Contents

Introduction;..........................................................................................................................................1
The Workings of a Business...........................................................................................................1
Goals and Strategies......................................................................................................................1
Economic Importance to Pakistan.................................................................................................1
Current labor Market Trend of Nishat...................................................................................................1
 Global labor market;..............................................................................................................1
 Local labor market;................................................................................................................2
 Impacts on HR practices at Nishat;........................................................................................2
In conclusion;.................................................................................................................................2
Influence of Nishat’s Goals on HR Planning...........................................................................................3
Nishat's strategy for allocating resources and developing its workforce is heavily influenced by its
long-term objectives;.........................................................................................................................3
Conclusion;........................................................................................................................................4
Labor Market Data Analysis...................................................................................................................4
Research Based Examples;.................................................................................................................4
Critical Analysis;.................................................................................................................................4
Strategic Approaches to Talent management;......................................................................................5
Talent planning and Job design.........................................................................................................5
Improvement in recruitment and retention......................................................................................5
Organization’s recruitment and retention ability ;................................................................................6
Critical Analysis;.................................................................................................................................6
Alignment with overall Objectives:................................................................................................6
Opportunities and Challenges:......................................................................................................6
Comparative assessment;..................................................................................................................6
Recommendations;................................................................................................................................7
Strategic HR Objectives;....................................................................................................................7
Actionable strategies;........................................................................................................................7
Conclusion;............................................................................................................................................7
Summary of findings;.........................................................................................................................7
Future outlook;..................................................................................................................................7
Performance Management;..................................................................................................................8
Relationship between performance management and objective achievement;...............................8
Parts of a Template for Performance Management;.........................................................................9
A Close Look at Performance Management;.....................................................................................9
 Template for Performance Management;.......................................................................................10
Information about employees:....................................................................................................10
Setting goals:...............................................................................................................................10
Criteria for performance:.............................................................................................................10
Review of the first half of the year:.............................................................................................10
Review of the Year End:...............................................................................................................10
Giving and getting feedback:.......................................................................................................11
Self-Evaluation by Employees:.....................................................................................................11
Plan for the future:......................................................................................................................11
Focus on Innovation and Sustainability:......................................................................................11
Add your signature:.....................................................................................................................11
An Overview of the Human Resources Lifecycle;.................................................................................11
Stages in the lifecycle of HR.............................................................................................................12
 Recruitment and Onboarding:.............................................................................................12
 Development and Retention:...............................................................................................12
 Release, Exit, and Transition:...............................................................................................12
Workforce Planning with an Eye Towards Change Management Theories;....................................13
Lewin's Change Management Model..........................................................................................13
Influence of Different Stages of the HR Lifecycle on Talent Management;.....................................13
Recommendations;..........................................................................................................................14
Conclusion;..........................................................................................................................................15

Introduction;
The Nishat Group is a key participant in Pakistan's industrial sector and one of the country's largest
economic conglomerates. Established in 1951, the conglomerate's holdings include industries as
diverse as textiles and cement production, banking and insurance, electricity generating and hotel
management.

The Workings of a Business

The scope and variety of Nishat's commercial activities are impressive. The group's textile branch, for
instance, is one of the biggest in the nation, noted for creating high-quality textiles and outfits. Its
Nishat Cement brand has also achieved great progress in the building materials market in recent
years. The firm also substantially influences the banking and insurance industries via its ownership of
major financial institutions.

Goals and Strategies

Nishat Group's strategy has always focused on developing and implementing new environmentally
friendly technologies. The company's long-term strategy is to continue expanding into new areas
while preserving its current market dominance. Adopting eco-friendly procedures and tools,
particularly in production, is a major priority.
Economic Importance to Pakistan
Nishat plays a crucial part in Pakistan's economy. The group's contributions to the country's GDP,
employment, and exports are substantial.

Current labor Market Trend of Nishat

 Global labor market;
The rapid adoption of digital technology across all sectors is a significant contributor to the turmoil
that is now plaguing the world's job market. As a consequence of the digital revolution, the need for
skilled labour is changing, and a higher premium is being put on those individuals who have received
enough technical training and are proficient at making efficient use of digital resources. As a result of
the growing need for individuals with strong digital abilities in a variety of fields, including
technology, finance, and healthcare, there has been a shift in the kinds of skills and experiences that
are seen as valuable in the workforce. In light of this trend, businesses need to rethink their methods
to recruiting in order to have a workforce that is both proficient in digital skills and able to swiftly
embrace new technologies. This may be accomplished by having workers that are able to quickly
adapt to new technologies.

In the meanwhile, the global pandemic has accelerated a trend towards remote work and flexible
working arrangements. This tendency is being sustained by changing tastes among workers and
technological advancements. Because of this change, the employment will have different features in
the future, like being more mobile and less dependent on a certain physical location. Customers and
employees are becoming more aware of the importance of social and environmental issues, which
has led to a proportional increase in the attention paid to ethical and environmentally responsible
business practises. Workers are increasingly wanting to identify with organisations that demonstrate
a commitment to ethical and environmentally sustainable practises, and this trend is having an
effect on attempts to acquire and retain talent. These patterns, when taken together, point to a
significant change in the labour market, which in turn compels firms to reevaluate their ways to
managing their human resources.

 Local labor market;

The global movement towards digitalization and the rising need for competent IT people are driving
the growth of the information technology sector in Pakistan's labour market. This is a mirror of the
global trend towards digitalization. This growth is taking place within the context of a relatively
youthful labour force, which both presents opportunities and exposes the country to potential
threats. The large proportion of young people in the population of the nation provides a wealth of
potential in terms of talent, but it also poses a challenge in terms of providing adequate job
opportunities and making the most of the demographic dividend. At the same time, there is a severe
shortage of people, particularly in areas that need a high level of technical expertise. This disparity
underlines the important need for school reforms and activities focused on skill development to
offer the skills that today's youngsters will need to compete in the technology-driven labour market
of today and tomorrow. The labour market in Pakistan is in a unique position as a result of a growing
information technology industry, a youthful population, and a skills gap. This situation calls for
proactive steps to be taken by both the government and the private sector, such as projects to
increase education and training in the workforce.

 Impacts on HR practices at Nishat;

As a diversified company with operations throughout Pakistan, Nishat must respond to the growing
digitization of the global marketplace by modifying its human resources policies and procedures. To
succeed in the current corporate world, it is necessary to make a deliberate change towards hiring
and training workers with digital skills and competences. This requirement for digital competence
goes across all of Nishat's business areas, from textiles to finance, necessitating a comprehensive
strategy in personnel acquisition and development. Nishat also has to encourage a mindset of
lifelong learning and skill development, especially in digital technologies, to maintain its competitive
edge and adaptability in the labour market. This method not only keeps the staff up-to-date and
competent, but also promotes Nishat as an innovative company that cares about its workers'
professional development.

Nishat must not only adapt to the digital age but also to the rising trend of more flexible work
arrangements, which is becoming more vital for the retention and recruitment of talent, particularly
among the younger generations. Adopting flexible work arrangements, such as remote working
alternatives or flexible hours, may boost employee happiness and loyalty, crucial components in
minimizing turnover rates. In addition, it is critical to establish and implement programmes in
Pakistan that specifically target closing the country's skills gap. Nishat can improve its talent pool and
ensure that its workers have the skills essential to drive business success by providing specialised
training programmes that are in line with the demands of its various business divisions. Nishat's
attractiveness as an employer may be boosted substantially if it adopts sustainable and ethical
employment practices. Nishat's ability to attract and retain employees who share its commitment to
sustainability and corporate responsibility, and the quality of their work, will be greatly enhanced by
adopting HR practises that reflect this shift in the global consciousness.

In conclusion;
Nishat has to be aware of these tendencies in the labour market if it is to develop efficient HR
policies and procedures. Nishat can keep its competitive advantage in Pakistan's ever-changing
business scene by embracing these shifts in how businesses are managed.

Influence of Nishat’s Goals on HR Planning

Nishat, a large conglomerate in Pakistan, has developed HR and personnel planning methods that
are heavily influenced by the company's strategic goals. Nishat's primary strategic objectives must
be established before one can grasp this effect.

The human resource and talent management practises of Nishat, a major Pakistani conglomerate,
are heavily influenced by the company's stated strategic objectives. The company's primary
objective is to grow by diversifying its operations and entering new markets. Strategic moves in this
manner call for hiring staff with a wide variety of specialisations and experience that can adapt to
new markets and fields. Experts in their professions and the ability to thrive in varied social and
professional settings are necessities for many expanding businesses. Next, Nishat prioritises cutting-
edge research and development. The key to keeping ahead of the competition is to be on the cutting
edge of technology. This objective necessitates a workforce that is not just tech-savvy but also
flexible and open to acquiring new skills in order to stay up with the ever-accelerating pace of
technological development. Last but not least, Nishat shares the worldwide trend towards eco- and
sociable-conscious business practices. Because of this dedication, the company's HR policies and
practices place a premium on finding and keeping employees who share a commitment to
sustainability. Furthermore, it calls for the adoption of moral business practices across the board,
which in turn draws in employees who share the same ideals. Nishat's approach to people
management and HR planning is grounded in the company's broader strategic objectives of
diversification, innovation, and sustainability.
Nishat's strategy for allocating resources and developing its workforce is heavily
influenced by its long-term objectives;
Nishat is prioritising a few key areas as it works to connect its human resource initiatives with its
larger business ambitions. In order to achieve its diversification and growth objectives, the HR
division is putting a premium on recruiting a diverse set of talents and experiences. As the
organisation expands into uncharted territory, such as renewable energy, the ability to attract and
retain top talent in relevant fields becomes more critical than ever. In addition, effective market
penetration and growth depends on hiring local personnel with in-depth insights into the target
market.

When it comes to encouraging creativity and new ideas, Nishat probably spends a lot of money on
training and education. The goal of these programmes is to improve the skill sets of present workers
so that they can effectively use cutting-edge technologies and processes. This emphasis on lifelong
learning is critical for retaining a workforce that is not just knowledgeable but also creative and
flexible enough to keep up with the ever-evolving nature of technology.

The HR practises of Nishat show the company's dedication to sustainability and ethical business
practises. It's probable that the firm uses ethical labour practises and places a premium on things
like wellness programmes and work-life balance for its staff. These practises are not simply morally
good but also help to recruit and retain individuals who are increasingly searching for firms that
agree with their social and environmental values.

Last but not least, Nishat takes a proactive HR strategy while planning its staff. The organisation isn't
only hiring people to fill open positions; they're also looking forward to meet their anticipated future
skill demands. Sustainability, technological innovation, and the expansion of international trade are
just a few examples of the kinds of jobs and trajectories that need to be created. Strategic
preparation like this helps Nishat stay ahead of the competition and ready to face whatever the
future of business brings.

Conclusion;
In conclusion, the approach that Nishat takes to HR planning is directly impacted by the company's
strategic objectives of increasing diversity, innovation, and sustainability. Nishat is able to
successfully support its larger commercial aims while simultaneously cultivating a workforce that is
talented, adaptive, and devoted because it has aligned its strategy regarding its resources and its
personnel with these objectives.

Labor Market Data Analysis

It is essential to take a look at relevant research-based examples in order to get an understanding of
how changes in the labour market are influencing Nishat's capacity to identify and cultivate talent.
These examples may give insights into the more general dynamics of the industry and how they may
affect a firm such as Nishat.

Research Based Examples;

 Studies have revealed that there has been a considerable rise in the need for IT specialists in
Pakistan due to the country's growth in the information technology sector. This pattern
indicates a worldwide movement towards digitalization and sectors that are driven by
technological advancement. This might entail an increased requirement for a conglomerate
like Nishat, which works in a variety of industries including textiles and banking, to hire and
nurture personnel with digital and technology capabilities.
  Young Workforce Dynamics Pakistan has a disproportionately young population, and there
seems to be a significant influx of young professionals entering the labour market on an
annual basis, according to studies. This demographic shift carries with it a set of possibilities
as well as problems for the development of talent. Although this suggests that there is a big
pool of prospective talent, there is also the difficulty of connecting the talents of those
potential candidates with the needs of the sector.
 Research reveals that there is a skills gap in Pakistan, notably in highly specialised and
technological professions. This gap is particularly prevalent in technical fields. This gap may
affect businesses like Nishat, which may have a difficult time finding individuals who possess
the necessary advanced abilities, especially for new and creative enterprises.

Critical Analysis;
 Adapting to Digital Trends The expansion of the information technology industry requires
Nishat to change its methods for the development of its talent pool. It is possible that the
organisation has to increase the amount of money it invests in either training programmes
that concentrate on digital skills or in hiring staff that possesses these talents. In order to
maintain a competitive edge in a market that is driven by technology, this flexibility is
essential.
 Leveraging the Young Workforce The young workforce is a double-edged sword that may be
used either positively or negatively. On the one hand, this results in a large talent pool; yet,
on the other hand, it necessitates a major investment in training and development in order
to close any existing skills gaps. Nishat has to design specialised training programmes that
not only improve the skills of young professionals but also connect their competencies with
the strategic goals of the organisation.
 Addressing the Skills Gap The skills gap, particularly in technical disciplines, presents a
problem for Nishat in terms of the acquisition of talent for specialised tasks. Nishat is
working to address this difficulty. This may need a two-pronged strategy, which includes
working with educational institutions to create curriculums that match the demands of the
sector, as well as implementing internal training programmes to upskill current staff.

Nishat's plans for talent acquisition and growth will be affected greatly by the current state of the
labour market. To ensure it has access to the talent it needs to achieve its strategic objectives and
retain a competitive advantage in the market, the firm must continually change its human resources
practises to match these trends.

Strategic Approaches to Talent management;

Nishat is a significant conglomerate in Pakistan, therefore the firm recognises the need of aligning its
human resources with its overall business goals via strategic approaches to people management,
particularly in talent planning, job analysis, and job design. Maintaining a market advantage,
however, depends critically on bolstering recruiting and retention efforts.

Talent planning and Job design

 Through conducting a competency-based job analysis, specific duties and responsibilities are
determined for each job. Nishat, a company active in a number of different industries, might
benefit from matching job duties to candidates' skill sets. It also helps in outlining growth
prospects and career trajectories for workers.
 The design of jobs should be strategic, taking into account the needs of the company and its
workers. For instance, positions in Nishat's IT industry may be intended to stimulate
 innovation and creativity, while those in manufacturing might emphasise efficiency and
safety. The increasing need for workers to have a work-life balance is being met in part by
the incorporation of flexible work arrangements into job design.
 Planning for Succession, With Nishat's size and reach, it's essential to take a methodical
approach to planning for the company's future leadership. To ensure the continuation of the
company's leadership and knowledge, it is necessary to identify and develop future leaders
for senior posts.

Improvement in recruitment and retention

 The ability to recruit and retain great personnel requires building a strong employer brand
that is consistent with Nishat's values. Nishat may become a preferred place to work by
highlighting factors like business culture, room for advancement, and social responsibility.
 Data-Driven recruiting: Implementing data analytics in recruiting processes may boost the
efficacy of talent acquisition. The best channels for hiring new personnel may be found, and
the characteristics of high-performing staff can be better understood, with the help of
predictive analytics.
 Mentoring, on-going training, and recognition programmes are just a few examples of the
kinds of employee engagement and retention efforts that have proven effective. Nishat
believes that one way to increase employee happiness and loyalty is to provide them
chances for cross-functional training and promotion within the team.
 An effective performance management system may boost morale and output by helping
workers direct their efforts towards organisational goals. Important parts of this method
include establishing goals, providing feedback, and evaluating progress periodically.

Nishat is able to ensure that its workforce is well-aligned with its strategic goals and is prepared to
meet the challenges of a dynamic business environment by adopting these strategic approaches to
talent management, job design, recruitment, and retention. This allows Nishat to not only attract
and retain the right talent but also ensure that it can attract and retain the right talent.

Organization’s recruitment and retention ability ;

In order to assess Nishat's capacity for recruiting and employee retention, it is necessary to have an
awareness of the ways in which the company's practises match with and support its strategic HR
goals. Insights on their efficiency may be gleaned via the use of critical analysis as well as
comparative analysis with industry benchmarks or with rivals.

 Techniques for recruiting Nishat's recruiting techniques are essential to the company's
success in luring qualified candidates. This includes not just the process of recruiting
individuals but also making sure that the recruitment process is aligned with the culture of
the firm as well as its strategic objectives. Utilising internet platforms, participating in
university collaborations to find new talent, and implementing employee referral
programmes are all examples of effective recruiting techniques.
 Practises for Employee Retention Employee retention is equally important and is often a
reflection of the culture of the firm, the level of employee engagement, and the chances for
career advancement. The retention practises used by Nishat may include the provision of
wages that are comparable in the market, benefit packages, professional development
programmes, and a good work environment that encourages a healthy balance between
work and personal life.
Critical Analysis;
Alignment with overall Objectives:
One way to determine whether or not Nishat's recruiting and retention efforts are successful is to
examine the degree to which such efforts align with and contribute to the company's overall HR
goals. If the goal is to innovate, does the recruiting approach emphasise bringing in people that is
both creative and knowledgeable about technology? Is it possible to maintain such talent with the
help of retention strategies?

Opportunities and Challenges:

Due to skill shortages in the market, Nishat might have difficulty attracting qualified candidates for
specialised tasks. This presents both a problem and an opportunity. However, this also gives an
opportunity to build internal training programmes to bridge these gaps, therefore improving
employee retention by investing in their professional development.

Comparative assessment;
 Benchmarks in the Industry Comparing the methods used by Nishat with those used as
standards in the industry may illuminate both areas of strength and those in need of
development. For example, if the standards of the industry imply a greater focus on the
flexibility of remote work, Nishat may need to adapt to these trends in order to maintain its
competitive advantage in the talent acquisition market.
 Analysing the strategies used by one's rivals in the areas of recruiting and retention might
provide very useful information. Nishat has the ability to learn from its rivals and maybe
adopt some of their practises if they are successful in particular areas, such as increasing
employee engagement or developing creative recruiting methods.

When assessing Nishat's recruiting and retention practises, it's important to look at how they line up
with the company's overall goals, how they compare to industry standards, and what lessons can be
taken from Nishat's rivals. The results of this research will help Nishat improve its human resources
practises, which is essential for reaching its business objectives.

Recommendations;
Strategic HR Objectives;
 Nishat should increase its focus on training its employees in digital skills in light of the
worldwide trend towards digitization. Collaboration with academic institutions or the
development of targeted education programmes are two possible avenues here.

 Robust Succession Planning, To maintain leadership continuity and prepare for future
problems, Nishat should implement a comprehensive succession planning strategy. One way
to do this is to proactively seek out future leaders and provide them with specialised training
and education.
 Embrace Creativity and Innovation Encourage an environment where new ideas are
encouraged and celebrated. Incentives for creative thinking and safe spaces for workers to
try new things are two ways to foster an environment conducive to innovation.

Actionable strategies;
 To achieve the company's strategic objectives, it is important to implement a comprehensive
learning and development framework. Every employee, no matter their position, deserves
 access to frequent skill-building opportunities and structured programmes for professional
advancement.
 Adopt Alternative Work Schedules, Give employees greater leeway in when and how they
clock in and out in order to keep up with the demands of today's business world.
 Improve Employer Reputation by Emphasising Nishat's Commitment to Employee
Development, Innovation, and Sustainability. Branding your company well may help you find
and keep the best employees.

Conclusion;
Summary of findings;
 There is space for progress in areas like digital skill development, succession planning, and
cultivating a culture of innovation at Nishat, despite the company's present concentration on
conventional personnel management.
 Adopting more flexible work arrangements and building a thorough learning and
development framework may further improve recruitment and retention practices.

Future outlook;
 As labour market trends shift, Nishat must stay agile and responsive in its HR strategy. This
involves being aware of and adaptable to new developments in technology, as well as to
changes in the composition of the workforce and their expectations of management.
 To ensure that Nishat not only achieves its present HR targets but is also prepared to
confront future difficulties in the changing business environment, it will be crucial to
evaluate and adjust its HR practices continuously.

Performance Management;

Due to its wide-ranging portfolio, which includes textiles, cement, and banking, performance
management is an essential component of Nishat's business strategy. This method comprises
defining clear targets, assessing progress, and offering constant coaching and feedback. A
methodical strategy like this is crucial for coordinating the activities of workers in various divisions
with Nishat's overarching strategic objectives. Performance management is a major factor in Nishat's
success in expanding its business, developing new products, and keeping its position as a market
leader. This harmony is particularly important in a conglomerate, where individual divisions may
have distinct priorities and organisational structures.

Employee performance at Nishat has benefited greatly from performance management. Consistent
assessments of performance are crucial for identifying strengths and potential growth areas. This is
especially crucial in Nishat's rapidly evolving business climate, where customer expectations and
technical developments are always changing. Employees are not only made aware of their growth
opportunities via performance assessments and feedback methods, but they are also instructed on
how to acquire skills that are vital in the current market condition. Keeping ahead of the competition
in today's dynamic business landscape requires a commitment to lifelong learning and adaptability.

Furthermore, at Nishat, efficient performance management serves the twin objective of talent
identification and development while also increasing employee buy-in and enthusiasm. Nishat's
capacity to endure and thrive in the long run is dependent on its ability to identify and nurture its
most promising people. The morale and dedication of workers may be greatly improved by the
performance management process. Nishat may create an inspiring and effective workplace by laying
down expectations, giving regular feedback, and celebrating successes. Furthermore, the flexibility
afforded by an efficient performance management system allows Nishat to promptly react to market
developments, guaranteeing the company's continued vitality and responsiveness in the face of
external obstacles.

In conclusion, performance management at Nishat is much more than a basic evaluating tool; it is a
strategic element crucial to the organization's overall success and sustainability. It's vital to Nishat's
success in the fast-paced business world because it ensures that employees are both committed to
and prepared for the company's future goals and difficulties.

Relationship between performance management and objective achievement;

The function of performance management in connecting employee aspirations with organisational
goals is critical. This congruence is crucial for ensuring that each employee's efforts ultimately
benefit the organisation as a whole. In the context of an individual's career growth, performance
management functions as a guiding framework, helping workers understand how their personal
objectives and job duties match with the company's strategic direction (Author, Year). It's possible,
for instance, that a Nishat textile worker has professional aspirations connected to expanding one's
knowledge of cutting-edge textile technology. These personal objectives may be brought into line
with Nishat's overarching purpose of technical innovation in the textile sector via efficient
performance management.

When it comes to leading personnel towards the achievement of the corporate level strategic
business objectives, performance management plays a vital role. It's a methodical process wherein
broad organisational goals are broken down into manageable tasks for individuals or groups (Author,
Year). Nishat has many different lines of business, so it's important that everyone's goals be aligned
with the company's long-term vision. This may entail anything from expanding into new markets to
focusing on sustainability. If Nishat were in the banking industry, performance management may
centre on getting staff to work towards common goals like growing the company's client base or
improving their digital banking offerings. To connect workers' work on a daily basis to the
organization's long-term goals, performance management is essential.

Parts of a Template for Performance Management;

A thorough performance management template is crucial for helping workers towards reaching
organisational goals efficiently. Setting clear, detailed, and quantifiable objectives for each employee
is the first step in the process. These targets should be realistic, achievable, and in line with the
organization's overarching aims. Employees are more likely to succeed in their roles when they have
a clear idea of what is expected of them and how their work fits into the bigger picture. Consistent
evaluation and commentary are the second essential element. Specifically, this entails instituting a
system of continuous feedback in which workers continuously get feedback on their performance.
Quarterly or semiannual assessments allow for consistent dialogue between managers and workers,
which is crucial for seeing potential problems ahead of time and keeping everyone moving in the
right direction. This ongoing discussion encourages transparency and growth.

Planning for personal growth and instruction is also crucial. Performance evaluations serve as the
basis for developing individualised programmes to assist employees close any skill gaps that have
been discovered. Formal education, workshops, one-on-one guidance, and even practical experience
all have a place in development strategies. Organisations can guarantee a talented, flexible, and
future-ready workforce by investing in its workers' ongoing training and education.
Finally, the sample should provide evaluation criteria and performance metrics. An employee's
performance is measured in relation to these standards. Metrics used to evaluate employees'
performance should be objective, practical, and in line with their responsibilities and the
organization's overall objectives. In order to accurately evaluate an employee's contributions and
opportunities for growth, evaluation standards must be clear, fair, and objective.

In conclusion, directing employees to achieve their personal and professional goals while making
significant contributions to the organization's overall success requires a well-structured performance
management template that includes clear goal setting, regular feedback, development plans, and
precise performance metrics.

A Close Look at Performance Management;

It is impossible to emphasise the importance of the role that performance management plays in
achieving sustainable performance and in fostering a culture of high performance in the context of
Nishat, which is a diversified conglomerate with holdings in a range of different sectors. Nishat's goal
is to achieve high performance in all areas in which it operates. Performance management's mission
is to guarantee that the efforts of the workforce are closely aligned with the strategic goals of the
company. This contributes to the organization's performance in the long term and is thus important.
It has been pointed out by [Author, Year] that effective performance management systems
contribute to clearly formulating and articulating objectives, goals, and the metrics for success, all of
which are needed for the generation of sustainable development. In the case of Nishat, which
operates in dynamic sectors that have fluctuating market requirements, the capability to modify and
match the performance of staff members to these shifting expectations is vital to the company's
ability to maintain long-term success.

In addition, the process of building a culture of high performance includes the incorporation of
performance management as an important component. According to [Author, Year], this means
developing a climate in which outstanding performance is recognised and rewarded, as well as one
in which workers are inspired to make their very best efforts in their jobs. In addition, this entails
encouraging workers to provide their very best efforts in their jobs. This may include, with regard to
Nishat, the development of performance standards that not only evaluate accomplishments but also
encourage creative thinking, group problem-solving, and continual education. Through the use of
performance management, employees may be encouraged to strive for ongoing improvements in
their work, which, in turn, contributes to the overall quality and competitiveness of the company.
This may be done by establishing high expectations and providing adequate support and
acknowledgment for those who meet those criteria.

For a conglomerate such as Nishat, performance management is more than just a tool for measuring
the performance of people; rather, it is an enabler of strategy for generating sustained
organisational success and developing a culture that values and strives for high performance. In
conclusion, performance management is more than just a tool for assessing the performance of
individuals. To put it another way, performance management functions as a strategic facilitator for
the achievement of organisational excellence. As a consequence of this, the effectiveness of Nishat's
performance management system is intrinsically linked up with the company's capability to sustain
its capacity for resilience, innovation, and competitiveness throughout the course of time.

Template for Performance Management;

As Nishat is a group with many different business interests, it needs a thorough performance
management plan that can be used in many different areas and still meet the company's long-term
business goals. This template could be put together like this:
Information about employees:
 Name of Employee Department
 Division Job Title
 Role Review Period

Setting goals:
 Individual Goals: SMART goals that are clear, attainable, important, and have a due date.
These goals should also be in line with the group and organisational goals.
 Development Goals: The objectives were all about improving skills and abilities.

Criteria for performance:

 Key Performance Indicators, or KPIs, are numbers that are specific to each job. In the textile
industry, KPIs might be things like production quality measures. In banks, they might be
things like customer happiness scores.
 Behavioural Competencies, A test of soft skills and personality traits that are important to
Nishat's culture and key beliefs.

Review of the first half of the year:

 Checking in on how well goals are being met.
 Comments on how things have gone so far.
 Changes to the goals, if needed.

Review of the Year End:

 Full assessment of how well goals and KPIs were met in relation to success.
 Evaluation of skill development and growth goals.

Giving and getting feedback:

 Feedback that is helpful from bosses.
 suggestions for how to make things better.
 Figure out what training and growth you need.

Self-Evaluation by Employees:
 The employee's thoughts on their work.
 Self-identified strengths and weaknesses and accomplishments.

Plan for the future:

 Setting goals for the next time of review.
 Career growth plans match people's goals with job openings at the company.

Focus on Innovation and Sustainability:

 Specific projects or goals that help Nishat's efforts to be more environmentally friendly.
 Innovation goals push people to come up with new ways to do things and make things
better.

Add your signature:

 Thank You to Employees
 Approval from Supervisor

The purpose of the performance management system that Nishat uses is to ensure that the work
done by each individual contributes to the achievement of the company's overarching objectives
while also fostering personal development and the setting of long-term objectives. The performance
of an employee may be assessed in its whole when both quantitative and qualitative standards are
used in the process. This helps to foster a culture that is open to continuous improvement and is
aligned strategically with Nishat's long-term objectives.

An Overview of the Human Resources Lifecycle;

In the context of Nishat, the Human Resources (HR) lifecycle is an important structure that
incorporates the whole of an employee's journey inside the organisation. Nishat is a significant
conglomerate in Pakistan with diversified economic interests. This lifespan will often consist of a
number of phases, beginning with recruiting and onboarding, continuing through development and
retention, and ultimately concluding in the employee's eventual departure from the company or
shift into another role. The significance of this lifecycle in workforce planning, in especially for an
organisation with as many facets as Nishat, is in the all-encompassing approach it takes to managing
human capital. Human capital is an important factor in determining the level of success that a
company has.

Effective workforce planning at Nishat requires an awareness of each phase of the HR lifecycle, as
well as an appreciation for the ways in which these phases influence the company's capacity to
source, cultivate, and retain talented employees. For example, the recruiting and onboarding phases
are critical in ensuring that Nishat not only attracts the proper talent for its varied requirements but
also successfully integrates them into the business culture and operations. This can be accomplished
by ensuring that Nishat not only understands its unique needs but also understands its wide talent
pool. In a similar vein, the development and retention phase is very important for the purpose of
fostering and sustaining a skilled labour force that is able to adjust to the shifting dynamics of the
numerous business sectors that Nishat operates in, such as the textiles industry, the cement
industry, or the banking industry.

In addition, the latter phases of the HR lifecycle, which entail the departure of workers or their move
to other roles, are also quite significant. During these phases, insights are gained regarding
workforce trends, prospective areas for improvement in the employee experience, and the overall
success of HR efforts. Nishat is able to make educated choices about its workforce because of its
understanding of and ability to successfully manage each step of this lifecycle. These decisions help
to ensure that the appropriate people are doing the appropriate duties at the appropriate time,
which drives organisational efficiency and effectiveness.

In conclusion, the human resources lifecycle is an essential component of Nishat's workforce

planning, serving as a map for the company to follow in the management of its most important
resource — its employees. This lifecycle strategy guarantees a strategic alignment of HR practises
with business goals, which is vital for Nishat's continued development and success in a sector that is
more competitive.

Stages in the lifecycle of HR

In Pakistan's fast-paced business world, Nishat is a diverse firm. The steps of the Human Resources
(HR) process are very important in forming the company's workforce.

 Recruitment and Onboarding:

The phases of recruiting and onboarding are the stages that are responsible for laying the
groundwork for a robust workforce. These phases are very important for Nishat in order to recruit
the proper personnel that is compatible with the company's diverse business demands, which range
from the textiles industry to banking. Nishat is able to employ people that possess the essential
talents and are a cultural match because of the effective recruiting tactics used. Onboarding is also
very significant since it enables newly hired employees to get an understanding of the organization's
culture, the expectations associated with their function, and how their work contributes to Nishat's
overall goals. The success of these early phases will have a substantial influence on employee
productivity as well as the length of time they will remain affiliated with the organisation.

 Development and Retention:

At Nishat, continuing development and employee retention are two of the most important factors
in preserving worker stability. It is necessary for the conglomerate to offer ongoing learning and
development opportunities for its personnel in order to meet the numerous career goals and skill
needs of its workforce. This is because the conglomerate's activities are diversified. The dedication
of Nishat to the growth of its staff members not only boosts the individual capabilities of each
worker, but also guarantees that the company has a pool of qualified and motivated workers who
are prepared to fulfil the ever-evolving demands of the business. Effective retention measures,
which may include providing competitive salary, chances for professional progression, and a good
working environment, further guarantee that important talent remains within the organisation,
which contributes to the organization's stability and growth.

 Release, Exit, and Transition:

In order to successfully manage organisational change at Nishat, it is essential to focus on the last
phases of the HR lifecycle, which include release, departure, and transition. These phases are
concerned with the departure of personnel, which may take place as a result of retirement,
resignation, or some other method. It is essential, for the sake of sustaining morale and productivity
among the remaining workforce, to manage these transitions in an appropriate manner. In addition,
departure interviews and comments may give useful insights for Nishat, assisting in the identification
of areas in which HR practises and the overall employee experience can be enhanced.

In conclusion, each phase of the HR lifecycle plays an important role in the process of constructing
and preserving a strong workforce at Nishat. These phases together support Nishat's strategic goals
and contribute to the company's continued success in the highly competitive market. They do this in
a variety of ways, ranging from assuring a solid start via efficient recruiting and onboarding to
nurturing continuous development and handling transitions seamlessly.

Workforce Planning with an Eye Towards Change Management Theories;

Change management theories such as Lewin's Change Management Model and Kotter's 8-Step
Change Model give helpful insights and frameworks in the context of workforce planning for a
conglomerate like Nishat. Examples of these theories are the Change Management Model and the 8-
Step Change Model. These theories give systematic methods to managing change, which is essential
in the dynamic business environment that Nishat operates in, which is characterised by a wide range
of sectors and constantly shifting market needs.

Lewin's Change Management Model, which consists of three steps called unfreezing, change, and
refreezing, places an emphasis on the significance of preparing the organisation for change, putting
the change into effect, and then establishing the new state as the norm once the change has been
made. In the context of Nishat, this model may be used as a guide for workforce planning since it
assists the firm in navigating through the changes that are necessary in its labour force. These
transitions may be a result of technical improvements, organisational restructuring, or growth of the
market. For instance, in order to implement a new technology in the textile division of Nishat, the
company would first need to defrost their current practises, make the necessary adjustments to
accommodate the new technology, and then refreeze their operations in order to establish the new
procedures as the industry standard.

Creating a feeling of urgency, developing a strong coalition, and embedding new ideas in the culture
are some of the processes outlined in the Kotter 8-Step Change Model, which gives a more
extensive approach. By using this methodology, Nishat is able to successfully plan and put into action
changes to its personnel that are in line with the strategic goals it has set. For example, if Nishat
wants to enter a new market, Kotter's approach may direct the firm through the process of
preparing the workforce for this growth. This includes everything from raising awareness about how
significant this move is to incorporating the new market emphasis into the culture of the business.

Both models emphasise the relevance of communication, employee involvement, and the need for
strong leadership during times of transition. These are all essential components of efficient
workforce planning. The use of these change management theories may help Nishat ensure that its
staff is not only prepared to adapt to change but is also an active participant in the process, hence
promoting smoother transitions and more effective realisation of organisational objectives. This can
be accomplished by ensuring that its workforce is not only prepared to adapt to change but is also
an active player in the process.

Influence of Different Stages of the HR Lifecycle on Talent Management;

At Nishat, a diversified conglomerate in Pakistan, the effect of the different phases of the Human
Resources (HR) lifecycle on talent management is significant and diverse. This is the case because of
the nature of the company's business.

The talent management process begins with the phases of recruiting and onboarding. These are
the initial touchpoints. Effective recruiting techniques guarantee that Nishat attracts qualified people
who not only fit the present job needs but also possess the potential for future development within
the organisation. These individuals not only satisfy the criteria of the jobs now available but also
possess the potential for growth in the future. The onboarding procedure thus becomes very
important in acclimating these newly hired workers to Nishat's culture as well as the company's
business practises, thereby laying the groundwork for their future success and growth.

Moving on to the phases of growth and retention, it is essential to focus on these aspects in order
to foster and maintain the potential that Nishat possesses. Nishat provides its workers with chances
for continuous professional development so that they may improve their abilities and advance in
their careers, therefore matching their personal ambitions with Nishat's corporate objectives. When
it comes to sustaining a motivated and engaged staff, retention methods, such as recognition,
competitive salary, and career growth opportunities, play a vital influence. It is crucial for a
conglomerate like Nishat, which works in a variety of dynamic areas, to maintain a competitive
advantage and ensure the sustainability of their company by recruiting and keeping talented
individuals.

Last but not least, the release, departure, and transition phases are very important in talent
management, despite the fact that they are often ignored. These phases provide chances for
strengthening HR strategy and give significant insights into the factors that contribute to employee
turnover. The successful management of these steps guarantees that the terminations are handled
in a professional manner, so retaining a good connection with former workers and the reputation of
the organisation in the labour market. In addition, these steps contribute to the identification and
resolution of any systemic problems that may exist within the organisation and have an influence on
the levels of employee satisfaction and retention.
In conclusion, the talent management process at Nishat is significantly influenced by each and every
step of the HR lifecycle. Each stage plays an important role in the process of building and
maintaining a skilled and motivated workforce that can contribute to Nishat's continued growth and
success in a diverse and evolving business landscape. These stages include attracting and integrating
new talent, developing and retaining existing talent, and finally managing the exit or transition of
existing talent.

Recommendations;
Successful change management is essential for a multifaceted company like Nishat to adapt to the
ever-changing dynamics of the industry. To better handle organisational shifts, releases, and
transitions, consider the following plans of action:

 Create a group that will be in charge of supervising the new processes. For the best results,
this group should include people from different divisions.
 Enhanced Communication Strategies: Develop clear communication strategies that define
the reasons for change, the advantages, and how it will be executed. Maintaining open lines
of communication and providing opportunities for input may assist reduce pushback and
increase support.
 Employee Participation and Involvement: Get everyone on board with the transition.
Workshops, focus groups, and feedback sessions are all examples of how staff may have
their voices heard and ideas shared.
 Training and Development Initiatives: Help your staff adjust to new circumstances by
providing them with the training they need. This is crucial for any changes in technology or
company procedures.
 Rolling out changes all at once is seldom successful, so it's best to introduce them gradually
and try them out in small groups first.
 Assist workers in adjusting to the new circumstances by providing them with counselling,
coaching, and other resources.
 It is important to keep tabs on the development of change efforts and assess their results on
a regular basis. Apply this knowledge to your future change management efforts so that they
are more effective.
 Strategies for Safe Releasing and Transitioning: Establish fair and professional procedures for
handling employee departures. Provide aid such as career guidance and transition
programmes.
 Acknowledge and rejoice over achievements and progress made in the course of the
transition. As a result, morale is raised, and the good features of the transition are
reinforced.

Nishat's upper management must take a methodical approach to putting these plans into action if
they are to succeed. Nishat may improve its ability to manage change by adhering to these practical
procedures, increasing the likelihood of successful transitions while also preserving the
organization's capability for development and stability.
Conclusion;
In summary, the in-depth examination of the four learning goals yields important insights into the
critical role of HR practises in determining Nishat's success and longevity. The findings highlight the
need of Nishat keeping abreast of labour market developments and adjusting its HR strategy
appropriately, especially in the areas of talent acquisition, development, and retention. Aligning
individual goals with organisational objectives is essential to promoting a high-performance and
innovative work environment, highlighting the need of a strong performance management system.
Moreover, understanding the influence of each step of the HR lifecycle on talent management is
essential for sustaining organisational agility and effectiveness, as is incorporating change
management theories into workforce planning. These findings underscore the importance of
Nishat's capacity to adapt and execute HR practises that not only handle current issues but also
foresee future trends and possibilities in order to maintain its position at the forefront of the
industry.