have associated with them, high profits.
 The business could also be developed internationally, building upon its strong global
brand recognition. There are many markets that have the disposable income to spend on
high value sports goods. For example, emerging markets such as China and India have a
new richer generation of consumers.
Threats

 Because of the research and development the design and the products of Borjan is just
satisfactory as compare to competitors in the globally and they are not fulfill the demand
of customer.
 Political instability effects the Borjan because of the quota system the company can be
restrict by the government to export.
 Government policies are changing day to day so it is a threat for the Borjan’s to survive
in such a changeable situation.
 Because of the economic instability the Borjan affected a lot. Dumping system which is
rising on daily basis in the world can create many problems for the company and any
uncertainty in the world like affect also the overall export.
 The political situation of Pakistan is not satisfactory due to the rapid change in the
government every government sets its own new trade policies.

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 Conclusion
Borjan Private Limited is one of the leading brands in Pakistan. The system, the management
style, the policies & decentralized decision making environment is really remarkable. This part
of report is basically an attempt to identify the areas which need to be improved.

In this era of technology, the “Information” is the key success in business. This means that
successful business will be the one who have the right information at right time. This comment
leads to the conclusion that the information sharing process should really be improved.

The overall analysis is indication that the company’s progress has mainly attained through
dedication of employees. The effectiveness of its management, their willingness to take
advantage of opportunities and face challenges of changing economic picture, this all contributes
to very much improved and sound position of company. As organization grow in complexity the
number of problems increases, directors frequently attempt to solve these problems by creating
new systems, policies and procedures. This is really appreciable for the devotion and hard work
of all employees of the company.

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RECOMMENDATIONS

 Employee handbook should be provided to each and every employee so that they will be
familiar with the organization policies.

 There should group discussion technique to assess the right candidate for the right post.

 There should be difference between orientation and induction.

 Orientation should be treated as a process.

 Orientation program should be at least of one month process for more than one year
contract employees.

 A proper training should be given to the head of each department to orient to new
entrants, it will transfer the responsibility of HR professionals and they can invest their
times on other issues.

 Examine the employee selection methods. Identify the critical requirements for each job
as well as factors that contribute to a good fit between the person and the organization.
Job requirements define the content of the job while organizational culture often drives
how the job is done. Implement selection methods (e.g., interviews, testing, etc.) that
focus on both job and organization requirements to guarantee that your organization hires
the best person.

 Performance based compensation system should be introduced within the organization

 Clear job description is needed to perform its employees with complete honesty and
fairness.

 Company should focus on operational effectiveness and quality of human resource assets

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References & Sources:

 Dave Ulrich and Wayne Brockbank, The HR value proposition, Harvard Business
School, 2005.

 CJ Margerison and D J McCann, Team Management: Practical New Approaches.

 Management 2000 Books Ltd, 1995. www.tms.com.au.

 Course book of Human Resource Management by Gary Dessler.

 News stories drawn from www.workplaceinfo.com.au and www.cch.com.au

 Story from Human Resources magazine, 26 June 2007 by Melissa Yen, “Work Choices
killing loyalty”.

 Strategic planning (1996Aug 26) Business week p-50.

 Studies on employee engagement are available from.

 www.google.com

 www.haygroup.co.uk

 www.tms.com.au

 www.towersperrin.com – 2007 Global Workforce Study

 www.gallup.com

 www.borjan.com.pk

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