Human Resource

Management

Pegasus Limited
A Report

)
Pegasus Consultancy (Pvt.) Ltd

A Report
Letter of Transmittal

06 January 2009

Human Resource Management

Institute of Business Management

Dear Madam

We are submitting to you the report, due January 06, 2009, that you
requested. The report is entitled Pegasus Consultancy (Pvt.) Limited; A
Report. The purpose of the report is to present an in-depth observation of
Pegasus Consultancy (Pvt.) Limited. The content of this report
concentrates on the background and the objectives, along with functional
aspects of Pegasus Consultancy (Pvt.) Limited. This report also discusses
its activities, accomplishments and future plans. We hope that the report
satisfies the requirements for the NGO Report.

Sincerely,
 Abstract

The report elaborates on the inception of Pegasus: its origins and values.
It then highlights what sets Pegasus apart from other Event Management
Companies by giving an elaborate overview of Pegasus's functions and
operations in the event management arena, with particular emphasis on
Pegasus's working, its organisational structure and its internal HRM
activities. The report concludes with recommendations concerning the
issues faced by Pegasus both at the micro and macro level.
 Human Resource Management
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Pegasus Consultancy (Pvt.) Ltd.

TABLE OF CONTENTS

TABLE OF CONTENTS.................................................................1

INTRODUCTION.........................................................................2

Origins of Pegasus....................................................................................2

Pegasus’s Mission.....................................................................................2

Pegasus’s SPECIALITIES............................................................3

pROJECT DEVELOPMENT...........................................................................3

EXPERTISE................................................................................................3

pROJECTS.................................................................................................3

Strategic analysis.....................................................................4

Strengths..................................................................................................4

Weaknesses.............................................................................................4

Opportunities............................................................................................4

Threats.....................................................................................................5

Pegasus’s Functional Areas & Their Operations..........................6

DEPARTMENTS.........................................................................................6

MANAGING EXHIBITIONS..........................................................................6

PROCESS..................................................................................................7

MANAGING EMPLOYEES............................................................................8

Organizational Structure...........................................................9

Human resource management..................................................10

TRAINING AND DEVELOPMENT...............................................................10

pERFORMANCE APPRAISAL.....................................................................10

recommendations...................................................................11

Bibliography...........................................................................15
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INTRODUCTION

With a team of highly qualified and specialized professionals armed with

comprehensive market knowledge, Pegasus Consultancy is today a
known name in the Meetings, Incentives, Conferences &
Exhibitions (M.I.C.E.) industry the world over. Pegasus, today has a
portfolio of over 50 events which it has arranged since inception.

ORIGINS OF PEGASUS

In 1999 as group initiative of the Marine Group of Companies, Pegasus

came forth with a vision of putting buyers and sellers together at one
interactive platform, while encouraging cross-fertilization of ideas with the
highest level of customer service and commitment. The First Exhibition
conducted by Pegasus was IDEAS 2000.

PEGASUS’S MISSION

"To identify the needs of a particular industry and to create the perfect
networking event for direct interaction between buyers and sellers"

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PEGASUS’S SPECIALITIES

PROJECT DEVELOPMENT
Some of the factors contributing to Pegasus’ competitive edge over
others include:
• Strong links with industrial experts
• Continuity of involvement from conception to execution of the project
• Our strong team of professionals with vast industrial experience
• Comprehensive sector studies that provide maximum insight

EXPERTISE

With the advent of Conferences & Exhibitions emerging as a profitable

business in the local environment, a number of companies can be found
offering the similar services, but Pegasus remains unmatched, because:
• In-depth knowledge, insight and awareness of market opportunities.
• Pegasus team. Specialized, Trained and Seasoned.
• Strategically planned movements to ensure a successful event.
• Personalized services to the clients. Customer Services and Support
• The hierarchy and organizational structure. Command & Objective
Integration.

PROJECTS
• MEGATECH Pakistan
• IFTECH Pakistan
• POGEE Pakistan Exhibition
• International Plastic & Packaging Exhibition Pakistan
• Fire & Security Pakistan Exhibition
• Machine Tools & Automation Pakistan Exhibition
• InStyle Pakistan Exhibition
• IDEAS Pakistan Exhibition
• Auto & Auto Parts Pakistan Exhibition
• CONNECT Pakistan Exhibition

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STRATEGIC ANALYSIS

STRENGTHS

Pegasus has an experience of 150 years. It is a proficient company in its

own field of event management. Its main strength is its human resource.
Furthermore, Pegasus holds the honor of conducting all the main events
in Pakistan. It has organized up to 50 shows uptil now, and it is still
adding more to it. This is considered to be Pegasus’s core strength and
ultimate reason for its firm stand in the services industry.

WEAKNESSES

Pegasus has a workforce of fresh graduates who receive training on job

only. Due to this, all the tasks related to holding of different shows and
exhibitions have to be spelled out to the operations team by the assistant
managers. A slight misunderstanding and miscomprehension of the tasks
can lead to great disasters. If they do not understand their task properly,
the event is likely to be not in line with the assistant managers’
requirements. This is the only weakness.

OPPORTUNITIES

Pakistan in a growing market as quoted by the CEO of Pegasus despite

the fact of the economic downturn in the past year of 2008. This is
because Lahore Expo Centre is the new project undertaken by Pegasus
which will be completed shortly. Although security is an issue, yet the fact
that services industry has great potential can not be ignored. Even in
North of Pakistan opportunities for holding of shows can be availed by the
company as it has its offices all over the country.

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THREATS

Pegasus faces dirty competition from its only rival E-commerce. Although
there are other companies doing shows, but the intense competition from
E-Commerce is a threat. Pegasus claims that E-Commerce copies 90% of
its ideas that is counterfeiting is being practiced by them against Pegasus.
Another threat to Pegasus is that its workers get training from Pegasus,
gain work experience and then go out into the market to start their event
management companies, thus posing small level competition for Pegasus.
Perhaps the biggest threat to Pegasus is those business persons who want
to cut their costs in holding their trade shows hence they seek lower cost
event management companies. The financial crunch that has become a
prevalent feature of our economy is not helping us get big budget
projects. Our aim is to maximize our budget which conflicts with our
customers of minimizing their cost budget.

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PEGASUS’S FUNCTIONAL AREAS & THEIR OPERATIONS

DEPARTMENTS

Communications Department

The communications departments head is Samina, Communications

Manager. Within the same department under the communications
manager is their media manager and public relations manager. As a
whole they are in charge of all sorts of designing. This ranges from logo
design, brochure designing (if it is one-fold, bi-fold, or tri-fold), and the
entire layout of the brochure to web designing. The execution and the
planning of all of this is done by the assistant manager. The department
also maintains the database of corporate customers, deals with all sorts of
mailing, and three-dimensional designing.

Sales Department

The sales department pulls costumers towards their products and

promotional events. Their duty is to gather all companies to participate in
their shows.

Operations Department

The operations department performs all of the physical tasks. This

consists of the duties to be done at the actual events. For example, all of
the Expo exhibitions activities are to be carried out by them in terms of
lighting, stall set ups etc.

Marketing Department

The marketing department works along with the sales department to pull
customers. However, their main focus is aiming the marketing tactics in
pulling international customers.

MANAGING EXHIBITIONS

Pegasus conducts large scale exhibitions , some of which have more than
500 firms involved. For such events it is supported in the following areas:

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• Cargo handling

• Stall set up

Other than this, Pegasus does not outsource anything. All of the projects
mentioned above with their logos, ads and brochures are designed by
their team. None of their talent or ideas is outsourced; all of them are
brainstormed internally.

PROCESS

1.Brainstorming.

Here the company holds a meeting where they decide on what their next
project must be. This process of course comes to play after their current
project is completed and they have no work in pending by the previous
project.

2.Gathering Ideas

While the head of the company decides on what should be done, ideas are
welcomed from through out the company. This is procedure of involving
the employees into the creation of the project. Provided that the idea that
has been brought up is a good one, this gives the employee a feeling of
his or her own creation; like his or her own baby.

3.Studying the Key players.

Doing their homework. The company here needs to study and analyze all
of the major key players of the industry of which they decide to have their
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project based on. Such as if POGEE is being exhibited for the first time,
and then in order to know what it should have is a necessity. Reading up
on, for example, Attock Petroleum’s competency, current development,
and their future explorations are necessary for the structure of the
project.

4Government’s Role.

Knowing exactly what the government’s role in the decided project or

industry is unavoidable. Since all of the projects are national based, in the
industry which is being exhibited, the government’s role is highlighted
here to be projected in the exhibition.

5.Product launch.

After all of the steps are done according to the company’s plan, then
advertising and awareness is made for the project.

MANAGING EMPLOYEES

Pegasus is a people-driven business that blends together a proactive

approach with in-depth experience across many different disciplines to
deliver creative solutions to the challenging, yet untapped, business
opportunities in the Exhibitions & Conferences business.

With about 70 people in staff, utilizing each person to their complete

potential by having them in their respected departments, this is quite a
large organization in its class.

The management follows a laissez faire leadership style. The environment

is based completely on team work. It is extremely casual and friendly and
an open door policy is implemented.

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ORGANIZATIONAL STRUCTURE

The Organizational Structure of Pegasus is given below.

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HUMAN RESOURCE MANAGEMENT

TRAINING AND DEVELOPMENT

Each member of the team contributes valuable skills and expertise.

Integrity, enthusiasm, professionalism and vision are qualities that
Pegasus values. A keen understanding of the international markets, an
acute sensitivity to the local business environment and an unrivalled
network of contacts provide a solid platform upon which they build
innovative and profitable events for the clients.

Pegasus Consultancy is constantly on the lookout for new talent in all

areas of specialty. Fresh Grads are hired and given on-job training by the
managers in the respective departments in which they have been placed.
They gain hands-on experience by the observing and learning from
organizing/visiting various events that are organized by Pegasus or even
other local and international organizations.

Managers guide the newly hired and pass on their experience to the
subordinates. New experienced employees are also encouraged to share
their knowledge about new technology and upcoming trends. At Pegasus,
every employee, be it an assistant or a manager, can pool in their ideas
and decisions are made by consultation, not by the CEO only.

Each employee is a part of a goal oriented team working in high paced

environment. Since the business is such that a high degree of
collaboration and coordination is required, teamwork and effective
communication is essential factor on which special attention is paid upon
during the training process.

PERFORMANCE APPRAISAL

There is no formal performance appraisal method being followed by

Pegasus. Yearly conduct is, however appraised in the month of June,
every year. The Immediate bosses in each department conduct the
performance appraisal for their subordinates. For example, the marketing
head appraises the personnel in the marketing department.
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There is no specific system for the appraisal although employees are

appraised on

• their attitudes towards work

• inputs and efforts

• behavior with colleagues and seniors

• overall performance.

RECOMMENDATIONS

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After analysing Pegasus’ Human Resource scenario, several

recommendations have been formulated, which are outlined below.

Compensation

Compensation is linked to the competencies of individuals and teams and

how well they contribute to the company’s success. The compensation
system is clear, equitable, and well-communicated. The compensation
system is flexible enough to support changing work assignments, team-
based pay, superior performance, and market forces.

A competency and performance based compensation system should be

developed, which gives optimum flexibility to departments to reward
performance in support of the company’s mission within the bounds of the
company’s budgetary policy at the time of the review.

This can be implemented by evaluating the current compensation systems

at the company and developing a process to measure the contributions of
managers, individual contributors, and teams. An annual company’s audit
should be conducted to ensure equity in base salaries across roles and
new options for compensating employees should be found, (e.g., project
or period specific one-time cash bonuses).

Workshops, Training & Seminars

In order for Pegasus staff to perform to the best of their potential, they
require updated training and information on the latest techniques and
other aspects of the event management arena. Pegasus should therefore
take the initiative to train all levels of its staff either through
correspondence courses or with a partnership with local institutions
involving their faculty conducting on-the-job training, or classes at the
institution.

In addition, sending them to exhibitions, specifically international

exhibitions, will no doubt be a valuable opportunity for the staff to
observe how others are organising events and so on. The Middle East is a
suitable location due to the large number of events conducted in cities
such as Dubai, Doha and Riyadh.

Proper Appraisal

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Regular performance appraisal contributes to employee effectiveness,

development and satisfaction on the job. Employees should know their
strengths, as well as areas of needed improvement, in order to attain the
optimum level of job performance. Done both formally and informally,
performance appraisal is an excellent aid to communication, and an
effective way of clarifying duties and responsibilities. In addition, written
performance appraisals may provide documentation which substantiates
recommendations for promotion, transfer, termination or other personnel
action.

Managers should prepare and maintain documentation of an employee's

strengths, along with records of conferences between them and their
subordinates outlining efforts to promote improvement in job
performance. Copies of these records will be included in the employee's
personnel records.

In addition, each employee's performance should be formally appraised

annually by the supervisor through the performance appraisal program.
The written performance appraisal will be included in the employee's
personnel file.

It should be ensured that each employee participates in a performance

appraisal discussion at least once a year. Appraisals should be conducted
at a minimum on the anniversary of initial hire and are separate from the
salary review process. 360 appraisal processes should be implemented.

Employee Recognition and Rewards

A system should be adopted, to reward and recognize employees for their

contributions, which both ensures equity across the company and
encourages creativity.

There should be clear, well-communicated definitions of recognition and

rewards and rewards should be based on clearly defined and measured
performance levels. Team leaders, coaches and managers should have
flexibility to reward performance, which might consist of recognition,
given to individuals or teams. Recognition should occur at milestones, not
just at the end. The rewards may be both financial and/or non-financial

Current reward programs and their measures should be evaluated. Well-

defined options and guidelines for recognizing and rewarding individuals
and teams should be established.
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Strategic Planning

An annual strategic planning process should be implemented to support

the staffing needs of the various departments as well as the company’s
broader mission.

Human resource planning is a component of the company’s strategic

planning process. There should be an administrator who oversees the
development, implementation and success of strategic planning for
human resources. Workforce demographics, the Human Resource
Principles, EEO objectives, and market trends are all considered in
developing the Human Resources strategic plan. The individual
responsible for human resource planning should collaborate with those
responsible for the core activities of the company to produce an annual
strategic plan for human resources.

The effectiveness of the current company’s-wide strategic planning

process for human resources should be evaluated and appropriate
changes should be made. In collaboration with the leadership of the
various departments, the individual in charge of Human Resources should
develop an annual strategic plan to support the work-force needs of the
company.

Job Design and Classification

The job design and classification system should be rethought and the
results should be implemented, that support competencies and roles to
accomplish work.

Roles include a variety of functions and focus on knowledge, behaviors,

skills and competencies, rather than just skills and tasks. Roles facilitate
flexible movement of employees and are consistently defined across the
company. Generic roles and core competencies are defined by the higher
management, while job descriptions and specific competencies may be
defined departmentally. Job designs are clear enough for market
comparison and compliance requirements and job and role design allow
for flexibility which may include telecommuting, job sharing and
adjustable work assignments.

Classification ranges are broadened to reflect new roles and competencies

and Classification and salary ranges are developed centrally.

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This would involve defining company-wide generic roles and their

competencies. Following which, a process for initial competency
identification should be thought of and applied in the department, which
may then be broadly applied across the company. A broad classification
system based on roles and competencies should also be designed.
Current best practices in flexible job design and scheduling should be
assessed. Establish guidelines to implement these practices across the
company.

Organisational Structure

Pegasus lacks a formal organisational structure, instead operating as a

loosely-held unit. In order to define roles and strengthen the company, a
formal organisational structure should be developed, with the assistance
of an HR expert.

A flat organisational structure, with functional grouping, in line with the

company’s various departments would be a good option. Another
alternative would be to make a matrix organisational structure, as the
company is project-oriented, and this structure would enhance the
working of the company. After all the job roles have been defined and
functional and line authority decided, a comprehensive organogram
should be made, displaying the organisational structure.

Outsourcing and Partnerships

The company should form strategic partnerships with companies in the

event management industry engaged in ancillary activities and form a
synergy, leading to better cooperation and more effective use of
resources. In addition, the company should analyse its operations and
consider the feasibility of outsourcing functions.

BIBLIOGRAPHY

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Pegasus Consultancy (Pvt.) Ltd. www.pegasusconsultancy.com

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