A Report on Human Resource

Department
LAHORE WASTE MANGEMENT COMPANY

Sonam Gulzar | Hadia Nasir | Rushna Zafar | Faseeha Latif | Aqsa Ashfaq

Submitted to: Dr. Kamran Saeed

PIQC Institute of Quality

Table of Contents

Declaration 2
Introduction 3
HR Planning 8
Recruitment and Selection 11
Training and Development 20
Performance Management 29
Compensation Management 37

PAGE 1
 Declaration

This report has not been plagiarized or copied from any source and
represents our own work which has been done after registration at PIQC Institute
of Quality, and has not been previously included in a dissertation submitted to this
or any other institution for a degree, diploma or other qualifications. However,
contents have been referenced from some sources which are mentioned below:

1. http://www.lwmc.com.pk/

2. https://www.scribd.com/

3. https://www.export.gov/article?id=Pakistan-Waste-Management
4. https://www.bioenergyconsult.com/solid-waste-management-in-pakistan/
5. HR Manual of LWMC.

PAGE 2
Lahore Waste Management
Company (LWMC)

PAGE 3
 Introduction to the Corporation

 History
Solid Waste Management (SWM) has long been a neglected sector due to lack
of strong commitment on the part of government. City District Government
Lahore (CDGL) established Lahore Waste Management Company (LWMC) under
section 42 of the Companies Ordinance 1984 on 19th March 2010. The major task of
LWMC is to provide a waste management program that contributes to maintain
the he health of the residents by ensuring that waste is removed from the city of
Lahore and disposed of in an environmentally acceptable manner through efficient
waste collection, storage, transportation and disposal. The Company intends to
provide sustainable, efficient and affordable waste management services for the
citizens of Lahore. After the establishment of the company:

− Services and Assets Management Agreement (SAAMA) between CDGL and

LWMC.

− All the functions and assets of SWM department (CDGL) and TMAs have
been entrusted to LWMC.

 Vision Statement

Transformation of Lahore as one of the cleanest cities in the world by

providing customized solutions in the consultation with citizens and private
partners to ensure sustainable, safe, clean and green environment

 Mission Statement

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 Providing a waste management service that contributes to maintaining the
health of the residents by ensuring that waste is removed from the city and
disposed of in an environmentally acceptable manner

 Core Values

Integrity
Commitment

Respect

Efficiency

 Core Team
LWMC core team consists of 8 leaders:

1. Chief Financial Officer (CFO)

2. Chief Internal Auditor (CIA)
3. Company Secretary (CA)
4. General Manager Human Resource & Admin (GM HR&A)
5. General Manager Operations
6. General Manager Planning and Project (GM P&P)
7. General Manager Planning and Contracts (GM P&C)
8. Manager Legal

 Core Services
The following activities are being carried out by LWMC:

 Waste Collection
 Mechanical Sweeping & Washing
 Manual Sweeping
 Operations at Lahore & Multan MBS(Metro Bus Services)
 Operations at Fruit & Vegetable Market

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 Operations on Special Occasions (Christmas, Eid ul Fitar, Eid ul
Azha)
 Facilitation for Cooperative Housing Societies
 Collection of Hospital Waste

PAGE 6
 Human Resource Department

Human Resource Department is to support the goals and challenges of LWMC by

providing quality service in all personnel operations with integrity, responsiveness and
sensitivity to the employees and to promote a work environment that is characterized by
fair treatment of staff, open communications, personal accountability, trust and mutual
respect. Engage the best possible human resource, and raise a dedicated and loyal team,
to meet the requirements, mission and objectives of LWMC.

 Functions of HR Department
Following are the functions performed by HR department in LWMC:

Recruitment & Selection

Compensation & Benefit
HR Training & Development
Succession Planning
Department Performance Management System
Employee Relations

PAGE 7
HR Division of LWMC Human
Resource
Planning
(HRP)

PAGE 8
 Human Resource Planning is also called Manpower Planning, Personnel
Planning & Employment Planning in some organizations. In LWMC, Human
Resource Requirements and budgets must be finalized and approved before the
start of next financial year.

 HRP Practices
o A manpower plan for any given year must be approved by the Board
of Directors.

o Manpower requirements are provided by the departmental heads

keeping in view the objectives and future needs.

o Annual HR Plans are required to be submitted to the HR department

by each HOD by April 1st of each year.

o HODs are also required to send a list of surplus employees.

o ln case of any clarification, queries can be made to GM (HR&A)

 Forecasting Procedure
o Every HOD specify the number of vacancies and surplus of
employees

o Every HOD then must forward it to HR department

o GM HR forward the requirements to CFO

o CFO shall assess the requirements in consultation with the

Managing Director and respective departmental heads.

o Managing Director with the assistance of finance and planning

committee, shall forward a final list of the manpower requirements,
to the Board of Directors.

o The Board of Directors shall approve the proposed or modified

summary

o manpower plan by April 1Oth each year.

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 Alignment of HRP with Strategic Planning

Human resource planning is done right after strategic planning. After determining
company’s overall purposes and objectives and procedure to achieve them, then Human
Resource Planning can be undertaken. LWMC recognizes its staff as being fundamental
to its success. A strategic and professional approach to the human resource planning help
to enable LWMC to forecast human resource requirements & availability in order to
attribute & fulfill its strategic aims and support LWMC values. LWMC is committed to
ensure that HRP is conducted in a manner that is systematic, efficient, effective, and
promotes equality.

Strategic HR personnel analyze the number of employees, their capacity, skills

and competency, develop talent strategies and work to identify ways to better equip
employees to serve the needs of LWMC. The hallmark of this practice is to strictly
forecast the requirements & availability of high caliber staff to promote LWMC values
and meet its operational requirements.

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Recruitment
and Selection

PAGE 11
 Recruitment
LWMC recognizes its staff as being fundamental to its success. A strategic
and professional approach to the recruitment processes helps LWMC to attract
and recruit staff with the necessary skills, quantification and attributes.

The salient features of LWMC recruitment policy are:

o To ensure that recruitment processes are fit for the intended

purposes

o To recruit the best person for each position purely on merit

o To ensure compliance with equal opportunities policy and relevant

employment legislation

o To promote LWMC values and to meet LWMC operational

requirements and strategic aims

 Responsibility
The recruitment of the employees shall be the responsibility of the Human Resource
department.

H ODs
HODs

G
GMM (HR&A)
(H R & A )

Search Com m ittee

Committee

PAGE 12
 Recruitment Procedure
The following procedures shall be followed in the recruitment process:

− Need Assessment

o Every Head of department make regular assessment of their

workforce & inform HR department by sending their staffing
requisition format.

o HR Department shall develop recruitment plan in line with business

plan which incorporating the staffing needs of the respective
departments

 Special Scenarios
The recruitment process may be initiated by the HR department if any one or
more of the following events have occurred or are due to occur:
o Departure (expiration of contract, resignation, termination,
dismissal or death of the employee)

o Transfer of a staff member to a different post within LWMC

o Creation of new posts

 Recruitment Plan
Below is the attachment of recruitment form use in LWMC:

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 Recruitment Process
I- Preparing the job description and personnel's specification

PAGE 14
 II- Approval

III- Preparing the advertisement

IV- Recruitment schedule

V- Appointment by invitation

Selection
LWMC is committed to a systematic approach to selection in order to attract,
select and appoint the best staff through a fair and merit based process. GM
(HR&A) shall be responsible for ensuring compliance with LWMC selection policy
and processes.

The objectives of this policy are:

o To promote a transparent, flexible and legally compliant selection
process for staff positions that facilitates LWMC endeavors in
seeking to attract, select and appoint staff of the highest caliber;

o To respect the core and guiding values of selection process;

o To provide a reasonable pool of potential candidates;

o To ensure a consistent, fair and merit based approach in accordance

with equal opportunity employer policy and relevant employment
legislation; and

o To maximize the effectiveness of LWMC recruitment and selection

practices.

PAGE 15
 Responsibility

Selection Board
(GM HR, CFO &
HR Department HOD)

Manager
Communications

 Selection Procedure
I- Short listing candidates against the selection criteria

II- Conducting interviews

III- Selection of Candidates

IV- Non-appointment

V- Successful candidates

VI- Offers of employment

VII- Unsuccessful candidates

VIII- Reference Check

IX- Staff Appointments

X- Induction and Orientation

XI- Probation and Confirmation

 Interview Evaluation
Below is the attachment of Interview Evaluation form use in LWMC:

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 Succession Planning and Development

LWMC recognizes the importance of maintaining succession planning and

development program focused on timely replacement of talent and ensuring the
readiness of employees within the key positions. LWMC encourages career growth
and assess talent.

 Responsibility

MD

 Basis of Succession planning

Succession planning shall be done on following three bases:

o Identify personnel who can cover the position in case of emergency

o Identify personnel who can take on the responsibilities in 1 year.

o Identify personnel who can take on the responsibilities in 3 years.

 Procedure
o Preparation and Approval of Individual Succession Plans

o Distribution of Departmental Succession Plans

o Completion & Submission of Plans by HODs

o Finalization & Process Report for Approval

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Training and
Development

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 LWMC encourages and supports efforts by employees to develop their
capabilities and advance their careers in the overall context of meeting the goals
and objectives of LWMC. Staff will receive training and development to help them
perform their duties effectively.

 Benefits of Training
o Higher standards of work performance

o Greater understanding of factors affecting work performance

o Sharing of ideas and dissemination of good practice

o Effective management and implementation of change

o Encouragement of team spirit

o Increased motivation and job satisfaction for the individual

 Procedure
− Planning the Training

o The HR Department carry out Training Need Assessment (TNA) for

the employees & obtain input regarding training needs of the
employees from every HOD.

o A skill matrix is prepared by every HOD to indicate the competency

level of the individual includes different rankings.

o HODs consider the following factors while outlining the training

requirements:

 Changes in the job responsibilities

 Areas for improvement of the employee
 Introduction to new skill
 Introduction of new technology

o GM (HR&A) will indicate the training courses that can appropriately

be carried out internally

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o Below is the attachment of Training Needs Assessment Form use in
LWMC:

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PAGE 25
− Planning the Development Activities

o On the basis of TNA, GM (HR&A) shall prepare a one-year training

calendar using TNA Form.

o Along with the calendar, budgeted costs shall also be estimated and
presented for approval to CFO and Managing Director.

o Each proposed training event calendar will contain at minimum

following elements:

 Brief description of course

 Expected attendee department
 Management or staff level
 Number of persons attending the course;
 Being conducted in house or off-site
 Proposed dates
 Expected completion date

o Final approved copy will be distributed among the departments.

o The GM (HR&A) will decide about the venue of the training courses.

− Delivery of Training

o In-house Training

o External Training

− Evaluation of Training Effectiveness

o The effectiveness of training at the end of each session is evaluated
and documented by GM HR through following methods:

 Training Evaluation form filled by the trainees (attached below)

 The trainer will evaluate the trainees through tests, discussion or
exams

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 − Organizational Development Counselling

o Every department head is encouraged to assist employees with their

development. This can be accomplished through the annual
appraisal process and as part of the ongoing communication
between head of the department and the employees.

o The HR department will assist in this process whenever requested by

the employee or the head of the department.

 Development Initiatives
Activities designed to support staff development include the following”

Employee
orientation
programs

Departmental Internal
training and promotional
development opportunities

Performance
reviews

PAGE 30
Performance
Management

PAGE 31
 Performance Management System (PMS) of LWMC is based on the
principals of MBO (Management by Objectives) and is essentially a planning,
managing and evaluating methodology.

It comprises of following factors:

o Define specific objectives/KPIs for each employee

o Determine target dates

o Develop & provide feedback throughout the year

o Appraise and reward performance

 Responsibility

Supervising Functional HR Managing

CFO
Managers Heads Department Director

 Process Milestone
Performance Management is all year round activity at LWMC. The timelines
are provided each year in the performance management calendar.

The process includes:

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− Objective Setting

Objectives are set by supervising manager and approved by the Functional

Head.

− Coaching for Performance

Supervising Managers coach their teams for performance lies with the
Functional Head

− Training for Performance

HOD and Manager HR arrange high impact learning interventions

− Quarterly Review & Feedback

HR and Functional Head ensure that the Supervising Mangers are holding
quarterly review and feedback sessions

− Mid-Year Review

Feedback on performance is recorded on the prescribed forms by

employees on their progress in the custodian of HR.

− Annual Performance Appraisal

Managing Director, GM HR and HODs ensure the timeline and quality level
of performance appraisal is met

− Finalizing Annual Salary Increments

HR and MD are responsible for providing & approval of increments

respectively while CFO ensure that increments are within budget.

− Applying Annually Salary Increments

CFO is responsible to ensure that increments are given on time.

− Performance Appraisal Forms

HR is responsible for recording final comments & signature of participants

to validate the closure

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 Application of PMS on Development of Employees
HR is responsible for developing the skills of employees related to
implementation of performance management process. It includes the following:

o Understanding the barriers to achieve high performance

o Holding Performance Review Meetings

o Providing Feedback

o Managing Annual Performance Rating Process

o Managing Appraisal Meeting

o Handling discontent related to Performance Rating

Performance Appraisal

 Performance Appraisal Process

The HR Function circulates performance appraisal forms and the Bell Curve
percentage to all the Heads of the functions.

Following are the performance appraisal process steps:

Form to be filled by employee

Self Assesment by employee

Discussion between line manager and employee

Final departmental review by HOD

Discussion with employee in case of eny change

Submission of departmental ratings to HR department

Review and confirmation of criteria by HR department

Final approval by MD

PAGE 34
 Methods of Performance Appraisal
Generally, four methods of performance appraisal are used in LWMC.

− Rating Scale

Five-point rating scale is used as shown below:

Performance Points Performance

4.6 – 5.0 Excellent
3.6 – 4.5 Very Good
2.6 – 3.5 Good
1.6 – 2.5 Satisfactory
Below 1.6 Unsatisfactory

− Numeric Rating

The system uses numeric rating for each objective

− Bell Curve

It is used to distinguish between

performances of employees. It is designed and
communicated by HR at the start of appraisal
process.

− Disputes and Grievances regarding Rating

All grievances regarding the appraisal are forwarded to HR by the job

holder or relevant manager. Managing Director is the final authority in this
case.

 Performance Appraisal Form

Below is the attachment of performance appraisal form use in LWMC for
non-management staff:

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PAGE 37
 Impact of PMS on Employees

there was a direct relationship

between performance appraisal
satisfaction and employees
outcomes, which is mostly
job satisfaction among
employees
there was a direct relationship
between performance appraisal
satisfaction and employees
outcomes, which is mostly
job satisfaction among
employees
there was a direct relationship

PAGE 38
between performance appraisal
satisfaction and employees
outcomes, which is mostly
job satisfaction among
employees
Analysis:
There is direct relationship in LWMC between performance appraisal
satisfaction and employees’ outcomes so it shows low job satisfaction. In LWMC,
effects of a poorly implemented performance management system (PMS) can be
seen clearly on the job performance of employees.

The major problems due to which employees are not satisfied with PMS in
LWMC are as follows:

o Organization does not allow sufficient time to listen to the

employee’s concerns and documentation of grievances against PMS

o Organization is conservative about what measures to incorporate

regarding job satisfaction.

o Government influence on organization does not allow it to take PMS

decisions on its fairly.

o Organization must follow the directions of government to run the

business smoothly no matter how it affects employees.

o Most of the performance appraisals are inaccurate because of

favoritism and political biasness.

Therefore, LWMC cannot make sound decisions on the basis of

performance appraisals regarding their workforce.

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PAGE 40
Compensation
Management

PAGE 41
 Compensation mean rewarding in the monetary form, flexible benefits, work-life
balance and employee perks. The objectives of the compensation management policies
are to implement a comprehensive remuneration strategy that commensurate to the
employee expectations.

 Salary Range Structure Design

It is the policy of LWMC to design and use a Salary and Cash Compensation
system that attracts and retains high quality talent, rewards performance and is equitable,
objective, transparent and fair. LWMC uses a salary range structure. This contains salary
grades, their respective ranges and minimum, mid and maximum points which indicate
the position in range of a salary.

 Cash Compensation Design

o Eid Bonus

o Christmas Bonus

o Officiating Allowance: 25% of the gross salary of the employee’s

current salary

 Benefits
Benefits refer to various types of non-salary compensation, given in addition to the
salary, bonuses and cash allowances. The Benefits offered by LWMC include both short-
term and long-term benefits.

Sr. Benefit Details

No

1. Paid Leaves All corporate employees of LWMC are entitled to the following.
1. Annual Leaves (Applicable to confirmed employees only)
2. Casual

PAGE 42
 3. Sick
4. Maternity Leave
5. Paternity Leave
6. Hajj Leave (Applicable to confirmed employees only)

2. Leave Fare All confirmed employee is entitled to 15 days’ basic salary upon availing
Assistance 12 days of annual leave.

3. Medical and The following medical benefits are available for self and family (parent,
Health Benefits spouse & children):

1. OPD
2. Hospitalization
3. Maternity Care
4. Annual medical screening: For self only
5. Vaccination

4. Group Life All Full Time Employees (FTEs) are provided insurance coverage for
Insurance and death (25 x times gross salary). Disability insurance is also covered
Terminal through this plan.
Benefits

5. Vehicle Benefit Eligible Employees are provided vehicle allowance or company-

maintained cars and drivers as per their entitlement.

6. Fuel Benefit Based on entitlement & job requirement, employees are provided with
fuel

7. Mobile Employees are provided with mobile phone set allowance once in two
years, according to their entitlement.

8. Provident Fund All confirmed employees have the option to be part of the PF program.

9. Long Service Employees receive a cash award on completion of 5, 8 and 10 years.

Award

10. Training Employees are provided Company sponsored and paid training for
professional development.

PAGE 43
 Impact of Compensation on Employees
Turnover

Analysis:
Despite of very well documented compensation policies, employees’ turnover since
3 years is relatively high. Here are the reasons why:

o Employees are deprived of salary increments and cash benefits.

o Because of the absence of implementation of compensation policies,

employees’ performance and efficiency has been drastically affected.

o Employees remain under-appreciated and as a result derive low job

satisfaction.

o Due to poor compensation management, employees are less

motivated to strive for excellence hence revenue generation is also
low.

o Employees outputs are not compatible with organizational goals.

In LWMC, the ratio of reward effort is low and it creates imbalance among
employees which results in high turnover and non-availability of skilled employees.
Moreover, there is no proper implementation of the policies of the organization. Due to
political influence most of functions and operations are suffered.

____________________________

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