Clariant Chemicals

Pakistan Limited
 Group Members

MUHAMMAD AWAIS
JUNAID NAVEED
MUHAMMAD ZEESHAN
ATIF QADEER
 INTRODUCTION
Clariant is a Swiss based globally leading Specialty Chemical
Company. Clariant is the result of spin off the Chemicals Division
of Sendoz in summer 1995 and the integration of specialty
chemical business of Hoechst into Clariant in summer 1997.
Clariant operates worldwide with affiliation in more than 60
countries through six divisions Clariant Pakistan Ltd after the
successful merger of Hoechst specialty chemicals business offers
to its customers a well established distribution network with stock
available in Karachi, Lahore, Faisalabad, Kasur and Sialkot. The
HRD of three companies HMR, Dye Star and Clariant works
under Hoechst.
 Clariant Mission Statement
"We are the Cellulose, Ethers and Polymer sates Division of
Clariant, a Multinational Company dealing with Specialty
Chemicals. We endeavor to enhance our market leadership in
sales of quality products at an optimal level of profitability. We
are responsible to our Stock Holders, Customers, Employees
and Society at large. We also care for preservation of
Environment and Ecology".
 Vision
To become the most Vibrant, Respected and Professional team
in the group companies and amongst the competitors.

 To grow at an above average age

 To have a foothold in the market
 To increase our share of the market
 To increase the share of polymer sates within the
organization CPL (Clariant Pakistan Limited)
 Structure of the Human Resource
Department “HRD”
Director HR
and
Administration

HR Manager Administrative
Officer

Assistant Assistant
Manager Admin Officer

Secretary Computer
Operator

There are seven staff members in HRD of Clariant

 Objectives Of HRD

The main objectives of the HRD of Clariant are:

1. Development of talents and capacities of its employees.

2. The development of a stable workforce.
3. The enhancement of employment and promotion
opportunities for minorities.
 Reasons for Human Resource Planning:

Following are specific reasons for which Clariant management

is carrying on systematic human resource planning.

1) Future Personnel Needs

2) Copying with Change
3) High-Talent Personnel
4) Strategic Planning
5) Equal Employment Opportunity
6) Foundation for Personnel Functions
 Functions of HRD

Basic functions performed by HRD of Clariant are:

 Human Resource Planning

 Job design and setting standards
 Work rules and schedules
 Career transition
 Skills training
 Management and career development
 Performance appraisal
 Conflict Resolution
 Human Resource Planning
In Clariant basic purpose for which HRD in relation to HRP serves
are as under:

 Balancing the cost between utilization of plant & manpower

 Determining recruitment needs

 Determining training needs

 Management Development

 Industrial Relation
 Human Resource Planning
Process
The major components of human resource planning process are:
GOALS AND PLANS OF ORGANIZATION

CURRENT HUMAN RESOURCE SITUATION

HUMAN RESOURCE FORECAST

IMPLEMENTATION PROGRAMS

AUDIT AND ADJUSTMENT

 1. GOALS AND PLANS OF ORGANIZATION

Human resource planning is a part of overall strategic planning

for Clariant. A personnel vice-president and his staff cannot
make useful plans for period of one or three or five years, unless
they have data on possible corporate expansions new products,
new plants, new markets.
 2. CURRENT HUMAN RESOURCE
SITUATION

The second phase of the planning process for Clariant is the

preparation of an inventory of personnel presently within the
organization. This is also called a skills inventory or manpower
information system. A skill inventory consists of up-to date
information regarding the qualifications of the selected categories
of personnel.
 3. HUMAN RESOURCE FORECAST

The human resource forecast is a determination of the demand for

people and of the appropriate types and skills for given periods in
the future such as one, three and five years. Hence the forecast
also requires the preparation of an estimate of the supply of people
who will be available for the selected periods.
4. IMPLEMENTATION PROGRAMS

i) Recruitment, Selection & Placement.

ii) Performance Appraisal.
iii) Promotion, Transfer, Lay Off, Retirement.
iv) Training and Development.
v) Motivation and Compensation.
 5. AUDIT AND ADJUSTMENT

A system for measuring progress should be set up. Clariant also

make audit and adjustment of its various plans, which have not
achieved fixed targets. It is also necessary for Clariant because
some time original planning assumptions have been proven wrong.
 Job Design And Setting Standards
Effective job design is a complex process. Organizational goals,
minimizing employee motivation achieving performance standards
and matching workers skills and abilities are the key considerations
in job design ignoring anyone of the above mentioned factors can
reduce organizational effectiveness efficiency or worker's
satisfaction.

The major considerations in job design are:

1. Job context
2. Organizational responsibilities attached to job.
3. Physical working conditions.
 Job Enrichment:
A planned program for enhancing job characteristics is called job enrichment.
Job enrichment in Clariant is performed by
• More planning
• More controlling
• More team participation

Job Enlargement:
is broadening the scope of the job to include tasks that previously preceded or
followed in the flow of work.
• Providing a greater variety of tasks on which the employee works.
• An increased number of tasks
• Job rotation.
• Job enlargement and job enrichment are achieved by providing increased
opportunity for planning recognizing and controlling their work and earning
recognition.
 Forces Affecting Organizational Planning
And Job Design

Automation:

Automation can be defined as "the use of machines that control

their own operations in varying degrees from intensively to
totally, with the exception of maintenance and repair. Such
machines might be computer controlled".
 Job Analysis, Job Description
And Job Specifications:

Job Analysis:

In Clariant there are four methods for analyzing jobs.

1. Job Performance
2. Observation
3. Interview
4. Critical Incidents
 Job Description And Job Specification:

Job descriptions are written summaries usually one or two pages

long, of the basic tasks associated with particular job. Job
description usually has a label called a "job title" and they
frequently include a section describing the qualifications needed
to perform the job. These qualifications are called "job
specifications".
 Joining The Company
On joining the Company the following formalities must be
completed:

Duplicate copy of appointment letter duly signed by the employee in

acceptance of the terms and conditions embodied therein.
 Four copies of recent passport size photograph
 Photocopies of all academic certificate especially metric
certificate.
 Photocopies of testimonials from previous employers.
 Fitness certificate as per Clause (4) of the letter of
appointment.
 Photocopy of National Identity Card.
 Clearance letter from previous employer.
 Performance Standards:
Performance standards are major aspects of job design in that they make
employee role expectation more explicit in terms of qualitative or
qualitative performance levels to be achieved.

Zero Defect Program:

In Clariant, such "Zero-Defects" programs are essentially efforts designed

to encourage the commitment of employees to high quality standards and to
"do it right the first time". This program is based on the assumption that
most people want to do quality work provided they are given the proper
support recognition is provided in the form of plaques, certificates, letters
or news items.
 Work Rules, Schedules And
Benefit Plans
Service Rules, and Schedules:

• The term `employee' as use in the rules, regulations and benefit plans
enumerated covers all non-unionized employees i.e. Junior Officer up to
Managing Director.

• The company reserves the right in its discretion to modify, alter or

discontinue any rule, regulation or plan.

• The Company will allocate a Personal Number to all new employees on

joining. This number is to be quoted in all future correspondence for all
purposes from then onwards.
 • The Company will also issue a Company Identity Card to the employee.

• The period of probation is six months, which may be extended at

the description of the management.

Duties And Obligations Duties And

Obligations

Every employee is required to discharge his duties and obligations

honestly and diligently, and to observe strict secrecy concerning
remuneration, performance rating, increments or other terms of
service and/or business affairs of the Company
 Benefit Plans
Clariant's management used flexible benefit plan through which the
employees can choose a particular mix of benefits adding up to a
given amount.
Compensation And Benefits:
On the successful completion of the probationary period an
employee's services will be confirmed in writing and then an
employee will be entitled to avail benefits of:
• Medical scheme
• Leave Entitlements
• Coverage under Group Life Insurance
• Membership of Provident Fund
• Gratuity Fund
• Pension Fund (Wherever Applicable)
 Selection and Hiring Procedure
Recruitment is the process of searching for prospective employees and
stimulating them to apply for jobs in the organization.

Recruitment Process
Recruitment of employees, in general the sources of recruitment can be
classified into two types.

Internal Job Posting:

Filling a job opening from within the firm has the advantages of
stimulating preparation for possible transfer, or promotion and increasing the
general level of morale.

External Job Posting:

Clariant also go to external sources for positions whose specification
cannot beam by present personnel. Clariant uses following outside sources.
 Internal Job Posting:
Self-Nomination:
Human Resource office publishes a monthly newsletter that
list the Clariant's job posting program to different routes to
nomination for a job, self-nomination and nomination by an
employee supervisor.

External Job Posting:

1. Advertising
2. Employment Agencies
3. Casual Applications
4. Leasing
 Hiring Procedure
In the hiring’s procedure, Clariant are following steps to discover
significant information about an applicant.

• Call for application

• Preliminary interview
• Applications blank i ng
r
Hi r e
• Check of References e
Th cedu
• Psychological test Pro
• Employment interview
• Approval by the supervisor
• Physical examinations
• Induction or orientation
 Development
Orienting And skills Training Employees

The Orientation program in Clariant is completed in three phases.

1. In first phase subjects covered include products of the company, employee
benefits, salary schedules, safety, probationary period, timed recording and
absence, holidays equal employment opportunity programs, packing and the
grievance procedure.
2. In second phase, the inductee is introduced to fellow employees, given a tour
of the department, and informed about such details as locker and rest rooms,
supply procedures, hours of work overtime, call in procedures, rest and lunch
periods, and lunching facilities.
3. In third phase follow up some week later. The interview, conducted by either
the supervisor or a personnel specialist is concerned with
• Employee satisfaction with the job and organization.
• Supervisor satisfaction with the employees.
 Training Needs Assessments
In Clariant there are three level of analysis for determining the needs training
can fulfill.

1. Organization analysis:
Focuses on identifying where within the organization training is needed.

2. Operation analysis:
Attempts to identify the content of training - what an employee must do to
perform competently.

3. Individual Analysis:
Determines how well each employee is performing the task that makes up his or
her job.
At this level, training needs may be defined in terms of a simple equation.
Desired performance - Actual Performance = Training need.
 Operative Training:
The development of operative calls for specific increased in skills and
knowledge to perform a particular job. In Clariant there are primarily two
basic methods in use.

On The Job Training:

The types of on the job training implemented in Clariant are apprenticeship
programmed which include both classroom instructions as well as on the
job training. This type of training is given to the new inductees and
usually two years long.

Off the Job Training:

There are three methods used in Clariant for Off the Job training
1. Workers Training Program:
2. Special Courses:
3. Selling and Technical skills training program:
 Management And Career Development

Management and employee development programmers are "those

organization sponsored programmers aimed at educating supervisory and
supervisory employees above and beyond the technical requirements of
their job". Human relations, "decision-making" and the executives role" are
examples of courses included in management development.

The commonly used training methods in Clariant are:

1. Lecture / discussion
2. Films / videotapes
3. Case study
4. Management games
5. Behavior modeling.
 Life And Career Planning:
Clariant as a developmental experience independent of their organizational
affiliation has utilized life and career planning workshops.
A life inventory of the trainee is prepared which is mainly concerned with
important "happenings" for example.
a) Any peak experience you have had.
b) Things, which you do well.
c) Things, which you do poorly.

Other Developmental Opportunities:

Clariant management always encourages self-development programmed.
Participation in community service programmers, professional societies such as
APTMA and public speaking is considered as much time off as necessary to fulfill
their community obligations but job functions must be performed accounting to
the standards because the experienced learned off the job affect performance on
the job.
 Performance Appraisal And
Promotion
In Clariant, performance appraisal is made by the immediate
supervisor with the help of performance appraisal form but is not
shared with the employees performance is appraised on the basis
of targets of sales assigned to the employees. In Clariant POINT
RATING METHOD is used for performance appraisal.

Basically two main approaches are used to recruit employees for

promotion. The Clariant Company is using the both approaches
i.e.

• Closed promotion approach

• Open promotion approach
 Promotion Criteria:
There are a number of criteria that organizations examine in
deciding which candidates to promote. These are as:

1. Seniority basis
2. Past and current performance
3. Assessment centers
4. Personal characteristics
5. Nepotism

Clariant Company has used the first three methods for

promoting the employees.
 Conflicts In The Organization
Role Of HRD In Solving Problems:

HRD performs following chief roles.

• Supportive behavior on manager's part.

• A work group problem solving.
• To design job techniques in such a way that gives
satisfaction for individual and opportunity for improving
performance.
• To overcome lack of commitment to work.
 Problems And Recommendations

Problems

Although HRD in working very effectively but we have also

observed some problems in HRD.

1. Intelligence And Education:

2. Traveling Facilities:
3. Suggestions By Employees:
4. Group Incentives:
 Recommendations
1. Recruitment in HRD:
In HRD, the Human Resource Manager should have some technical
knowledge in the field of chemical engineering so that they can easily
understand the problems of engineers.

2. Traveling Facilities:
The company should arrange traveling facilities itself so that the chances of
fraud can be minimized and the employees should not take extra advantage
of these facilities.

3. Suggestions Plans:
For effective perception, employees should be rewarded if they offer useful
ideas for reducing costs increasing safety-improving product.