INTERSHIP REPORT ON SEC

Submitted to:
Chairman
Department of Business Administration.
Submitted by:
ABDUL WAHAB KAKAR
(W-581128
!e" #:$%-B&A-11$$
MBA-HRM S'SS()* 2$$%-2$11
+ai,in" Address: -ouse 8-1./20$ 1areen !oad &uetta.
Conta2t # $333%8%$%40
'mai, Address: nmra22$85yahoo.2om

DEPARTMENT OF MANAGEMENT SCIENCES
Alama Iqbal Open Unie!"i#$ I"lamaba%
1
2
Acknowledgment
( 6ou,d ,i7e to ta7e this opportunity to 2on8ey my heartfe,t appre2iation
to them 6hose b,essin" and 2ooperation 6as important to brin" this report in
,i"ht. 9irst ( 6ou,d ,i7e to pay my "ratitude to the A,mi"hty A,,ah 6ho made
ea2h attempt fruitfu,.
( 6ou,d ,i7e to a27no6,ed"e my deep sense of "ratitude and
indebtedness to my best :ro"ram +ana"er Sabra ;hi,<ai and my best 2o,,ea"ues
Saeed ur !ehman and Shah<ad Ahmed. Without their 2ontinued "uidan2e and
time,y ad8i2e the 2omp,etion of this report 6ou,d ha8e been diffi2u,t. 1hey ha8e
been a sour2e of 2ontinuous en2oura"ement throu"hout the e=e2ution of my
internship period.
Words 2annot say the "ratitude that ( fee, for my mother> 6hose
affe2tion and prayers ha8e a,6ays been the 7ey to my su22ess. 9ina,,y ( am a,so
8ery than7fu, to a,, members of So2ia, 'n"ineerin" Consu,tants? 6ithout their
"uidan2e and he,p> it 6i,, be impossib,e for me to 2omp,ete my internship. (
6ou,d ,i7e to than7 the mana"ement of So2ia, 'n"ineerin" Consu,tants for
re6ardin" me su2h a "reat e=perien2e durin" my stay.
3
E&ECUTI'E SUMMAR(
1his internship reports dis2usses an in-depth study of @So2io 'n"ineerin" Consu,tantsA>
its operations> s2ope and position in the de8e,opment se2tor. (t "i8es an o8er8ie6 the
four themati2 areas of the foundation 6here it 6or7s> in2,udes '2onomi2 De8e,opment>
'du2ation and S7i,, De8e,opment> Spe2ia, needs and So2ia, 6e,fare and 'mer"en2y
re,ief. (t a,so "i8es us a ",an2e o8er the future p,ans of the or"ani<ation. 1he 2ore
administration 2ost of the 9oundation is borne by @So2io 'n"ineerin" ;roupA 6hi2h
promises to support the finan2ia, defi2it of the or"ani<ation. 1he or"ani<ation has many
donor funded proBe2ts 6hi2h are fu,,y supported by donors> ,i7e> S+'>W-)>W)!CD
BA*D> E*SC)> E*-C!> :!)+1-'*>ESA(D A*D ;)F'!*+'*1 )9
:A*GAB>S(*D->D-HB'! :AS-1)*D-WA A*D BAC)C-(S1A*. An estimated
bud"et in2,udin" donor funded proBe2ts is o8er !s. 5$$ mi,,ion per year.
( 2,ose,y 6or7ed 6ith @So2io 'n"ineerin" Consu,tantsA S)' &uetta Bran2h> as part of
the "roup 6or7 in the themati2 area of 'du2ationa, and S7i,, De8e,opment. )ffers
different se2retaria, and s7i,, de8e,opment trainin". Sin2e 2$$3 S)' &uetta Bran2h has
trained o8er 8>$$$ peop,e in its different soft s7i,,s de8e,opment pro"rams. S)' &uetta
Bran2h has trained s2hoo, tea2hers on :arents> 1ea2hers S2hoo, +ana"ement 2ommittee
(:1S+C.
( 6or7ed in )r"ani<ation as +aster 1rainer and +onitorin" and e8a,uation )ffi2er.
Where ( trained tea2hers from different Distri2t of Ba,u2histan on :1S+C. ( a,so
super8ised and +onitored s2hoo,s 6hi2h are estab,ished by Wor,d Ban7 6ith 2,ose
2oordination of Ba,u2histan 'du2ation 9oundation and So2io 'n"ineerin" Consu,tants as
partner.
1his report 2ontains 8a,uab,e I important information re"ardin" -! pra2ti2es
6hi2h ( obser8ed and do2umented in the form of this report. Se8era, f,a6s in the
-! :ra2ti2es in S'C are identified and re2ommendations are made 6hi2h are present at
the end of this report. -! in S'C is responsib,e for se8era, a2ti8ities 6hi2h 2an be
enhan2ed to other areas. 9ina,,y it is found that S'C 2an best uti,i<e its -! fun2tion and
ripe the fruits of benefits both in short term and in ,on" terms.
.
TABLE OF CONTENT
TOPIC
PAGE
)
5
A27no6,ed"ment
3
'=e2uti8e Summary *
1ABC' )9 C)*1'*1S
+
,- INTRODUCTION
.
/- Ob0e1#ie 23 "#4%$in5 #6e 2!5ani7a#i2n .
8- Oe!ie9" 23 #6e 2!5ani7a#i2n
:
3.1 Brief -istory
:
3.2 *ature of or"ani<ation
:
*- B4"ine"" '2l4me
,,
+- O!5ani7a#i2n "#!41#4!e 23 HRM Depa!#men# in SEC
,/
;- HRM p!21e"" in O!5ani7a#i2n
,+
0.1 -!+ p,annin" and fore2astin" in S'C--------------------------------
0.2 -!+ :ro2ess-----------------------------------------------------------
0.3 9ore2astin" -uman !esour2es !eJuirements-----------------------
,+
,+
,*
<- Empl2$ee Re1!4i#men#" an% "ele1#i2n
,.
%.1 Sour2e of 2andidates-----------------------------------------------------
%.2 interna, Sour2es-----------------------------------------------------------
%.3 '=terna, Sour2es ---------------------------------------------------------
%.. 'mp,oyees Se,e2tion :ro2ess-------------------------------------------
,:
,:
,:
/=
.- T!ainin5 an% Deel2pmen#
/*
8.1 What is 1rainin" ----------------------------------------------
8.2 1rainin" need
Assessment----------------------------------------------
8.3 'mp,oyee De8e,opment----------------------------------------------
/*
/;
/.
:- Pe!32!man1e Mana5emen#
/:
4.1 :erforman2e Defined
4.1 Settin" :erforman2e standards and e=pe2tation --------------------
4.2 performan2e report 6ritin" pro2edure return------------------------
/:
/:
8=
,=- Empl2$ee" 12mpen"a#i2n" an% bene3i#"
8/
1$.1 types of 2ompensation and benefits ---------------------------------
88
,,- O!5ani7a#i2n 1a!ee! mana5emen#
8;
11.1 'mp,oyees Bobs 2han"es
8<
,/- >2b" 16an5e" 9i#6in SEC
8.
12.1 :romotion
12.2 :ostin"/ 1ransfer
12.3 Demotion
12.. Separation
12.5 Cayoff
12.5 1ermination
12.0 !esi"nation
12.% !etirement
8.
8.
8:
8:
*=
*,
*,
*,
,8- Lab2! Mana5emen# Rela#i2n
*/
,*- SWOT anal$"i" 3214"in5 2n HRM p!21e"" in 2!5ani7a#i2n
**
,+- C2n1l4"i2n
*;
,;- Re12mmen%a#i2n"
*<
,<- Re3e!en1e"? S24!1e"
+=
,.- Anne@4!e?Appen%i1e"
+/
0
Li"# 23 #6e Table"
1ab,e#1 S'C Comp,ete +anpo6er :rofi,e
,*
1ab,e#2 &ua,ifi2ation of S'C Staff ,*
1ab,e#3 9,ood I !e,ief )peration A,,o6an2es 8*
Li"# 23 #6e C6a!#"
Stru2ture of the )r"ani<ation in S'C ,8
%
In#!2%41#i2nA-
So2io 'n"ineerin" ;roup 8ast ran"e of a2ti8ities in2,ude internationa, as 6e,,
as ,o2a, 2onsu,tan2y ser8i2es> :roBe2t +ana"ement> Contra2t +ana"ement> (ntera2ti8e
C,assroom So,utions> Constru2tion> (nsta,,ation> 're2tion> +anufa2turin"> and Supp,y
of :re-'n"ineered Stee, Stru2ture Bui,din"s and 1radin" 6hi2h in2,udes
'=port/(mport and ,o2a, supp,y of "oods.
Amon" 8arious business 6in"s at S' ;roup So2io 'n"ineerin" Consu,tants
(S'C and :romethean 2an he,p in a2hie8in" "oa,s and in2rease produ2ti8ity and
effi2ien2y of 2,assrooms. (n addition our 6in" :re 'n"ineered Bui,din" (ndustries
(:'B( he,ps out is Jui27,y ere2tin" so,id and hi"h intensity stee, stru2tures durin"
summer 8a2ations to ensure time,y and 6or,d 2,ass bui,din" fa2i,ities.
/- Ob0e1#ie 23 "#4%$in5 #6e O!5ani7a#i2nA-
(n +BA pro"ram it is 2ompu,sory to study any or"ani<ation for"et 7no6,ed"e
about @ho6 the theoreti2a, 2an be app,ied to the pra2ti2a, situation.A +BA pro"ram
ma7e true :rofessiona, for :ub,i2 and :ri8ate se2tor )r"ani<ation and trained future
man"ers to fa2e and 2omp,e= en8ironment.
(nternship pro"ram is to :ro8ide opportunity to ,in7 theoreti2a, 7no6,ed"e
pra2ti2a,,y in 2urrent situation. AC)E a,,o6 me to be the internee of S'C after
2omp,etion of 2$-2ourses of +BA pro"ram. ( had 2hosen the So2io 'n"ineerin"
Consu,tants (S'C for my internship.
1hese are fo,,o6in" obBe2ti8e of the study under 2onsideration.
1. 'nsure the 1$$K re2o8ery.
2. 'mp,oyee moti8ation/satisfa2tion.
3. 1rainin" and de8e,opment.
.. 'ffi2ient +ateria, +ana"ement.
5. 1rou"h the effi2ient 6or7 ta7in" an emp,oyment opportunity in S'C.
0. 'n2oura"e an appropriate re,ationship bet6een pay ,e8e,s and 6or7
performan2e.
%. What fa2tor are most important to 2onsider in re2ruitment po,i2y.
8. 1o 7no6 ho6 mana"ement respond to a union or"ani<in" 2ampai"n.
8
3. Over view of Organization:-
3.1 Brief History Socio-Engineering Consultants (SEC):-
So2io-'n"ineerin" Consu,tants (S'C is a mu,tidis2ip,inary 2onsu,tin"
firm> estab,ished in 1440. 1he firm has sound e=perien2e and e=pertise in
1ea2her 1rainin"> (1 'du2ation> Sur8eys desi"ns and Studies> data 2o,,e2tion>
entry and +(S de8e,opment> :roBe2t +ana"ement and Capa2ity Bui,din"
inter8entions. S'C has been pro8idin" professiona, and te2hni2a, ser8i2es in
8arious fie,ds> parti2u,ar,y in 'du2ation and Community De8e,opment.
Combinin" o8er 1$ years of e=perien2e and 6or7in" to"ether 6ith s7i,,ed
indi8idua,s from a2ross the 6or,d> has a,,o6ed S'C to be at the ,eadin" ed"e of
pro8idin" de8e,opment-based business so,utions and de8e,opin" 2i8i, so2ieties in
:a7istan.
8-/ Na#4!e 23 O!5ani7a#i2nA-
S'C spe2ia,i<es in So2io-'2onomi2 De8e,opment so,utions> (ndustria,>
A"ri2u,tura, and So2ia, !esear2h> Capa2ity Bui,din"> (1 Consu,tan2y> (nstitutiona,
De8e,opment> +ana"ement Audit and Strate"i2 +ana"ement :ro2ess. S'C has
mu,tidimensiona, approa2h to6ards its areas of e=pertise 6hi2h en2ompass !ura,
De8e,opment> 'n8ironmenta, :,annin"> (mpa2t Assessment> '8a,uation of :ub,i2
Se2tor :o,i2ies> 'du2ation and 1rainin"> Women in De8e,opment> -ea,th> :opu,ation
We,fare> !esear2h De8e,opment> :,annin" and mana"ement> and *on-;o8t :ri8ate
Se2tor De8e,opment.
8-/-, Ka"6mi! P!e-En5inee!e% C2n"#!41#i2n P#- L#% BKAPEC)
DA:'C is a Constru2tion and :roBe2t +ana"ement Company 6ith spe2ia,
emphasis on :re- 'n"ineered Ci"ht ;au"e Co,d 9ormed ;a,8ani<ed Stee, Stru2tures.
Bein" a member of the So2io 'n"ineerin" Consu,tants ;roup (S'C DA:'C has
pre8ious,y operated as a Di8ision of S'C. Cater ,ast year S'C o6ners de2ided to
in2orporate DA:'C as a separate ,imited 2ompany in order to hand,e the 8o,ume of
6or7 "enerated in the earthJua7e affe2ted areas of AGID. 1hus DA:'C (:8t Ctd
6as in2orporated as a separate entity but under the same S'C o6nership and
mana"ement.
DA:'C has emp,oyed 2ompetent 'n"ineers> Sur8eyors and '=perts to hand,e
soi, test and topo"raphi2 sur8eys 6or7 assi"ned to it. (t a,so has a team of te2hni2a,
4
fie,d staff and mana"ers to imp,ement 2onstru2tion re,ated 6or7 of any nature 6ith
2apa2ity to 6or7 in the different terrains and 2ha,,en"in" 6eather 2onditions.
DA:'C 'n"ineers> Sur8eyors and other te2hni2a, staff are fu,,y o22upied in
imp,ementin" a number of proBe2ts in AGD in 2onne2tion 6ith +idd,e s2hoo,s
2onstru2tion in the earthJua7e affe2ted areas of Ba"h> :oon2h and +u<affarabad
Distri2ts.
8-/-/ Pre Engineered Building Industries ( P.E.B.I)
:.'.B.( operates under the S' ;roup 6hi2h is one of the ,eadin" ser8i2es
2on",omerate in :a7istan. S' ;roup primary operations 2ommen2ed 6ith
internationa, de8e,opment 2onsu,tin"> (C1 ser8i2es> 2i8i, 6or7s 2ontra2t mana"ement>
pro2urement> trainin"> tradin"> produ2ts import/e=port and proBe2t mana"ement. 1he
ori"in of S' ;roup dates ba27 to ear,y 144$s> be"innin" 6ith the estab,ishment of
So2io-'n"ineerin" Consu,tants (S'C.
After the su22ess of S'C> 1he "roup formed an *;) in 2$$. 2a,,ed
De8e,opment Support *et6or7 (D.S.*.. (n 2$$5 S' ;roup estab,ished a business
unit 2a,,ed Dashmir :re-'n"ineered Constru2tion :8t. Ctd. (D:'C to de8e,op houses
and s2hoo,s in earthJua7e affe2ted areas 6ith spe2ia, emphasi<e on Ci"ht ;au"e Co,d
9ormed ;a,8ani<ed Stee, Stru2tures 6ith the 2o,,aboration of :'B A,,ian2e.
*o6 in 2$1$ S' ;roup has estab,ished the :re 'n"ineered Bui,din" (ndustries
(:.'.B.( :8t. Ctd. 6ith state of art manufa2turin" fa2i,ity in 2o,,aboration 6ith
9!A+'CAD. 9!A+'CAD Bui,din" :rodu2ts operates a 6or,d 2,ass supp,y 2hain
that is re,iab,e> dependab,e and 2ustomer fo2used. With o8er 2$ years of e=perien2e>
9rame 2ad maintains 2,ose ,iaison 6ith senior mana"ement> distributors> proBe2t and
pur2hasin" mana"ers and the mar7ets to pro8ide a 2ompetiti8e ed"e in business
de8e,opment. S'C offers an inte"rated approa2h to its professiona, ser8i2es based on
prin2ip,es of a2ti8e parti2ipation of sta7eho,ders and formation of sustainab,e
,in7a"es. Su2h an approa2h enab,es us to form partnerships in de8e,opment 6hi2h
ensure sustainab,e Jua,ity out2ome. S'C 2an assemb,e mu,tidis2ip,inary teams from
its permanent staff as 6e,, as the e=tensi8e database of e=terna, 2onsu,tants that it
maintains. 1his a,,o6s S'C to imp,ement di8erse ran"e of proBe2ts.
With a stron" ur"e of rene6a, of so2iety> S'C has de8e,oped a 8ast and stron"
net6or7 of *on-;o8ernmenta, )r"ani<ations as 6e,, as Community Based
)r"ani<ations in a,, the rura, and urban areas of the 2ountry. 1his net6or7 is 8ery
1$
effe2ti8e in 2ondu2tin" 2ommunity-based inter8entions and 2aters for a,, the ,o"isti2a,
and te2hni2a, reJuirements to 2arry out so2ia, and de8e,opment p,ans.
*- B4"ine"" '2l4meA
S'C in none :rofitab,e )r"ani<ation. Whether the or"ani<ation are sma,, or
,ar"e> maBor sour2es of or"ani<ation fundin" are membership dues> the sa,e of
ser8i2es> "rants from internationa, institutions or nationa, "o8ernments> and pri8ate
donations. Se8era, 'E-"rants pro8ide funds a22essib,e to S'C.
;o8ernment fundin" for S'C is 2ontro8ersia,> sin2e> the 6ho,e point of
humanitarian inter8ention 6as pre2ise,y that S'C and 2i8i, so2iety had both a ri"ht
and an ob,i"ation to respond 6ith a2ts of aid and so,idarity to peop,e in need or bein"
subBe2ted to repression or 6ant by the for2es that 2ontro,,ed them.
1he different ;rants> pro8ided by the members are of t6o types o8erhead and
for proBe2t. )8erhead is the amount of money that is spent on runnin" an or"ani<ation
rather than on proBe2ts. 1his in2,udes offi2e e=penses> sa,aries> ban7in" and
boo77eepin" 2osts. What per2enta"e of o8era,, bud"et is spent on o8erhead is often
used to Bud"e an or"ani<ation 6ith ,ess than .K bein" 8ie6ed as "ood.
(n 2ase of business 8o,ume it be2ome diffi2u,t to dis2,ose the rea, amount
be2ause different fundin" members ha8e their o6n po,i2ies> for instan2e some
or"ani<ation states that idea,,y more than 80K shou,d be spent on pro"rams (,ess than
2$K on o8erhead. 1he ESA(D "uide,ine a,,o6s to spend o8erhead often needed to
be ,ess than 5-%K. Whi,e the Wor,d Ban7 typi2a,,y a,,o6s 3%K. A hi"h per2enta"e of
o8erhead to tota, e=penditures 2an ma7e it more diffi2u,t to "enerate funds. -i"h
o8erhead 2osts may a,so "enerate 2riti2ism 6ith some 2,aimin" the 2ertain *;)s 6ith
hi"h o8erhead are bein" run simp,y to benefit the peop,e 6or7in" for them.
(n this re"ard or"ani<ation did not pro8ide data re,ated to business 8o,ume>
2onsiderin" it 2onfidentia, by sharin" it 6ith other or"ani<ation. 1hat is 6ay ( Bust
shared ,imited information> 6hi2h 6as pro8ided to me.
11
+- S#!41#4!e 23 #6e O!5ani7a#i2n in SEC-
An )r"ani<ationa, Stru2ture 2,arify the ro,es of personne, of an
)r"ani<ation and to determine 6ho has to do 6hat tas7> 6hi2h is responsib,e
for 6hat> obBe2ti8es to be a2hie8ed> 6ho is to report to 6hom and to remo8e
the obsta2,es for performan2e 2aused by 2onfusion and un2ertainty of Bob
assi"nment as 6e,, as to ma7e easy de2ision- ma7in" and 2ommuni2ation
net6or7s ref,e2tin" and supportin" or"ani<ation obBe2ti8es.
1he head of So2io 'n"ineerin" ;roup is 2a,,ed @Chief '=e2uti8e )ffi2erA.
1hen 2ome the pro"ram +ana"er 6ho ,oo7s after a,, main proBe2ts throu"h 6hi2h are
super8ised by their +ana"ers of S'C> DA:'C> :.'.B.(. as ( am 6or7in" in proBe2t
initiated by S'C in Ba,u2histan has its o6n :roBe2t 2oordinator 6ho super8ise the
entire team and ta7e dire2tion from Lona, +ana"er and a,so report to him about the
proBe2t. (n some 2ases 6hen Lona, +ana"er "ets :roBe2t on pro8isiona, bases than
:roBe2t Coordinator and fie,d staff is arran"ed by the Lona, -! )ffi2er. 1hou"h ea2h
pro"ram has -uman !esour2e offi2er but for ne6 :roBe2ts A22ount )ffi2er and
Admin are hired separate,y.
-uman !esour2e mana"ement Department 6hi2h is 6or7in" in 2entra, )ffi2e
(s,amabad has the responsibi,ity of hirin" offi2e staff for main offi2e and other
pro8in2es> ma7es po,i2ies for re2ruitment> de2isions and pra2ti2es that dire2t,y affe2t
or inf,uen2e peop,e or human resour2es> 6ho 6or7 for the or"ani<ation. (n re2ent
years in2reased attention has been de8oted to ho6 or"ani<ations mana"e human
resour2e in other 2enters.
12
13
(n S'C -uman !esour2e +ana"ement department headed by +ana"er(-! I
Admin and supported by different supported offi2ia, and staff.
S'C Manp29e! P!23ile-
Table),
Ca#e52!$ San1#i2ne% In p2"i#i2n 'a1an#
+ana"er ,e8e, 1. 4 5
(1 spe2ia,ists 22 10 0
+inisteria, 52 52 $
Ens7i,,ed 02 02 $
1ota, 15$ 134 11
+ana"er ,e8e,: 9ie,d Assistant> 9ie,dsmen> /Attendants IDri8ers et2
(1 spe2ia,ists: a,, those staff operate different soft6are and maintain staff data.
+inisteria,: Admin> Assistant> 1e2hni2a, Super8isors> 9ie,d Staff and store 7eepers
et2.
Ens7i,,ed: :eons and 2ho67idesrs.
&ua,ifi2ation 6ise stren"th of the +ana"ers and Coordinators offi2ia,s throu"hout
:a7istan offi2e.
Table)/
S?N2 Ca#e52!$ N2C"
1 :h.D 2
2 +.:hi, %
3 +S2/+A/+BA/+. 'D 10
. B.S2 /BBA/B.2om/ 2.
1ota, .4
;- HRM PLANNINPR!"E## IN $HE !RANI%A$I!N
-! p,annin" is the pro2ess by 6hi2h the +ana"ement determines ho6 an
or"ani<ation shou,d mo8e from its 2urrent status to the desired position of human
resour2es. 1hrou"h :,annin"> mana"ement stri8es to eJuip 6ith the ri"ht number>
ri"ht type> at ri"ht p,a2es> at ri"ht 1ime to do the ri"ht 7ind of Bobs
1.
&.' HUMAN RESOURCE PLANNING BHRPD AND FORCASTING
-!: is the pro2ess of systemati2a,,y re8ie6in" human resour2e reJuirements
to ensure that the reJuired number of emp,oyees> 6ith the reJuired s7i,,s> is a8ai,ab,e
6hen they needed. After or"ani<ationMs p,ans ha8e been formu,ated> human resour2e
p,annin" 2an be underta7en. -uman resour2e p,annin" has 1W) 2omponents i.e.
!eJuirements and A8ai,abi,ity.
&.( HUMAN RESOURCE PLANNING PR!"E## IN #E"
So2io 'n"ineerin" ;roup is fo,,o6in" these steps for -uman !esour2e
:,annin"? first the Department Determined the or"ani<ation mission se2ond S2an the
or"ani<ationa, en8ironment after that Set strate"i2 "oa,s and at the end formu,ate a
strate"i2 p,an.
&.) FORECASTING HR REEUIREMENTS
A reJuirements fore2ast is an estimate of the numbers and 7inds of the
or"ani<ation 6i,, need at future dates in order to rea,i<e its "oa,s. Se8era, te2hniJues
of fore2astin" human resour2e reJuirements and a8ai,abi,ity are 2urrent,y bein" used
by the ;roup.
a) %ero*Base +orecasting
1his method uses the or"ani<ationMs 2urrent ,e8e, of emp,oyment as the
startin" point for determinin" future staffin" needs. 1he 7ey to Lero Base
9ore2astin" is a thorou"h ana,ysis of human resour2e needs.
,) Bottom*-. A..roac/
(n this method su22essi8e ,e8e, of the or"ani<ation> startin" 6ith ,o6est> and
fore2asts its emp,oyee reJuirements in order to pro8ide a""re"ate fore2ast of
emp,oyment needs.
c) U"e O3 Ma#6ema#i1al M2%el"
+athemati2a, mode,s 2an assist in fore2astin" -! reJuirements. 1he
re,ationship bet6een sa,es demand and the number of emp,oyees needed is a positi8e
one.
d) #imulation
15
(t is a te2hniJue for e=perimentin" 6ith a rea,-6or,d situation throu"h a
mathemati2a, mode, representin" that situation. A mode, is an abstra2tion of the rea,
6or,d.
;-, H4man Re"24!1e Plannin5 an% 32!e1a"#in5
(t be2omes ne2essary to or"ani<ation for -!: due turbu,ent en8ironment
6hen ne6 Bob reJuired 2ompany "oa,. En2ertainty e=ists in mar7et due to these
fa2tors:
1 ;,oba,i<ation
2 *e6 te2hno,o"y
3 )r"ani<ation restru2turin"
. Di8ersity in 6or7for2e
So -! p,annin" redu2es the impa2t of un2ertainty> and p,ans may be short term
and ,on" term and S'C Short term I Con" term p,ans as fo,,o6s:
1 L2n5 Te!m PlanA Ep ;radation of (nformation I Communi2ation
1e2hno,o"y ((2t/ (nformation System ((s (n S'C.
2 S62!# Te!m Plan B/==.-2$1$
16o Committees -a8e Been *otified 9or the :urpose:
- S'C (2t Steerin" Committee
- (t Committee at Company Ce8e,
)n,ine (nformation to S'C '=e2uti8es
+onth,y !eports
+onth,y ana,ysis of performin" reports.
1hese p,ans 6i,, imp,ement in a,, Bran2hes re,ated S'C.
9or this purpose S'C start 6or7 on >2b Anal$"i" to a2hie8e the "oa, of or"ani<ation>
so therefore S'C 6or7in" a,, three types of :,annin" Ci7e:
1. Strate"i2 :,annin"
2. 1a2ti2a, :,annin"
3. -uman !esour2e :,annin"
F2!m4la#in5 S#a#emen#" 23 i%en#i3$in5F p4!p2"e an% 2b0e1#ie"A
(n 6hi2h define o8era,, mission I "oa, of S'C. As +ission statement and
or"ani<ation ;oa, are define abo8e in report.
Eal4a#in5 S#!en5#6F 9eaGne""e"A
10
(n 6hi2h find out the fa2tors interna,,y or e=terna,,y 6hi2h enhan2e or inhibit the
abi,ity of S'C. 9or e=amp,e as> 1he S'C yard sti27 for Fehi2,es (s *ot Suffi2ient 1o
Co8er 1he '=tended Area )f :a7istan S'C Hard Sti27 )f Fehi2,es +ay be A,,o6ed.
S#!a#e5i1 HTa1#i1al plannin5 in SECA
(t is short term and spe2ifi2 p,annin" 6hi2h dea, 6ith 2urrent or ne6
operation. S'C started different "ro6in" p,an 6hi2h mentioned end of the report in
further information.
Both strate"i2 I ta2ti2a, p,annin" impa2t on -uman resour2e p,annin"> as
abo8e mentioned future short term and ,on" term pro"ram S'C reJuired (1 e=pert and
nearby fu,fi,, the defi2ien2y of them . S'C +a7es a2tion p,ans be2ause it fu,fi,,s the
authori<ed staff throu"h re2ruitin"> promotion and transfer on the beha,f of S'C
appro8a,. (n strate"i2 p,annin" simp,e approa2h to fu,fi,, reJuirement interna,,y
throu"h staffin"> transferrin" et2.
S'C Computer 2entre introdu2e -uman resour2e information system (-!(S
6hi2h he,pfu, for ma7in" S'C emp,oyees profi,e. (ntrodu2tion about this information
system 2ontains the information about.
1 :(S (:ersona, (nformation System
2 &ua,ifi2ation (nformation
3 :ostin" Detai,s
. :romotion Detai,s
5 9ami,y (nformation et2.>
H4man Re"24!1e F2!e1a"#in5A
'stimate ,abor reJuirement at some future time period 2a,,ed -! fore2astin".
1hose are t6o types.
,- E@#e!nal H In#e!nal F2!e1a"#in5-
/- A55!e5a#e E@#e!nal H In#e!nal F2!e1a"#in5-
S'C interna,,y fore2astin" depends upon or"ani<ations inside 2ondition su2h
as> !etirement> termination and ne6 hirin". And e=terna,,y fore2astin" depends upon
enro,,ed student of or"ani<ationMs 6or7 reJuirement from mar7et. )ur 2ountryMs
edu2ated and s7i,,ed ,abor produ2e more then Bob a8ai,ab,e. 1herefore :a7istan is top
of the ,ist in ,abor (-! mar7er.
But in a""re"ate interna, I e=terna, demand for ,abor 6hi2h produ2e due to
te2hno,o"y and e2onomi2a, 2han"e. :a7istan ,abor mar7et ti,, no6 not as better as
de8e,oped 2ountries> ;o8ernment of :a7istan Wor7in" on that point for adaptation of
that 2han"e.
1%
S'C a,so fa2in" un2ertainty in en8ironmenta, 2han"e> in te2hno,o"y> ,o2a,>
nationa,> internationa, e2onomy> number> si<e and "o8ernment po,i2ies. S'C fo,,o6s
S'C yardsti27 for fore2astin" throu"h interna, and e=terna, en8ironment. 9ore2astin"
2arried out in e8ery be"innin" in year.

0. EMPL!1EE# RE"R-I$MEN$ AN2 #ELE"$I!N
1he re2ruitment and se,e2tion of emp,oyees are dri8en by Jua,ifi2ation> merit
and fitness. :ro"ress 6ithin the 2ompany depends 8ery mu2h on emp,oyeeMs abi,ity>
dedi2ation and ,oya,ty to6ards the 2ompany. 'mp,oyees 6ho en"a"e themse,8es in
2ontinuous ,earnin" and 2onsistent,y stri8e for impro8ement in their 7no6,ed"e> s7i,,s
and attributes e=2e, 6ith the )r"ani<ation. (t is the 2ompanyNs pra2ti2e to promote its
o6n staff to hi"her positions 6hene8er possib,e. )ur mana"ers set 2,ear> ambitious
and inspirin" "oa,s. By ,eadin" on the basis of trust> 6e empo6er our peop,e to ma7e
their o6n de2isions. We demonstrate 2oura"e and 2on8i2tion 6hen introdu2in"
ne2essary 2han"es. We e=pe2t out mana"ers to ser8e as ro,e mode,s in e8erythin"
they do. 1he 2ompany reser8es the ri"ht to transfer the emp,oyee 6ithin the
or"ani<ation as and 6hen the need arises. 'mp,oyment is subBe2t to obtainin" a
satisfa2tory medi2a, report from the 2ompany appointed do2tor and presentation of
pre8ious emp,oyer referen2e and/or resi"nation a22eptan2e> 6here8er app,i2ab,e.
18
1hese po,i2ies stru2ture our interna, standards and pro2esses for e=2e,,en2e in
se,e2tion and re2ruitin".
Recruitment

So2io 'n"ineerin" ;roup has ma,ty dimensiona, re2ruitment po,i2y in
a22ordan2e 6ith its obBe2ti8e to meet the reJuirements of different fun2tiona, areas to
2ope 6ith the day to day a2ti8ities. !e2ruitment is the a2ti8ity that ,in7s the emp,oyers
and the Bob see7ers. A pro2ess of findin" and attra2tin" 2apab,e app,i2ants for
emp,oyment. 1he pro2ess be"ins 6hen ne6 re2ruits are sou"ht and ends 6hen
their app,i2ations are submitted. 1he resu,t is a poo, of app,i2ations from 6hi2h ne6
emp,oyees are se,e2ted. (t is the pro2ess to dis2o8er sour2es of manpo6er to meet
the reJuirement of staffin" s2hedu,e and to emp,oy effe2ti8e measures for
attra2tin" that manpo6er in adeJuate numbers to fa2i,itate effe2ti8e se,e2tion of
an effi2ient 6or7in" for2e. !e2ruitment of 2andidates is the fun2tion pre2edin" the
se,e2tion> 6hi2h he,ps 2reate a poo, of prospe2ti8e emp,oyees for the or"ani<ation so
that the mana"ement 2an se,e2t the ri"ht 2andidate for the ri"ht Bob from this poo,.
1he main obBe2ti8e of the re2ruitment pro2ess is to e=pedite the se,e2tion pro2ess.
!e2ruitment is a 2ontinuous pro2ess 6hereby the firm attempts to de8e,op a poo, of
Jua,ified app,i2ants for the future human resour2es needs e8en thou"h spe2ifi2
8a2an2ies do not e=ist. Esua,,y> the re2ruitment pro2ess starts 6hen a man"er initiates
an emp,oyee reJuisition for a spe2ifi2 8a2an2y or an anti2ipated 8a2an2y.
0.' #ources o3 "andidates
'8ery or"ani<ation has the option of 2hoosin" the 2andidates for its
re2ruitment pro2esses from t6o 7inds of sour2es:
(a) Internal sources.

1he sour2es 6ithin the or"ani<ation itse,f to fi,, a position by transfer of
emp,oyees from one department to other> promotions are 7no6n as the interna,
sour2es of re2ruitment.
(,) E4ternal sources

!e2ruitment 2andidates from a,, the other sour2es are 7no6n as the e=terna,
sour2es of re2ruitment.
E4ternal sources o3 Recruitment
14
(n So2io 'n"ineerin" ;roup> a broad 8ariety of methods are a8ai,ab,e for
e=terna, re2ruitment. So2io 'n"ineerin" ;roup 8ery 2arefu,,y a22esses the 7inds of
positions it 6ants to fi,, and se,e2t the re2ruitin" methods that are ,i7e,y to produ2e
the best resu,ts.
ME$H!2# !+ E5$ERNAL RE"R-I$MEN$
So2io 'n"ineerin" ;roup is usin" the fo,,o6in" means throu"h 6hi2h
potentia, emp,oyees are attra2ted to them.
'. A26ER$I#IN
A 6ay of 2ommuni2atin" the emp,oyment needs 6ithin the firm to the pub,i2
throu"h media su2h as ne6spaper> industry pub,i2ations and the internet. Sometime
So2io 'n"ineerin" ;roup performs the re2ruitment fun2tion by b,ind ad8ertisement.
(n b,ind ad8ertisement no identifi2ation about the 2ompany is pro8ided to the
app,i2ants.
(. IN$ERN#HIP#
A spe2ia, form of re2ruitin" that in8o,8es p,a2in" a student in a temporary Bob.
1here is no ob,i"ation on the part of the 2ompany to permanent,y hire the student to
a22ept a permanent position 6ith the firm.
). PR!+E##I!NAL AEN"IE#
Asso2iations in many business professions su2h as finan2e> mar7etin">
information te2hno,o"y and human resour2es pro8ide re2ruitment and p,a2ement
ser8i2es for their members. (n S'C> 9ront Wor7ers Enion et2 are doin" the same.
7. "1BER RE"R-I$IN
(n S'C> the most 2ommon method is Cyber !e2ruitin". Ender this method
S'C use 6eb sites and internet sour2es to re2ruit peop,e app,i2ation submission test
and inter8ie6 and other re2ruitment and se,e2tion a2ti8ities performed on,ine
0.( EMPL!1MEN$ #ELE"$I!N PR!"E##
1hey use to s2reen the app,i2ations> 6here the a8ai,ab,e app,i2ations are
re8ie6ed to short,ist app,i2ants in respe2t to their Jua,ifi2ations and e=perien2e
2on2urren2e to the spe2ified reJuirements of the Bob> on,y app,i2ants 6ith re,e8ant
Jua,ifi2ations as 6e,, as their stren"th are 2onsidered for inter8ie6ed.
2$
After s2reenin"> they use to prepare for inter8ie6> -!D use to prepare the
inter8ie6 s2hedu,e and then they mai, inter8ie6 2a,, ,etters to the 2andidates. 1he
2opy of inter8ie6 S2hedu,e is send to the reJuestin" +ana"er a,on" 6ith the
app,i2ations of 2andidates.
(n the inter8ie6 pro2ess> :re,iminary inter8ie6 is 2ondu2ted by !eportin"
)ffi2er> se2ond by Department -ead and -.! and the fina, inter8ie6s are 2ondu2ted
by pro"ram +ana"er 6ho super8ises the proBe2t. 1he number of inter8ie6s depends
upon the nature or seniority of the position. 1he inter8ie6ers 2ondu2t inter8ie6s 6ith
the 2andidate on the pres2ribed.
S'C "i8es their ad8ertisement most,y on the maBor ne6spapers and internet
to 2o,,e2t app,i2ants for a,, the departments and posts. 1hrou"h the ad8ertisement they
de2,are the posts of the Bobs and the Bob des2ription 6hi2h in2,udes duties and
responsibi,ities a,on" they a,so mention the fa2i,ities S'C pro8ides. (n the
ad8ertisement they mention the reJuired Jua,ifi2ation of the app,i2ants> a"e and
e=perien2e et2.
S'C 2onsiders effe2ti8eness before "i8in" the ad8ertisement. 1hey ad8ertise
themse,8es in a manner 6hi2h ser8es them the most. 9or e=amp,e> for the posts from
offi2ers to mana"ers they "i8e ad8ertisement on the maBor ne6spapers and a, so
internet and temporary.
(a) "ollecting H S1!eenin5 8
After the ad8ertisement for a parti2u,ar Bob the -! department starts
2o,,e2tin" the bio data. 1he bio data are 2o,,e2ted from sour2es> for e=amp,e the bio
data dropped in the app,i2ation bo= in the head offi2e are 2o,,e2ted> on,ine
app,i2ations are do6n,oaded and printed> some are 2o,,e2ted from the out,ets by post
and some are throu"h referen2es.
After 2o,,e2tin" the app,i2antsM bio data the Jua,ifi2ations> e=perien2e and a"e
are mat2hed. 1he app,i2ants are se,e2ted and prioriti<ed based on their edu2ation su2h
as app,i2ants from reputed uni8ersities and year of e=perien2e they possess. Whi,e
s2reenin" them Jua,ified app,i2ants for the spe2ified Bobs are found> but sometimes
app,i2ants 6ith fe6er years of e=perien2e are 7ept separate,y. And some time these
2andidatesM bio data are used 6hen there is ,a27 of 2andidates for inter8ie6.

BbD S62!# li"#in5 #6e p2#en#ial Appli1an#"A
21
After "oin" throu"h the bio data that mat2hes the Jua,ifi2ations> app,i2ants
6ho are 6e,, Jua,ified for the positions ha8e to be put on a short ,ist. 9o,,o6in"
2omp,etion of short ,istin" pro2ess> -! personne, shou,d "i8e them priority in 2a,,in"
for inter8ie6s.
(c) S16e%4le an% a!!an5e #6e in#e!ie9A
After short ,istin" the bio data> the arran"ement of the inter8ie6 starts. 1he
short ,isted 2andidates are to be 2a,,ed and they shou,d be 6e,, informed about the
inter8ie6 method> date> time and 8enue et2.
9or these responsib,e personne, has to ma7e a s2hedu,e for inter8ie6. -!
mana"er and respe2ti8e departmentsM mana"ers> sometimes pro"ram head a,to"ether
de2ides a 2on8enient time for the inter8ie6. After s2hedu,in" the app,i2ants is
informed of the time date 8enue of the inter8ie6s and if appropriate> be as7ed to brin"
photo"raphs for further identifi2ation.

(d) C2n%41# in#e!ie9 A
(nter8ie6s must be fair> obBe2ti8e and stru2tures to a,,o6 the ma=imum
amount of information to be obtained from the app,i2ants. 1he person spe2ifi2ation
and out,ine Bob des2ription shou,d form the basi2 Juestionin" .6hi2h shou,d be
re,e8ant to the re2ruitment of the post.
(n the inter8ie6 pane, there are t6o personne, from S'; most of the time> one
person from the -! department and another person shou,d be from other department.
9or e=amp,e re2ruitin" a mar7etin" offi2er the representati8e from the -! department
is either a senior -! offi2er or an e=e2uti8e and the other inter8ie6er in this 2ase
6ou,d be mar7etin" head or mar7etin" mana"er.
(n the inter8ie6 pane, the Bud"es are "i8en an inter8ie6er appraisa, form to
7eep the re2ord of app,i2antsM persona, attributes and their edu2ationa, and
professiona, Jua,ifi2ation.
9rom offi2er and abo8e there are t6o rounds of inter8ie6s ta7en. 1he
2andidates se,e2ted from the first round inter8ie6 are to be inter8ie6ed by the -!
)ffi2er of S'C.
22
(e) C2mpile in#e!ie9 !e"4l#"A
At this sta"e -! 2ompi,es the inter8ie6 resu,ts. (n order to 2ompi,e the resu,t>
a8era"e s2ore of the inter8ie6 is 2a,2u,ated. Esua,,y> the 2andidate that mat2hes 6ith
hirin" departments reJuirements is 2a,,ed for the se2ond round of inter8ie6. After the
inter8ie6s the 2andidates are se,e2ted by ana,y<in" their Jua,ifi2ations by the dire2tor
most,y and then it is the responsibi,ity of -! to inform app,i2ants about the resu,t.
But for but for entry ,e8e, Bobs it is the responsibi,ity of an -! offi2er to fina,i<e the
se,e2tion.
(3) Ba1G5!24n% C6e1G? 1an%i%a#e"C e!i3i1a#i2nA
1he se,e2ted 2andidates 6i,, pro8ide 2opies of their edu2ationa, and
professiona, 2ertifi2ates ant the -! department 6i,, ma7e arran"ement for 8erifyin"
these re2ords by 2a,,in" their referen2es 2he27in" the 2opies of 2ertifi2ates 6ith the
ori"ina, ones.

(g) In32!m #6e "ele1#e% 1an%i%a#eA
After 8erifi2ation of the papers submitted by the 2andidates> -! department
6i,, 2a,, them for further forma,ities that are to be 2arried out ,i7e ne"otiation of
sa,ary> 2onfirmation of Boinin" date> fitness 2ertifi2ate> re,easin" order et2.
(/) App2in#men#A
After 2omp,etion of the introdu2tory trainin" sessions> the 2andidates are
as7ed to 2ome 6ith their 2ertifi2ates> re,easin" order from pre8ious emp,oyer>
e=perien2e 2ertifi2ate> referen2e ,etter et2. 1he re"u,ar emp,oyees are reJuired to
fi,,-up se8era, form s on the day of their appointment. 1hese are
Personal information form
Insurance form
Joining form
1he ne6 emp,oyees are pro8ided :(* 6hi2h is the indi8idua, identifi2ation
number assi"ned to e8ery emp,oyee. 1he 2opy of 2ertifi2ate> re,easin" order>
photo2opy of nationa, (AD> referen2e ,etter and t6o re2ent 2o,or photo"raphs are 7ept
in a ne6 fi,e 6ith the name> :(*> desi"nation and Boinin" date of the emp,oyee. Cater
these information are input the -uman resour2e mana"ement soft6are (-!+S of
S'C.
9. T!ainin5 an% %eel2pmen#
.-, W6a# i" #!ainin5I
23
1rainin" refers to a p,anned effort by a or"ani<ation to fa2i,itate emp,oyeeMs
,eanin" of Bob-re,ated 2ompeten2ies.
2 1he "oa, of trainin" is for emp,oyees to
+aster the 7no6,ed"e> s7i,,> and beha8iors emphasi<ed in
trainin" pro"rams> and
App,y them to their day-to day a2ti8ities.
Same as summaries that:
1rainin" O A,terin" beha8ior
De8e,opment O (n2reasin" Dno6,ed"e
Cearnin" O :ermanent 2han"e in beha8ior.
)n the beha,f of this theoreti2a, prospe2ti8e as A!( se,e2ted ne6 emp,oyees
posted them on rea, 6or7in" en8ironment for a,terin" beha8ior. After some
period 2a,, emp,oyees in2reasin" their 7no6,ed"e. 1he reason for that trainin":
1 1o redu2e 1urno8er
2 Chan"e in pro"ram
3 *eeds of or"ani<ation or personne,
. Cost effe2ti8eness
5 'mp,oyee promotion and ad8an2ement
(n the fie,d of human resour2e mana"ement> trainin" and de8e,opment is the
fie,d 2on2erned 6ith or"ani<ationa, a2ti8ity aimed at betterin" the performan2e of
indi8idua,s and "roups in or"ani<ationa, settin"s. (t has been 7no6n by se8era, names>
in2,udin" emp,oyee de8e,opment> human resour2e de8e,opment> and ,earnin" and
de8e,opment.
1rainin" and de8e,opment en2ompasses three main a2ti8ities: trainin"> edu2ation> and
de8e,opment 1rainin" this a2ti8ity is both fo2used upon> and e8a,uated a"ainst> the
Bob that an indi8idua, 2urrent,y ho,ds. 'du2ation this a2ti8ity fo2uses upon the Bobs
that an indi8idua, may potentia,,y ho,d in the future> and is e8a,uated a"ainst those
Bobs.
2e:elo.ment
1his a2ti8ity fo2uses upon the a2ti8ities that the or"ani<ation emp,oyin" the
indi8idua,> or that the indi8idua, is part of> may parta7e in the future> and is a,most
impossib,e to e8a,uate.
An E33e1#ie T!ainin5 P!25!am
2.
1he Jua,ity of emp,oyees and their de8e,opment throu"h trainin" and
edu2ation are maBor fa2tors in determinin" ,on"-term profitabi,ity of a sma,, business.
-irin" and 7eepin" "ood emp,oyees is the 7ey to the first fa2tor. (f you hire and
7eep "ood emp,oyees> it is "ood po,i2y to in8est in the de8e,opment of their
s7i,,s> so they 2an in2rease their produ2ti8ity.
1rainin" often is 2onsidered for ne6 emp,oyees on,y. 1his is a mista7e
be2ause on"oin" trainin" for 2urrent emp,oyees he,ps them adBust to rapid,y 2han"in"
Bob reJuirements.
P4!p2"e 23 T!ainin5 an% Deel2pmen#
!easons for emphasi<in" the "ro6th and de8e,opment of personne, in2,ude
P Creatin" a poo, of readi,y a8ai,ab,e and adeJuate rep,a2ements for personne,
6ho may ,ea8e or mo8e up in the or"ani<ation.
P 'nhan2in" the 2ompanyNs abi,ity to adopt and use ad8an2es in te2hno,o"y
be2ause of a suffi2ient,y 7no6,ed"eab,e staff.
P Bui,din" a more effi2ient> effe2ti8e and hi"h,y moti8ated team> 6hi2h enhan2es the
2ompanyNs 2ompetiti8e position and impro8es emp,oyee mora,e.
P 'nsurin" adeJuate human resour2es for e=pansion into ne6 pro"rams.
!esear2h has sho6n spe2ifi2 benefits that a sma,, business re2ei8es from
trainin" and de8e,opin" its 6or7ers> in2,udin":
P (n2reased produ2ti8ity.
P !edu2ed emp,oyee turno8er.
P (n2reased effi2ien2y resu,tin" in finan2ia, "ains.
P De2reased need for super8ision.
'mp,oyees freJuent,y de8e,op a "reater sense of se,f-6orth> di"nity and 6e,,-
bein" as they be2ome more 8a,uab,e to the firm and to so2iety. ;enera,,y they 6i,,
re2ei8e a "reater share of the materia, "ains that resu,t from their in2reased
produ2ti8ity. 1hese fa2tors "i8e them a sense of satisfa2tion throu"h the a2hie8ement
of persona, and 2ompany "oa,s.
9.( $raining need assessment

S'C -!D 1rainin" needs assessed by ana,y<in" three maBor human resour2e
areas:
P Where is trainin" neededQ
P What spe2ifi2a,,y must an emp,oyee ,earn in order to be more produ2ti8eQ
25
P Who needs to be trainedQ
Be"in by assessin" the 2urrent status of the 2ompany ho6 it does 6hat it does
best and the abi,ities of your emp,oyees to do these tas7s. 1his ana,ysis 6i,, pro8ide
some ben2hmar7s a"ainst 6hi2h the effe2ti8eness of a trainin" pro"ram 2an be
e8a,uated. Hour firm shou,d 7no6 6here it 6ants to be in fi8e years from its ,on"-
ran"e strate"i2 p,an. What you need is a trainin" pro"ram to ta7e your firm from here
to there.
Se2ond> 2onsider 6hether the or"ani<ation is finan2ia,,y 2ommitted to
supportin" the trainin" efforts. (f not> any attempt to de8e,op a so,id trainin" pro"ram
6i,, fai,.
*e=t> determine e=a2t,y 6here trainin" is needed. (t is foo,ish to imp,ement a
2ompany-6ide trainin" effort 6ithout 2on2entratin" resour2es 6here they are needed
most. An interna, audit 6i,, he,p point out areas that may benefit from trainin". A,so>
a s7i,,s in8entory 2an he,p determine the s7i,,s possessed by the emp,oyees in "enera,.
1his in8entory 6i,, he,p the or"ani<ation determine 6hat s7i,,s are a8ai,ab,e no6 and
6hat s7i,,s are needed for future de8e,opment.
(n summary> the ana,ysis shou,d fo2us on the tota, or"ani<ation and shou,d te,,
you (1 6here trainin" is needed and (2 6here it 6i,, 6or7 6ithin the or"ani<ation.
)n2e you ha8e determined 6here trainin" is needed> 2on2entrate on the
2ontent of the pro"ram. Ana,y<e the 2hara2teristi2s of the Bob based on its des2ription>
the 6ritten narrati8e of 6hat the emp,oyee a2tua,,y does.
1rainin" based on Bob des2riptions shou,d "o into detai, about ho6 the Bob is
performed on a tas7-by-tas7 basis. A2tua,,y doin" the Bob 6i,, enab,e you to "et a
better fee, for 6hat is done.
(ndi8idua, emp,oyees 2an be e8a,uated by 2omparin" their 2urrent s7i,, ,e8e,s
or performan2e to the or"ani<ationMs performan2e standards or anti2ipated needs. Any
dis2repan2ies bet6een a2tua, and anti2ipated s7i,, ,e8e,s identify a trainin" need.
a) #election o3 $rainees
)n2e S'C mana"ement has de2ided 6hat trainin" is ne2essary and 6here it is
needed> the ne=t de2ision is 6ho shou,d be trainedQ 9or a sma,, business> this Juestion
is 2ru2ia,. 1rainin" an emp,oyee is e=pensi8e> espe2ia,,y 6hen he or she ,ea8es your
firm for a better Bob. 1herefore> it is important to 2arefu,,y se,e2t 6ho 6i,, be trained.
1rainin" pro"rams shou,d be desi"ned to 2onsider the abi,ity of the emp,oyee to
,earn the materia, and to use it effe2ti8e,y> and to ma7e the most effi2ient use of
20
resour2es possib,e. (t is a,so important that emp,oyees be moti8ated by the trainin"
e=perien2e. 'mp,oyee fai,ure in the pro"ram is not on,y dama"in" to the emp,oyee
but a 6aste of money as 6e,,. Se,e2tin" the ri"ht trainees is important to the su22ess
of the pro"ram.
b) $raining oals
1he "oa,s of the trainin" pro"ram in S'C shou,d re,ate dire2t,y to the
needs determined by the assessment pro2ess out,ined abo8e. Course obBe2ti8es
shou,d 2,ear,y state 6hat beha8ior or s7i,, 6i,, be 2han"ed as a resu,t of the
trainin" and shou,d re,ate to the mission and strate"i2 p,an of the Ban7. ;oa,s
shou,d in2,ude mi,estones to he,p ta7e the emp,oyee from 6here he or she is today to
6here the firm 6ants him or her in the future. Settin" "oa,s he,ps to e8a,uate the
trainin" pro"ram and a,so to moti8ate emp,oyees. A,,o6in" emp,oyees to
parti2ipate in settin" "oa,s in2reases the probabi,ity of su22ess.
9.) Em.lo;ee 2e:elo.ment
'mp,oyee de8e,opment is a Boint> on-"oin" effort on the part of an emp,oyee
and the or"ani<ation for 6hi2h he or she 6or7s to up"rade the emp,oyeeNs 7no6,ed"e>
s7i,,s> and abi,ities. Su22essfu, emp,oyee de8e,opment reJuires a ba,an2e bet6een an
indi8idua,Ns 2areer needs and "oa,s and the or"ani<ationNs need to "et 6or7 done.
'mp,oyee de8e,opment pro"rams ma7e positi8e 2ontributions to or"ani<ationa,
performan2e. A more hi"h,y-s7i,,ed 6or7for2e 2an a22omp,ish more and a
super8isorNs "roup 2an a22omp,ish more as emp,oyees "ain in e=perien2e and
7no6,ed"e.
<. Per3ormance Management
<.' Per3ormance 2e3ined
(n S'C :erforman2e is defined by the out2omes of beha8ior. Beha8ior is
indi8idua, a2ti8ity> 6hereas the out2omes of beha8ior are the 6ays in 6hi2h the
beha8in" indi8idua,Ms en8ironment is someho6 different as a resu,t of his or her
beha8ior. :erforman2e> then> is the a2hie8ement of some 2ondition that ref,e2ts one or
more out2omes of the beha8ior of one or more indi8idua,s.
<.( #etting Per3ormance standards and e4.ectation
:erforman2e appraisa, system is defined as a systemati2 pro2ess of performan2e
p,annin"> or"ani<in"> monitorin"> appraisin"> and "uidin" I re6ardin" indi8idua,
2%
emp,oyeeMs performan2e by usin" standard too,s. 1his is a forma, mana"ement
pro2ess bein" 2ondu2ted throu"h parti2ipation. 1he system does not mere,y represent
an annua, e8ent rather it represents a systemati2 pro2essed 8ie6ed from the standpoint
of tota, perspe2ti8e. 1he essen2e of performan2e appraisa, system is that the
emp,oyeeMs perform the best of their abi,ities to attain indi8idua, standard and a2hie8e
the or"ani<ation "oa,s.
a Appraisa, by A2hie8ement a"ainst 2ertain beha8ior
b Competen2e profi,e in 2urrent Bob> 6hi2h in2,udes ratin" or ,eadership Jua,ity>
resour2e mana"ement> business de8e,opment> 2ommuni2ati8e et2.
1he or"ani<ation 8ie6s the system as year round pro2ess. '8ery emp,oyee at S'C is
bein" e8a,uated on2e in a year. And emp,oyees are e8a,uated 6hen their 6or7in"
period is more than si= month. S'C has three types of performan2e a appraisa,s form>
these are R top ,e8e,> mid-,e8e, and entry ,e8e,> as a,, the emp,oyees 2annot be
e8a,uated in same manner.
1he reason for ha8in" the performan2e appraisa, system is to e8a,uate them
from different aspe2ts and find out their stren"ths and 6ea7ness and pro8ide them
2han2es to impro8e them in order to perform more effe2ti8e,y.
1here are different 2omponent of the performan2e appraisa, system name,y
performan2e p,annin"> performan2e monitorin" and performan2e de8e,opment and
annua, appraisa, ea2h of those are inter re,ated and inte"rated 6ith ea2h other ha8in"
se8era, sub- 2omponent under ea2h of those 2omponents.
T6e Ann4al pe!32!man1e App!ai"al 32!ma#A
(n this study> fo2us has been "i8en on the performan2e appraisa, system of the
mana"ement e=e2uti8e. 1he e,ements of the performan2e appraisa, form are
a :erforman2e p,annin"
b Career "ro6th I de8e,opment
2 :erforman2e 2ompeten2es
d )8era,, performan2e e8a,uation
e !e8ie6 and 2omment by appraiser> appraisersM mana"er and appraise her/himse,f.
S'C has four types of :erforman2e Appraisa, formats> 9orm-A> for top ,e8e,
emp,oyees> :A 9orm- B> for mid-,e8e, emp,oyees> :A 9orm-C> for ,o6er ,e8e,
emp,oyees> and the ,ast one is :erforman2e Appraisa, for Sa,es Asso2iates.

:-/ Pe!32!man1e !ep2!# W!i#in5 P!21e%4!e Re#4!n
28
:erforman2e reports are the responsibi,ity of a,, mana"ers of the 2on2ern
department. -o6e8er these reports must be submitted to -! Department. A maBor
dra6ba27 is that these report are not 2onsidered 6hen pay raise is re2ommended by
the mana"er of 8arious department> as a resu,t e8ery emp,oyee "et 1$K annua,
in2rease in their pay re"ard,ess of their performan2e. 1his 2reates a ,a27
of seriousness about the performan2e report preparation. '8ery department uses their
o6n performan2e sheet. A typi2a, performan2e report of S'C 2ontains
information as to perform this Bob su22essfu,,y? an indi8idua, must be ab,e to meet the
fo,,o6in" performan2e obBe2ti8es satisfa2tori,y. 1he obBe2ti8es ,isted be,o6 are
representati8e of the essentia, fun2tions of this Bob. !easonab,e a22ommodations may
be made to enab,e indi8idua,s 6ith disabi,ities to perform the essentia, fun2tions.
COMPETENC( E'ALUATION
'=pertise in a,, or most of the fo,,o6in" 2ompeten2ies is essentia, for su22ess
at S'C. (n this se2tion> the super8isor must rate the emp,oyee in ea2h 2ompeten2y
that app,ies to the 2urrent Bob. (Spe2ifi2 detai,s about the de"ree to 6hi2h the
2ompeten2ies 6ere or 6ere not met shou,d be in2,uded in S'C1()* (((.

2E#"RIP$I!N !+ RA$IN#
1 O Ensatisfa2tory 'mp,oyee has not rea2hed an a22eptab,e ,e8e, of
2ompeten2y in this area. S7i,,s and beha8iors that reJuire this 2ompeten2y are
serious,y defi2ient and reJuire si"nifi2ant 2orre2tion.
2 O *eeds (mpro8ement 'mp,oyee needs on,y some impro8ement to rea2h
an a22eptab,e ,e8e, of 2ompeten2y in this area. S7i,,s and beha8iors that reJuire this
2ompeten2y are sporadi2 and in2onsistent.
3 O Su22essfu, 'mp,oyee su22essfu,,y demonstrates a satisfa2tory ,e8e, of
2ompeten2y in this area. S7i,,s and beha8iors that reJuire this 2ompeten2y are 8ery
"ood and 2onsistent.
. O '=2e,,ent 'mp,oyee e=2e,s in this 2ompeten2y. S7i,,s and beha8iors
that reJuire this 2ompeten2y are e=2eptiona, and 2onsistent. 'mp,oyeeMs s7i,,s and
beha8iors in this area e=2eed norma, e=pe2tations.
Anne=ure A>B>C>D.
'=. Em.lo;ee "om.ensation > Bene3its
24
1he 2ompensation and benefits are the most important part of the human
resour2e department at S'C. 1his di8ision in S'C ,oo7s after the dea,in"s issues
re,ated to 2ompensation and benefits administration. 1hey are 6or7in" 6ith 6e,,-
estab,ished 2ompensation pro"ram> 6hi2h he,p the or"ani<ation to re2ruit> retain> and
moti8ate hi"h,y Jua,ified emp,oyees.
'=.' #alar; Management8
S'C has a fi=ed sa,ary stru2ture for e8ery position but be2ause of the in2rease
in standard of ,i8in" in so2iety> they adBust sa,ary of the emp,oyees on2e a year. 1he
adBustment of the sa,ary is usua,,y done in Gu,y. (t is the responsibi,ity of -!
department to adBust the sa,ary and to 2arry out a,, re,ated forma,ities. Whi,e adBustin"
the sa,ary beside 2onfirmed emp,oyees the non 2onfirmed emp,oyees are a,so brou"ht
in to 2onsideration. -! department 2a,2u,ates and adBust the ne6 appro8ed sa,ary.
After that they send one ,etter to the emp,oyees so that they 2an be a6are of their ne6
adBusted sa,ary and another 2opy to the a22ounts so that the sa,ary of the emp,oyees
2an be adBusted. (n S'C the sa,ary of the emp,oyees is in2reased e8ery year in
Ganuary. 1here are ,e8e,s of emp,oyees in S'C and in2rement ,e8e, is fi=ed for ea2h
of the ,e8e,. (n e8ery ,e8e, emp,oyees 2an "et 2$ in2rements> sometimes based on the
performan2e sa,ary of the emp,oyee 2an be in2reased more than on2e in a year. -!
department is a22ountab,e for the 2a,2u,ations. When the ne6 sa,ary is adBusted -!
departments sends ,etter to e8ery emp,oyee to their department and one 2opy to the
A22ounts for adBustin" ne6 sa,ary stru2ture.
,=-/ T$pe" 23 C2mpen"a#i2n an% Bene3i#"
S'C pays a hi"her 6a"e to his permanent emp,oyees. 1he
2omposition of the sa,ary "i8en to these emp,oyees 2onsists of:
P ;ross Sa,ary
P Basi2 Sa,ary
P 1ransportation A,,o6an2e (usua,,y bet6een 3$$ to 5$$ :D! or pi27 and drop
spe2ia,,y for 6omen.
P Cost of Ci8in" A,,o6an2e or annua, in2rement for re"u,ar emp,oyees.
P Spe2ia, A,,o6an2es are paid in f,ood re,ief and other su2h operations.
3$
2eductions
P Coan (nsta,,ments
P 'mp,oyees ),d A"e Benefit (nstitutionS.. '.).B.(.
Accommodation
)n,y for those emp,oyees 6ho are in8o,8ed in operation ,i7e f,ood re,ief>
proBe2ts that are initiated from the main 2enters of the or"ani<ation.
Loans
1he emp,oyee is "i8en ,oans as per the ,oan po,i2y mentioned in the Ser8i2e
!u,es. 1he emp,oyees submit their app,i2ation for ,oan appro8a, to -! department
after the appro8a, of the Chief '=e2uti8e offi2er the ,oan is "ranted to the app,i2ant.
A,on" 6ith the abo8e mentioned a,,o6an2es> emp,oyees sha,, be entit,ed for
any other a,,o6an2es and benefits 6hi2h may be appro8ed by the :resident from time
to time. 1he pay pa27a"es of ,o2a, based staff are prepared in a22ordan2e 6ith the
,o2a, ,abor ,a6s /re"u,atory reJuirements of respe2ti8e 2ountries.
BAD Fl22% Relie3H Eme!5en1$ Ope!a#i2n All29an1e-
A,,o6an2e is admissib,e at the fo,,o6in" rates:-
Table )8
Leel Ra#e" BR" Pe! Da$D
+ana"er 25$$
Coordinator 15$$
1e2hni2a, I 9ie,d Staff 130$
)ther Staff 5$$
Lea:e Management8
31
+ana"in" ,ea8e in S'C -!D one important tas7 as there are so many
emp,oyees in departments in S'C head offi2e> beside head offi2e there are the
out,ets and AA9. 1he ,ea8e mana"ement is performed 6ith the he,p of -!+S.
Be2ause of -!+S the Bob of -! department has be2ome Juite easy.
S'C 7eeps the attendan2e of the emp,oyees by fin"er print> emp,oyees mat2h
fin"er print e8ery mornin" the 2ome to offi2e. 1he attendan2e re2ord is 7ept throu"h
soft6are maintained by -! department. A,, the emp,oyees in head offi2e and
tai,orin" units in *i7eton use their fin"er print to ,o" in. on,y the out,et emp,oyees
sti,, maintain their attendan2e manua,,y. 1hese attendan2e re2ords are used 6hen
emp,oyees ta7e ,ea8e. When emp,oyees 6ant to ta7e ,ea8e they ha8e to fi,,-up the
,ea8e form and "et appro8a, from their department head then submit it to the -!
department.
After end of a month the -! department updates pre8ious monthMs ,ea8e of
emp,oyees in different departments. (n -! department different peop,e are in 2har"e
of different departments> it is the Bob of the -! offi2ers and '=e2uti8es to maintain
,ea8e of their assi"ned departments.
1he ,ea8es forms are mat2hed 6ith the attendan2e soft6are and in 2ase of
out,ets 6ith the attendan2e re"ister and re2orded in -!+S. 1he -!+S automati2a,,y
2ounts the ,ea8e 6ith payment and non-payment and sho6s annua, ba,an2e of ,ea8e
for the emp,oyees. Cater -! department pro8ide the ,ist of non-payment ,ea8e to the
9inan2e I a22ounts department to ma7e adBustment in the payment. 1here are se8era,
types of ,ea8e the emp,oyees 2an app,y for. 1hese are:
P 'arned Cea8e
P Si27 Cea8e
P +aternity Cea8e
P :aternity Cea8e
P '=tra ordinary ,ea8e
? Earned Lea:e 8
'arned ,ea8e is a type of ,ea8e that is earned by the emp,oyees throu"h 6or7in"
in the or"ani<ation and ea2h 6or7in" day an emp,oyee earns $.$831 day ,ea8e. So the
emp,oyees 6or7in" fi8e days a 6ee7 6i,, be ab,e to spend 2$ days of earned ,ea8e
and hose emp,oyees 6or7in" si= days a 6ee7 6i,, be ab,e to spend 23 days of earned
,ea8e per year.
? #ick Lea:e8
32
'mp,oyees 2an ta7e si27 ,ea8e 6ith pay 6hen they are si27 and the disease is
infe2tious. 'mp,oyees 2an ta7e up to 1. days in2,udin" non-6or7in" days in a year as
si27 ,ea8e but if the disease ta7es more than 1. days to 2ure emp,oyees 2an ta7e
spe2ia, permission from dire2tor and 2an ha8e 21 days ,ea8e. (n these 2ases the
emp,oyees must pro8ide a,, the do2uments of their si27ness a,on" 6ith the ,ea8e form.
? Maternit; Lea:e8
9ema,e emp,oyees 6ho ha8e passed more than one year in the or"ani<ation are
a,,o6ed to ta7e maternity ,ea8e for four months 6hi,e they are pre"nant. +aternity
,ea8e is "i8en 6ith fu,, payment and emp,oyees 2an a,so dra6 four monthsM sa,ary in
ad8an2e. 'mp,oyees 2an e=tend their maternity ,ea8e but 6ithout payment. 1he
fema,e emp,oyees 2an ha8e maternity ,ea8e t6i2e 6hi,e they 6or7 at S'C.

? Paternit; Lea:e8
(n 2ase of the ma,e emp,oyee 6ho ha8e been 6or7in" more than one year are
a,,o6ed to ta7e paternity ,ea8e 6hi,e birth of their 2hi,dMs birth for about one 6ee7.
(n 2ase of paternity ,ea8e the ,ea8e is 2a,2u,ated in2,udin" the 6ee7ends. 'mp,oyees
2an ta7e paternity ,ea8e 6ithin one month of the 2hi,dMs birth. 'a2h ma,e emp,oyee
2an ha8e paternity ,ea8e t6i2e in his 6or7in" period at S'C.

? E4tra !rdinar; Lea:e
S'C a,,o6s its emp,oyees to ta7e e=tra ordinary ,ea8e for any 7ind of
una8oidab,e and unusua, situation. 'mp,oyees 2an ta7e ,ea8e for their hi"her
edu2ation or treatment in abroad if appro8ed by the dire2tor and 2an Boin S'C after
they ha8e finished.
,,- !rgani@ational "areer Management
An openin" 6ith a "ood 2ompany 6as 2onsidered a ,ife time a2hie8ement?
thereafter it 6as simp,y a matter of time> performan2e and po,iti2a,,y
positionin" onese,f to be at the ri"ht p,a2e at ri"ht time to "o up the ,adder. 1here 6as
33
hard,y anythin" for indi8idua,s to thin7 beyond the Bob they 6ere doin" as 2areer 8ery
near,y meant the Bob.
Distin"uishin" Bobs from 2areers and distin2t fo2us on 2areer p,annin"
and de8e,opment ho,ds the 7ey to emp,oyee retention. !e2ruitin" "ood peop,e is a
2ha,,en"e> retainin" them is a "reater 2ha,,en"e in a mar7etp,a2e 6here
2ompetition is not ,imited to te2hno,o"y> produ2ts and mar7et share but has penetrated
into the domain of human 2apita, as 6e,,. And for an indi8idua,> 2areer p,annin" ta7es
the 2enter sta"e in 8ie6 of the turbu,ent mar7ets 6here do6n-si<in"> off-shorin" and
out sour2in" are the bu<< 6ords in any business.
1hou"h in S'C an indi8idua, ha8e distin2t ro,es to p,ay in the pro2ess
of 2areer mana"ement> 6hat is interestin" is that -! 2an add 8a,ue at ea2h step of the
emp,oyeeMs efforts in 2areer pro"ression. A,so emp,oyees must use the -!
inter8entions in an or"ani<ation as an opportunity for "i8in" shape to their
2areer p,ans.
Career p,annin" for S'C emp,oyees starts 6ith mana"in" and dire2tin" the
2areer e=pe2tation of the emp,oyees rea,isti2a,,y. Considerin" indi8idua, "oa,s>
performan2e and potentia,> -! must 2hart out the 2areer path of the emp,oyees
in su2h a 6ay that these efforts of 2areer p,annin" and de8e,opment 2u,minate
into su22ession p,annin" at hi"hest ,e8e,s in the )r"ani<ation.
,,-, Empl2$ee 02b 16an5e"
Chan"e in the indi8idua, beha8ior seems to be si"nifi2ant,y more diffi2u,t and
time 2onsumin". As the mana"er may ha8e the 7no6,ed"e about the ad8anta"es
of in2reased fo,,o6er in8o,8ement and parti2ipation de2ision ma7in" and may
e8en fee, that su2h parti2ipation 6ou,d impro8e their performan2e and yet they
may be unab,e to de,e"ate and share the de2ision ma7in" responsibi,ities si"nifi2ant,y
6ith subordinates.
Whi,e indi8idua, beha8ior is diffi2u,t to 2han"e it be2ome more 2omp,i2ated 6hen
you try to imp,ement 2han"e 6ithin "roups or or"ani<ation. Chan"e in the
emp,oyment may be representin" the rotation of the Bob of the emp,oyees.
1he emp,oyees are transfer from one department to other department and from
one assi"nment to another assi"nment.
3.
'(. Ao, c/anges wit/in t/e organi@ation
(t is 8ita, for a 2omp,e= or"ani<ation in todayMs 6or,d to 2han"e its shape to
a22ommodate the 2han"in" demands. An or"ani<ation fa2es a hea8y responsibi,ity
in attemptin" to determine its shape> in terms of both si<e and 2omp,e=ity that 6i,,
enab,e it to 6or7 effi2ient,y in the dynami2 6or,d in 6hi2h it operates.
At S'C interna, 2han"es o22urred in different departments for e=amp,e :robationary
offi2es after t6o month trainin" 6ere posted in operation department in different
bran2hes.
,/-, P!2m2#i2nA
Gust ,i7e any other or"ani<ation promotion is one important aspe2t of -! in
S'C. :romotion in S'C is "i8en on2e in a year to earnest emp,oyees. '8ery year in
the month of *o8ember emp,oyees are assessed by their super8isor and the
emp,oyees 6ith outstandin" performan2e are re2ommended to be promoted. 1he
assessment is re8ie6ed by the -! department and after "ettin" appro8a, from the
"enera, mana"er it has to be sent to the dire2tor for appro8a,. 1here are ,e8e,s of
emp,oyees in S'C a,, of their promotion is performed in the same manner. When the
dire2tor appro8es the promotions the paper are sent ba27 to -! department for further
forma,ities. 1he -! department pro8ides one 2opy of promotion ,etter to the
emp,oyee> one 2opy to the 9inan2e I A22ount department. And ,ast,y update the
desi"nation of the promoted emp,oyee in -!+S.
'(.( T!an"3e!A
35
9or the transfer S'C -.!. Department ser8es primari,y in a 2oordinati8e
2apa2ity. When emp,oyees are mo8ed from one department to another either be2ause
of the needs of the business or be2ause of indi8idua, reJuests> the personne, re2ords
may be studied to as2ertain that they possess the reJuisite s7i,,s.
1ransfers are a,so used by the S'C mana"ement to "i8e prospe2ti8e
emp,oyees broader Bob e=perien2es as part of their de8e,opment and to fi,,
8a2an2ies as they o22ur. 1he hi"her mana"ement a,so ta7es these initiati8es as
promotion ,adder to 7eep indi8idua,s moti8ated and interested in the 6or7.
'(.) 2emotion
When there is somethin" fraud 2reated in the or"ani<ation than the u,timate
6ay is to suspend the emp,oyee but in some 2ases hi"h,y mannered or"ani<in"
,i7e S'C "i8es re,a=ation to their emp,oyees. 1hey did not terminate their
emp,oyees but demote the emp,oyee or may 2han"e the 2urrent assi"nment of
the emp,oyee.
,/-* Sepa!a#i2n"
A separation is a de2ision for the indi8idua, and the or"ani<ation to part. (t may
be moti8ated by dis2ip,inary> e2onomi2> or persona, reasons. !e"ard,ess of the
reasons behind the de2ision> the personne, departmentMs ro,e is to find the most
satisfa2tory method of 2ondu2tin" the separation in a 6ay that minimi<es the harm
to the or"ani<ation and to the indi8idua,. 1ermination of the emp,oyees 2an
typi2a,,y ta7e the se8era, forms> in2,udin" outp,a2ements and ,ayoffs.
'(.B Te!mina#i2n" 8
1ermination is the separation of the emp,oyee from the or"ani<ation due to any
mis2ondu2t of the emp,oyee or any type of misbeha8ior of the emp,oyee 6ith the
mana"ement. 1he se2ond reason of the termination of the emp,oyee.
:ro8ided that at S'C the authori<ed person may a,,o6> at its so,e dis2retion> a,,
or any of the benefits ordinari,y admissib,e on retirement from ser8i2e to an
emp,oyee in mana"ement 2adre 6hose ser8i2es ha8e been terminated under this
sub-ru,e. :ro8ided further> that the ser8i2es of emp,oyees 6ho are on probation may
be terminated 6ithout "i8in" any noti2e or any payment in ,ieu thereof. Ser8i2e of
emp,oyees in 2,eri2a, 2adre may be terminated by the authori<ed person on one
30
monthMs noti2e or on payment of a sum eJua, to their basi2 pay for one month in ,ieu
thereof.
1he fo,,o6in" sha,, be treated as of mis2ondu2t?
a 1heft> fraud> dishonesty> misappropriation in 2onne2tion 6ith the emp,oyerMs
business or property?
b +isrepresentation or submission of fa7e do2uments for a8ai,in" ,oan fa2i,ity?
2 1a7in" or "i8in" bribes or any i,,e"a, "ratifi2ation?
d -abitua, absen2e 6ithout ,ea8e?
e -abitua, ,ate attendan2e?
f -abitua, brea2h of any ,a6 app,i2ab,e to the )r"ani<ation?
,/-; Re"i5na#i2n
!esi"nation may be put in 8o,untari,y by the emp,oyee son "round of hea,th>
physi2a, disabi,ity> better opportunities e,se6here> or ma,adBustment 6ith the
or"ani<ation po,i2y and offi2ers> or for reasons of marria"e (freJuent,y in 2ase of
youn" "ir,s or they may be 2ompu,sory 6hen an emp,oyee is as7ed to put in his
resi"nation if he 6ants to a8oided termination of hi ser8i2es on the "round of
"ross ne",i"en2e of duty on his part> or some serious 2har"e a"ainst him.
!esi"nation in S'C is another bi" reason for brain draina"e of 8a,uab,e ta,ent.
S'C spend 8a,uab,e and its pre2ious time to re6ard a "ood e=perien2e but be2ause of
the 6ea7ness of the system> 6hen the emp,oyee "ets some 7no6,ed"e he resi"ns from
his post and Boin ne6 firm. 1he maBor 2auses behind this situation 6ere found as
under.
P Cess opportunity for 2areer "ro6th due to ,ess room for inno8ation and 2reati8ity
be2ause of standardi<ed ru,es and pro2edures.
P Co6er sa,ary
P Ensatisfa2tory 6or7 2onditions.
P Ena22eptab,e term and 2onditions.
P 1i"ht super8isory 2ontro,
P Ca27 of trust
P *o benefits for most of emp,oyees.
S'C does not so far ma7e some sound home6or7 to redu2e this trend. As a
resu,t this situation persists. Be2ause of beuru2rati2 sty,e of mana"ement>
opportunities for others be2omes ,o6er I ,o6er do6n the hierar2hy.
3%
1he post ,ea8e after resi"nation 6as not fi,,ed immediate,y. Esua,,y 3 to .
months are reJuired to fi,, the posts. (t 6as a,so obser8ed that resi"nation ,etter 6as
"i8en by emp,oyees to the mana"ement immediate,y 6ithout 6aitin" period of 1
month. Be2ause there is no benefit for emp,oyees thus resi"nation 6as "i8en
immediate,y. Another trend 6as obser8ed that most,y resi"nation app,i2ation 6as
"i8en 2nd date of ne6 month 6hen emp,oyee "et there pre8ious month 2omp,ete
sa,ary thus the mana"ement ha8e nothin" to ho,d and for2es the emp,oyee not to
resi"n. !esi"nation is one of the 6orst 6ays 6hi2h not on,y effe2t some department
bad,y but sometimes the firm fa2es dan"erous situation.
,/-< Re#i!emen#
!etirement is a pro2ess 6hen an emp,oyee 2omp,eted the ma=imum a"e
of his ser8i2e 6ithin one or"ani<ation. 9or e=amp,e in S'C the ma=imum a"e of the
emp,oyee for the retirement is not set. 1hen the retirements is due and the emp,oyee
"ets fu,, benefits of retirement ,i7e pension> thou"h nobody is 2omp,eted that period
in or"ani<ation. 1hou"h nobody has "ot retirement but it is S'C po,i2y that it 2o8ers
ten per2ent sa,ary of its permanent emp,oyees and 6hen they 6ant to retire from the
Bob then 2o,,e2ted amount is handed o8er him at the time.
'). Lab2! Mana5emen# Rela#i2n"
1he pro2ess by 6hi2h human bein"s and their or"ani<ation intera2t at the 6or7
p,a2e. +ore broad,y> in so2iety as a 6ho,e to estab,ish the terms and 2ondition of
emp,oyment. Cabor re,ations 2an ta7e p,a2e on many ,e8e,s> su2h as at the re"iona,
,e8e,> nationa, ,e8e, et2. 1he distribution of po6er amon"st these ,e8e,s 2an "reat,y
shape the 6ay an e2onomy fun2tions.
:romote a hi"h Jua,ity 6or7 for2e and 2o,,aborati8e re,ationships bet6een
mana"ement and emp,oyee or"ani<ations by pro8idin" trainin" and "uidan2e on
mana"in" performan2e> 2ontra2t interpretation> reso,8in" 2omp,aints at the ,o6est
38
,e8e, and by ne"otiatin" time,y and fis2a,,y responsib,e a"reements. We 8a,ue prompt
and 2ourteous 2ustomer ser8i2e and team6or7
9ina,,y ,abor re,ations are a system in order to emphasi<e the interre,ations
amon" persons> or"ani<ations> and standard in the industria, en8ironment.
Cabor-+ana"ement re,ation in S'C is not an idea, one. 1he emp,oyees are Bust
satisfied the mana"ement sty,e. 1hus 6e 2an say that the or"ani<ation 7eeps norma,
re,ations 6ith its emp,oyees. 1here are t6o-6ay 2ommuni2ations methods in S'C.
Se8era, features of Cabor-+ana"ement re,ations are
P '8ery emp,oyee has the ri"ht to 2ome to meet his immediate super8isor for his
prob,em. (f his super8isor 2annot satisfy the emp,oyee> then emp,oyee 2an "o to -!
department for this prob,em.
P 1here are p,a2ed the @Comp,aint Bo=A at different ,o2ation in the or"ani<ation that
are on,y opened by the -! +ana"er random,y.
P Some Department he,d meetin" on month,y basis in 6hi2h head of Dept and first
,ine super8isor meet to emp,oyee and dis2uss about the pre8ious performan2e of Dept
I indi8idua, performan2e. At the end the de2isions are made to enhan2e the
indi8idua, performan2e by fa2i,itatin" the emp,oyees.
P 1he 2ompany treats a,, emp,oyees 6ith respe2t and di"nity> no emp,oyee is
subBe2ted to any "esture> ,an"ua"e and physi2a, 2onta2t that are se=ua,,y 2oer2i8e>
threatenin"> abusi8e or e=p,oitati8e.
2isci.line Procedure8
P Warnin" are addressed to the emp,oyees 8erba,,y and in 6ritten throu"h their
immediate super8isor. 1he 6arnin" referred to the 2ontra8entions 2ommitted by the
emp,oyee and ser8ed to remind the emp,oyees the he/she abide by the 2ompany
ru,es and re"u,ations in performin" his/her 6or7> and that this 2ontra8ention shou,d
not be repeated in future.
P A 6ritten ,etter addresses to the emp,oyee des2ribin" the 2ontra8ention 2ommitted.
1he emp,oyee is a,so notified that a hi"her pena,ty may be inf,i2ted on him in the
2ontra8ention is repeated in future. 1he 6arnin" ,etter is then re"istered in the
emp,oyeeMs persona, fi,e. (ssuan2e of 6ritten 6arnin" 2an be re2ommended by the
respe2ti8e super8isor and -ead of Department. (t 6i,, be issued by the -!
department after appro8a, of Chief '=e2uti8e )ffi2er.
P Dedu2tion from the sa,ary 6i,, be an amount of emp,oyee sa,ary dependin" on
the type offen2e and de2ision ta7en a22ordin",y.
34
P 1he emp,oyee may be suspended from performin" his or her duties for a period of
time as 2on8eyed in 6ritten.
P Enauthori<ed absen2e of more than t6o times in Si= month 2an resu,t in termination
of emp,oyment.
P An emp,oyee 6ho is absent from the Bob 6ithout satisfa2tory e=p,anation and
ne2essary proof is 2onsidered to be an unauthori<ed unpaid absen2e.
P Dis2rimination> intimidation and harassment based on se=> ra2e> re,i"ion> a"e> 2o,or>
disabi,ity> se=ua, orientation and 2u,tura, ba27"round is prohibited at the 6or7p,a2e.
,*- SWOT Anal$"i" F214"in5 2n #6e HRM P!21e"" in #6e
O!5ani7a#i2n
SW)1 Ana,ysis stands for stren"ths> 6ea7nesses> opportunities and threats.
1he too, of SW)1 Ana,ysis is abso,ute,y essentia, to the mana"ers to ana,y<e and
interpret the -!+ stren"ths and 6ea7nesses and the 7ey e=terna, fa2tors that affe2t
the -!+ opportunities and 2apabi,ities and resour2e mat2h.
1he different stren"ths> 6ea7nesses> opportunities and the threats fa2ed by the S'C
-!+ are "i8en be,o6:
,- S#!en5#6"A
Stren"ths are the positi8e performan2e of the -!+ 2ontribute to the su22ess of S'C
or"ani<ation.
Gob se2urity.
(t p,ays a 8ery 8ita, ro,e in the e2onomi2a, de8e,opment of the 2ountry.
1he staff of -!+ is honest.
(t has the trainin" institute in different 2ities.
/- WeaGne""e"
Wea7nesses are the ne"ati8e point that ,eads to the fai,ure.
S'C poor,y mana"ed or maintained i.e. re2ord is often missin"> S'CMs
6ritin" is 8ery poor and is not ref,e2ti8e of the persona,ity nor it he,ps in
.$
assessin" the "ro6th potentia,s of indi8idua,. *one sharin" of performan2e
mana"ement resu,ts is another f,a6 of the system.
-!+ does not ha8e a "ood mana"ement.
+ore Stress on dis2ip,ine rather than performan2e is another 6ea7ness of
performan2e mana"ement system. Due to this many "ood performers are
dropped from promotion on un8erified.
Se,e2tion test and inter8ie6 are norma,,y 2ondu2ted in an unprofessiona,
6ay by un-Jua,ified mana"ers.
8- Opp2!#4ni#ie"
)pportunities are the fa2tors> by a6aitin" these fa2tors S'C 2an
2ompete 6ith its 2ompetitors.
Sharin" or"ani<ation 8a,ues and 2u,ture for better re,ation and out put.
-!+ "i8es opportunities to emp,oyee to bui,d the future in different
s2a,es.
S'C has many Bobs opportunity are a8ai,ab,e in e8ery year.
1rainin" institute pro8ide more opportunity to the emp,oyees for
promotion.
*- T6!ea#"
*e"ati8e e=terna, fa2tors that 2auses hurd,es in the 6ay of su22ess of -!+.
1 *o 2on2rete effort has e8er been dire2ted to impro8e re,ation bet6een 8arious
2adresM.
2 *on parti2ipatory 2u,ture and o8er super8ision has 2reated mistrust.
3 Ca27 of support in so2ia,/pri8ate ,ife is another 6ea7ness of the system.
. :o,iti2a, instabi,ity.
5 Bad Ca6 and order situation.
0 '2onomi2 Wea7ness.
% !emo8a, from ser8i2e.
8 Co6 :erforman2e
.1
,+- C2n1l4"i2n
'ffi2ien2y and effe2ti8eness of or"ani<ation dire2t,y re,ates to the
moti8ationa, ,e8e, of its 6or7 for2e be2ause moti8ated and satisfied emp,oyees e=ert
their fu,, ener"ies to a2hie8e or"ani<ation "oa,s. 1his has a,so been a27no6,ed"ed by
7no6n so2io,o"ist ,i7e +as,o6> +C ;re"ro8 and -er<ber" in their famous
+oti8ationa, 1heories.
(n SEC 2ase> -!+ 2ase> -!+ aspe2t is "enera,,y i"nored due to 6hi2h pie2e
mea, efforts initiated in the past a,so 2ou,d not yie,d resu,ts of raisin" the mora,e of
emp,oyees. +ore so> no serious or 2on2rete steps ha8e e8er been ta7en to address this
issue on permanent basis. -o6e8er no6 a rea,i<ation is there and an effort in this
dire2tion in the form of a study has been initiated to reso,8e this impendin" prob,em
of te2hni2a, I 2ommer2ia, 2adre of po6er 6in" 6hi2h of 2ourse is a "ood omen for
SEC sur8i8abi,ity> A,thou"h the study 2annot reso,8e the issue of -!+> 2an he,p in
su""estin" fe6 measures essentia, to remo8e dissatisfa2tion in the SEC 'mp,oyees
2ontro,,in" the brain drain and in2reasin" the o8era,, effi2ien2y and produ2ti8ity of
or"ani<ation. 1he re2ommendations are imp,emented in ,etter and spirit.
SEC ma7e po,i2ies as SEC made before> but ( thin7 reason the tarnish ima"e
of or"ani<ation is 6ea7ness in imp,ementation phase. Authority shou,d serious,y
2onsider that phase. But fina,,y ( 6i,, say SEC pra2ti2es and pro2edures are mature>
superior and mat2h ab,e 6ith the standard of any ,eadin" or"ani<ation of the 2ountry.
.2
,;- Re12mmen%a#i2n"
After the o8era,, study and 2on2,usion of -uman resour2e mana"ement in
SEC or"ani<ation ( ha8e pre2edin"> fo,,o6in" t6o options ha8e been 2onsidered to
enhan2e the effi2ien2y and effe2ti8eness of -! in SEC. And e=press my 8ie6 about
impro8ement and "i8e su""estion.
F214" 2n H4man Re"24!1e Plannin5-
1he pro2ess of mat2hin" future or"ani<ationa, reJuirement 6ith the supp,y of
proper,y Jua,ified 2ommitted and e=perien2e staff in the ri"ht p,a2e at the ri"ht time.
1hese staff 2an be dra6n from both the interna, and e=terna, ,abor mar7er.
1his reJuires a fo2us on the fo,,o6in":
1 An estimate of the type and number of staff ,i7e,y to be emp,oyed by the
or"ani<ation in fi8e years.
2 A spe2ifi2ation of the number/type of staff to be re2ruited or made redundant.
3 A de8e,opment p,an for restrainin" and re-fo2usin" e=istin" staff and> if
appropriate> for re2ruitin" additiona, staff from the e=terna, ana,ysis.
. A re-e=amination of broader business strate"ies in the ,i"ht of this ana,ysis.
H29 1an HRP be applie%I
+ost or"ani<ations are ,i7e,y 6ant to -!: systems:
1 Whi2h are responsi8e to 2han"eQ
2 Where assumptions 2an easi,y be modified.
3 1hat re2o"ni<es or"ani<ationa, f,uidity around s7i,,s.
. 1hat a,,o6s f,e=ibi,ity in supp,y to be in2,uded.
5 1hat is simp,e to understand and use.
0 Whi2h are not too time demandin".
1o operate su2h systems or"ani<ations need:
1 Appropriate demand mode,s.
2 ;ood monitorin" and 2orre2ti8e a2tion pro2esses.
3 Comprehensi8e data about 2urrent emp,oyees and the e=terna, ,abor mar7et.
. An understandin" ho6 resear2hin" 6or7s in the or"ani<ation.
(f -!: te2hniJues are i"nored> de2isions 6i,, sti,, be ta7en> but 6ithout the
benefit of understandin" their imp,i2ations. ;raduate re2ruitment numbers 6i,, be set
in i"noran2e of demand> or mana"ement su22ession prob,ems 6i,, de8e,op unnoti2ed.
As ;eor"e Bernard Sha6 said: Tto be in he,, is to drift? to be in hea8en is to steerM. (t
is sure,y better if de2ision ma7ers fo,,o6 this ma=im in the 6ay they ma7e and
e=e2ute resour2in" p,ans.
.3
Re1!4i#men# an% "ele1#i2nA
,- Me!i#A (n order to "et the best potentiona, indi8idua, from the mar7et
any open merit se,e2tion po,i2y the adopted> no @SifarishA ,o2a, or po,iti2a, pressure
be a22epted in the se,e2tion pro2ess.
8- Sele1#i2n 1!i#e!ia an% #e"#A - 1he se,e2tion test e=amination paper and
inter8ie6 be made more re,e8ant to Bob des2ription to assess the rear potentia, of ea2h
2andidate (aptitude rather to test the a27no6,ed"e in irre,e8ant fie,ds.
*- P4bli1i#$? me%ia 1ampai5nA 1o attra2t the best indi8idua, for the open merit
any a""ressi8e 2ountry 6ide / 2ity of media 2omp,ain be ,un2hed for pub,i2 a6areness
and attra2tion for hi"h potentia, 2andidates.
<- Sele1#i2n b$ HR "pe1iali"#A
'fforts be made to indu2t ne6 entered by Jua,ified -! persona, other
te2hni2a, person 2an be2ame a part of se,e2tion team to assess the indi8idua, potentia,
for the re,e8ant Bobs.
.- E%41a#i2nal "#an%a!%A
Due to de2,inin" edu2ationa, standard a,, o8er the 2ountry reJuested
Jua,ifi2ation standard may be re8ised. 'du2ation 2um e=perts indi8idua, shou,d "et
performan2e durin" short ,isted and se,e2tion pro2ess to redu2e trainin" and
de8e,opment 2ost.
:- >2b anal$"i"A
6ith the 2han"in" in the te2hno,o"y and en8ironment> re8ised Bob ana,ysis is
essentia, rationa,i<e Bobs and 8a2an2ies in order to redu2e e=penditure and e,ements
superf,uous posts and surp,us staff in the or"ani<ation in due 2ores of time.
C2n#!a1# pe!i2%A
Contra2t period both for +ana"er I other Staff be a,i7e to assess their rea,
potentiona, retention or other6ise the minimum 2ontra2tua, period be 2 or 3 years for
both 2adres. Durin" 6hi2h ea2h emp,oyees performan2e on the Bob may be re8ie6ed
by -! dire2tor and ineffi2ient I offi2ia, be e,iminated throu"h a proper monitorin"
and performan2e mana"ement system.
T!ainin5 an% Deel2pmen#A
1his is the 6ea7est are an in SEC on 6hi2h 6ho,e effi2ien2y of an ori"ination
depend. (f this pro2ess is 6ea7> the entire or"ani<ation be2ome ineffi2ient and
ineffi2ien2y as 6or7 for2e 2annot 1rainin" and de8e,opment (-!D for both offi2es
offi2ia,s need fo,,o6in" impro8ements.
,D Ca!ee! Plannin5A
..
1he foremost reJuirement in -!D is to p,an e8er indi8idua, 2areer in the
be"innin" of year by settin" rea,isti2 trainin" and de8e,opment obBe2ti8es so that
2an be trained and "roomed proper,y. 1his reJuirement 2an be met throu"h
fo,,o6in" trainin" and de8e,opment methodo,o"y.
/D Ba"i1 Mana5emen# #!ainin5 124!"eA
A basi2 mana"ement trainin" 2ourse both for ne6,y indu2tee mana"ers and
administration / support offi2ers be introdu2e at staff mana"ement in>
understandin" bet6een mana"ers. A,, Staff re2ruited durin" the years a,, o8er
SEC shou,d attend these 6ee7s 6hi2h shou,d be mandatory.
3 Seni2! mana5emen# 124!"eA
(t shou,d be for +ana"ers on,y. 1hose 6ho are nominated for this 2ourse that
has the potentia,s for "ro6th or ha8in" promotions prospe2ts. Fisit to 8arious
pub,i2 and pri8ate se2tor enterprises beside subBe2ts re,ated to 2on2eptua,>
te2hni2a, and human s7i,,s be in2,uded in this order broaden 8ision and he,p in
p,annin" and de2ision ma7in" 2ompanies.
*D T!ainin5 in P!ia#e?p4bli1 in"#i#4#i2n"A
:resent,y most of the mana"ement 2adre offi2ers ,a27 reJuired mana"ement
s7i,,s/ Jua,ifi2ation- 1heir s7i,, up "radation is essentia, to ma7e them more
produ2ti8e. Some sort of dip,oma 2ourses 2an he,p in in2reasin" their effi2ien2y
and produ2ti8ity. Simi,ar,y mana"ement trainin" is eJua,,y essentia, to mana"e
the affair more effi2ient,y by attendin" 2ourses in pub,i2/pri8ate se2tor institutions
beside Bob rotation.
b- O33i1ial?S#a33 #!ainin5 an% %eel2pmen#A
Ci7e +ana"ers> 2areer p,annin" of offi2ia, is a,so essentia, to shou,der
responsibi,ities effi2ien2y throu"h fo,,o6in" me2hanism.
1 Plannin5 an% 2b0e1#ie "e##in5A
A1 the star of year e8ery A!( shou,d a,so p,an 2areer as of offi2ers and set
obBe2ti8e for trainin" in other institutions.
(ndu2tion ,e8e, trainin" on Boinin" 2ompany.
+id 2areer ,e8e, trainin" and de8e,opment 2ourses for ea2h
Cate"ory.
Ad8an2e ,e8e, de8e,opment 2ourses for senior emp,oyee.
.5
+ana"ement> mar7etin"> 2ommuni2ation> 2omputer> ,eadership
and finan2ia, mana"ement trainin" be part of mid and ad8an2e ,e8e,
trainin" of offi2ia,s.
+id/ad8an2e ,e8e, 2ourses be for those 6ho ha8e potentia,s of "ro6th
or ad8an2ement in their 2areer.
:roper trainin" and de8e,opment re2ord at 2ir2,e/headJuarter ,e8e, be
maintained so that e8ery indi8idua, is "roomed proper,y.
!ea,isti2 time frame for promotion or s2a,e up "radation may a,so
be introdu2ed as an in2enti8e for offi2ia,s.
-i"h performan2e in2enti8es ,i7e a22e,erated promotion 2ash
re6ards> in2rements for "ood performan2e in trainin" and
de8e,opment 2ourses may be introdu2ed for moti8ation and
interest.
1rainin" output shou,d be defined and 2ommuni2ation to the
parti2ipant.
,<- Re3e!en1e" H S24!1e"
S24!1e
Spe2ia, than7s to +ana"er &uetta Lone> +is Sabira ;hi,<ai and +uhammad (rsad
-!/Admin I :,annin" &uetta Lone for :ro8idin" !eJuired Do2uments and
po,i2ies that are e=perien2ed and imp,emented in the or"ani<ation.
Web pa5e "i#e-
http://se2on.2om.p7/S'C/
.0
Anne@ A
THE SOCIO ENGINEERING CONSULTANTS
EMPLO(EE APPRAISAL REPORT
SECTION I
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Anne@ B
Anne@ C
#E"$I!N III
PER+!RMAN"E !BAE"$I6E# E6AL-A$I!N
:,ease e=p,ain ho6 the emp,oyee met the performan2e obBe2ti8es estab,ished
for this year.
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:,ease indi2ate 6hat areas of impro8ement are sti,, needed to su22essfu,,y meet
performan2e obBe2ti8es.
Anne@ D
THE SOCIO ENGINEERING CONSULTANTS
EMPLO(EE APPRAISAL REPORT
.4
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