Contents

Information conducted from interview.................................................................................2-4 The gap analysis between their currently implemented HR System and The best practices in the term of strategic direction............................................................................................4-13 Work flexibility...................................................................................................................13-14 Equal employment opportunity.........................................................................................14-16

 Information conducted from interview:Products:Seasonal products. Main products are fashion (casual) and motor bike wearing Price of one product:15 euro SBU:Leather, fabrics and recently want to open a unit of bags Department and stores: Production(have full detail of each order on their computer) Cutting(both by machines and by hand) Stitching (both by machines and by hand) Co-ordination (Note the order and pass information to production department) Cleaning department Final checking Pattern of product by machine and sample of products Planning Department No Proper HR department Accessories Store(contain zips, buttons, raw material)

Each department has manger for checking and monitoring Standard: - S8oo0 Suppliers:Warehouse in Karachi Import from china, turkey, Hong Kong. Customers:They dont sale locally in Pakistan. Their main customers are from Europe, South America, Australia, Canada Japan Competitors:According to them the industries of whole Sialkot are their competitors. No after sales services .they provide only quality to customers

Strategic Objective: - To Provide better Quality to customers and to complete their orders on time without any delay. PESTLE:No political threat Economical threat is ups and down in pricing of raw material Adopt all current technologies like machinery (laser printing Cutting) White Collars and Blue Collars White 25 Blue 50 Hiring, firing recruitment and selection process Hire employees on the basis of skill. Minimum education should be matric.On production department skills of employee are main and qualification does not matter Hierarchy of your company:No proper chart of hierarchy Flow of information Flow of information from manager to production department and then to co-ordination and then to employees Training development and promotion procedure:NO proper training department. Employee does course from Lahore for training. No promotion process. No proper Reward system. Salaries and wages Salaries and wages are decided according their work Feed Back Collect employees feedback by local e-mail address. They get their suggestion, focus on their complains and try to remove them Flexibility in working No sickness on uniform Flexible and frankly working environment No strict rules.

Leadership Style:Democratic (take decisions of employee and try to implement them. Discrimination:Not so much discrimination Marketing:Do market or introduce their products by exhibition, by general market and by brand loyalty. Facilities: Pick and drop facility Holidays facility Medical leaves A proper gymnasium snooker and football club

Computer System:- ERP computer system is used for recording of orders, purchasing etc Companys Mission: Provide better quality to their customers and complete their orders on time. Vision: No proper statement. Recruitment and Selection process: Office staff: Advertise their job availability through news papers. People send them their CVs. They selected required and appropriate CVs and call the selected candidates for interview. Then during interview the judge candidates and select their required and appropriate candidate for the job. Labour: Minimum education is matriculation. Illiterate people are not eligible to do any work in this organisation. Labours should be skilled. Employees: Advertise through news papers. They select required and appropriate CVs and then call the selected candidates for interview. They judge the candidate during the interviews and then they hire the right person on the right job.

 The gap analysis between their currently implemented HR System and the best practices in the term of strategic direction, work flexibility and equal employment opportunity

Introduction of VIP: In the year 1985, a new company named VIP Wears was established with international quality awareness. In the beginning of 1995, they changed their simplex management mode after an entire adjustment and converted it into VIP Wears (Pvt) Ltd. Now in order to make production for international brands, they have two well equipped and organized units in Sialkot & Karachi enabling manufacture in excess of 10,000 to 15,000 quality leather garments per month in each unit. In order to meet both leather garments units, extensive demand of finished leather, they have their own tannery, where they produce approx 1 million sqft leather per month. VIP Group are specially engaged in the manufacturing and selling of leather jackets, trousers, vest, long coat and skirts made from buffalo, cow, sheep & goat skins. In order to ensure that all orders are executed in compliance with customer's quality requirements, they have a strict quality control in place with the services of very experienced staff of the garment industry and a chain system in our garments production line up. They are selling our product mainly towards Europe, USA & Canada. Year of Establishment: 1984 Number of Staff: 3000 Nature of Business: Exporters Industry: Garments, Textiles and Accessories Product/service range: Leather jackets Vision statement:To become superior...... Companys Mission:5

Our mission is to become leading exporters of leather wear of this country by providing good quality products of unique designs. Organisation Structure of VIP Group: In VIP group: they run the system by using functional structure but they dont have proper flow chat to describe the organisational structure here we make a flow chart for the VIP company.

Marketing department:VIP GROUP has a well performed marketing department. Their marketing department doing good job and they are very loyal with VIP. For marketing they use exhibition method. They spend millions of rupees for advertising their product in foreign countries. They spent lots of money for marketing but according to me they should make their site strong. They have a facility and they should use this facility. They should make their site attractive and add more information about their company. They should use internet for the advertisement its a useful and cheaper way to promote their product for the exporters. Human resource department:VIP GROUP has a HR department. In HR department they hire the employees by using hiring system and they fire the employees by giving then a notice. They give the incentives to the workers to motivate them. They collect employees feedback by using email. They give the training to their employees. They give the flexibility to their employees and workers. There is no discrimination in their organisation. They give some facilities to their employees and workers like Pick and drop facility, Holidays facility, Medical leaves, A proper gymnasium snooker and football club.

OBJECTIVES OF HRM:The primary objective of HRM is to ensure the availability of competent and willing workforce to an organization. Apart from this, there are other objectives too. Specifically, HRM objectives are four fold: societal, organizational, functional, and personal. Societal Objectives:The societal objectives are socially and ethically responsible for the needs and challenges of society. While doing so, they have to minimize the negative impact of such demands upon the organization. The failure of organizations to use their resources for societys benefit in ethical ways may lead to restrictions. For example, the society may limit human resource decisions to laws that enforce reservation in hiring and laws that address discrimination, safety or other such areas of societal concern. Organizational Objectives:The organizational objectives recognize the role of human resource management in bringing about organizational effectiveness. Human resource management is not an end in itself; it is only a means to assist the organization with its primary objectives. Simply stated the human resource department exists to serve the rest of the organization. Functional Objectives:Functional objectives try to maintain the departments contribution at a level appropriate to the organizations needs. Human resources are to be adjusted to suit the organizations demands. The departments level of service must be tailored to fit the organization it serves. Personal Objectives:Personal objectives assist employees in achieving their personal goals, at least in so far as these goals enhance the individuals contribution to the organization. Personal objectives of employees must be met if they are to be maintained, retained and motivated. Otherwise, employee performance and satisfaction may decline giving rise to employee turnover. Human resource management:The role of human resource management is to plan, develop, and administer policies and programmers designed to make expeditious use of an organizations human resources. It is that part of management which is concerned with the people at work and with their relationship within an enterprise. Its objectives are: (1) The effective utilization of human resources; (2) Desirable working relationships among all member so the organization; and (3) Maximum individual development. The major functional areas in human resource management are:

(1) Planning, (2) Staffing, (3) Employee development, and (4) Employee maintenance. These four areas and their related functions share the common objective of an adequate number of competent employees with the skills, abilities, knowledge, and experience needed for further organizational goals. Although each human resource function can be assigned to one of the four areas of personnel responsibility, some functions serve a variety of purposes. For example, performance appraisal measures serve to stimulate and guide employee development as well as salary administration purposes. The compensation function facilitates retention of employees and also serves to attract potential employees to the organization. A brief description of usual human resource functions is given below: Human Resource Planning:In the human resource planning function, the number and type of employees needed to accomplish organizational goals are determined. Research is an important part of this function because planning requires the collection and analysis of information in order to forecast human resources supplies and to predict future human resources needs. The basic human resource planning strategy is staffing and employee development. Job Analysis:Job analysis is the process of describing the nature of a job and specifying the human requirements, such as skills, and experience needed to perform it. The end product of the job analysis process is the job description. A job description spells out work duties and activities of employees. Job descriptions are a vital source of information to employees, managers, and personnel people because job content has a great influence on personnel programs and practices. Staffing:Staffing emphasizes the recruitment and selection of the human resources for an organization. Human resources planning and recruiting precede the actual selection of people for positions in an organization. Recruiting is the personnel function that attracts qualified applicants to fill job vacancies. In the selection function, the most qualified applicants are selected for hiring from among those attracted to the organization by the recruiting function. On selection, human resource functionaries are involved in developing and administering methods that enable managers to decide which applicants to select and which to reject for the given jobs. Orientation:Orientation is the first step toward helping a new employee adjusts himself to the new job and the employer. It is a method to acquaint new employees with particular aspects of their new job, including pay and benefit programs, working hours, and company rules and expectations.

Training and Development: The training and development function gives employees the skills and knowledge to perform their jobs effectively. In addition to providing training for new or inexperienced employees, organizations often provide training programs for experienced employees whose jobs are undergoing change. Large organizations often have development programs which prepare employees for higher level responsibilities within the organization. Training and development programs provide useful means of assuring that employees are capable of performing their jobs at acceptable levels. Performance Appraisal: This function monitors employee performance to ensure that it is at acceptable levels. Human resource professionals are usually responsible for developing and administering performance appraisal systems, although the actual appraisal of employee performance is the responsibility of supervisors and managers. Besides providing a basis for pay, promotion, and disciplinary action, performance appraisal information is essential for employee development since knowledge of results (feedback) is necessary to motivate and guide performance improvements. Career Planning:Career planning has developed partly as a result of the desire of many employees to grow in their jobs and to advance in their career. Career planning activities include assessing an individual employees potential for growth and advancement in the organization. Compensation:Human resource personnel provide a rational method for determining how much employees should be paid for performing certain jobs. Pay is obviously related to the maintenance of human resources. Since compensation is a major cost to many organizations, it is a major consideration in human resource planning. Compensation affects staffing in that people are generally attracted to organizations offering a higher level of pay in exchange for the work performed. It is related to employee development in that it provides an important incentive in motivating employees to higher levels of job performance and to higher paying jobs in the organization. Benefits:Benefits are another form of compensation to employees other than direct pay for work performed. As such, the human resource function of administering employee benefits shares many characteristics of the compensation function. Benefits include both the legally required items and those offered at employers discretion. The cost of benefits has risen to such a point that they have become a major consideration in human resources planning. However, benefits are primarily related to the maintenance area, since they provide for many basic employee needs. Labor Relations:The term labor relations refers to interaction with employees who are represented by a trade union. Unions are organization of employees who join together to obtain more voice in decisions affecting wages, benefits, working conditions, and other aspects of employment. With 9

regard to labour relations, the personnel responsibility primarily involves negotiating with the unions regarding wages, service conditions, and resolving disputes and grievances. Record-keeping:The oldest and most basic personnel function is employee record-keeping. This function involves recording, maintaining, and retrieving employee-related information for a variety of purposes. Records which must be maintained include application forms, health and medical records, employment history (jobs held, promotions, transfers, and lay-offs), seniority lists, earnings and hours of work, absences, turnover, tardiness, and other employee data. Complete and up-to-date employee records are essential for most personnel functions. More than ever employees today have a great interest in their personnel records. They want to know what is in them, why certain statements have been made, and why records may or may not have been updated. Personnel records provide the following) A store of upto-date and accurate information about the companys employees. A guide to the action to be taken regarding an employee, particularly by comparing him with other employees. A guide when recruiting a new employee, e.g. by showing the rates of pay received by comparable employees. A historical record of previous action taken regarding employees. The raw material for statistics which check and guide personnel policies. The means to comply with certain statutory requirements.

Summary:The human resources of an organization represent one of its largest investments. The objectives of HRM include getting the organization right, providing effective motivation and leadership, obtaining and developing the right people, paying and treating them fairly, and getting them involved in working productively. The attainment of these objectives necessitates the performance of several functions. The main HRM systems are: Appraisal system; Career system; Training system; Work system; Cultural system; and Self-renewal system.

All systems and sub-systems of HRM must be incorporated in the organization while setting the goals and objectives. This will also integrate the purposes and processes and make HRM more meaningful. Human resources functions are many and varied and include such things as human resource planning, recruiting, selecting, training, counselling employees, compensation management, and employer-employee relations. In small organizations, most human resource functions are performed by owners or operating managers. Large organizations usually have a human resource or personnel department that is responsible for co-ordination and directing the human resource functions. Successful human resource management is essential to organizational 10

growth and success. In the light of new challenges, there are indications that human resource people will play an increasingly important role in an organizations long-range planning and policy-making activities. Recommendations:VIP Company should give importance to HRM. By doing that they got more effective work. They have no proper human resource management system so I suggest them to implement the HRM. In which they should use appraisal system. By implementing appraisal system they have some benefits like:

Give employees feedback on performance Identify employee training needs Document criteria used to allocate organizational rewards Form a basis for personnel decisions: salary increases, promotions, disciplinary actions, bonuses, etc. Provide the opportunity for organizational diagnosis and development Facilitate communication between employee and employer Validate selection techniques and human resource policies to meet federal Equal Employment Opportunity requirements. To improve performance through counselling, coaching and development.

Performance appraisal includes elements that help them into following: 1. Career Development This provides an opportunity for discussion of career objectives, and creation of a strategy designed to maximize career potential. To provide an opportunity for career counselling To help in succession planning. To assess training needs To plan for career development To assess and develop individual abilities To provide an objective basis on which to base decisions about training and promotion 2. Feedback As well, feedback is encouraged in both directions: as such, employees are encouraged to prepare ratings of their supervisors. To provide constructive feedback to the individual regarding how their performance is seen. This provides a structured format for the discussion of performance issues on a regular basis. Feedback either reinforces performance strengths, or provides the opportunity to discuss resolution of performance deficiencies. 3. Administrative Purposes:

Promotion and Placement of Employees: Performance Appraisal is used to promote employees as per their competence and performance in the previous period.

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Performance appraisal is useful for the selection of right person for the right type of promotion. Transfers and Demotions: Performance appraisal reports can be used for taking final decisions on transfers and demotions. Various personnel decisions can be taken correctly when based on impartial performance appraisal. Wage and Salary Payment: Wage increase is based on the performance appraisal reports. Along with other factors that decides wage, performance appraisal is given due weight age. Personnel Research: Performance appraisal serves as a feedback to the management in the field of personnel research. It serves as a base for the conduct of research activities in personnel management.

4. Performance History This provides a performance history which is not dependent upon human memory, and which may be useful in the full range of personnel decisions, including compensation decision-making. To review past and present performance, identifying strengths and weaknesses. 5. Organizational Goals To clarify, for the individual, organizational expectations This provides an opportunity to view ones performance in the context of broader organizational goals. To assess future promotion prospects and potential To set objectives for the next period 6. Job Standards This provides an opportunity for clearer articulation and definition of performance expectations. 7. Documentation use of Performance appraisal Documentation for HR decisions Helping to meet legal requirements Storeys 27 points of HRM: Beliefs and assumptions: 1. Contract: Aim to go beyond contract (employees commitment) 2. Rules: Impatience with rules (if they follow the rules they will be appreciated. If they do not follow they will be depreciated.) 3. Guide to management actions: Business needs (management actions managed according to the business need) 4. Behaviour referent: Mission and Vision (employees behaviour according to mission / vision statement of the company) 5. Managerial task: Educate with mission and vision

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6. Nature of relation: Every department has the same objectives (according to the goals trained the employees) 7. Conflict: Deemphasised Strategic aspect: 8. 9. 10. 11. Key relation: customers (Customers key relation with business) Initiative: Integrated to take initiative according to whole organisation Corporate plans: Central to Speed of decision: High (delegation line management involve. Supervisor has a authority to resolve the problem )

Line management: 12. Management role: Transformational (to transform the norms and cultures according to the norms and cultures of the employees / labour so that they take interest in work) 13. Key managers: Line managers or general managers (line management handle the management of their subordinates) 14. Communication: Direct (line manager has power to resolve their problems) 15. Standardization: Low (division of work according to the groups) 16. Prized management skills: Facilitates (set the organisation culture by educating them according to the organisation culture) Key leverage: 17. Selection: Integrated (these were enhance communications, team, working, experiments, performance related pay, harmonisation, and training and development) 18. Pay: Performance (to check how they perform better) 19. Conditions: harmonisations or collective (impose the rules and conditions on the whole organisation) 20. Labour management: Individual contracts (i.e. opinion leaders) 21. Thirst of relation: Marginalised 22. Job categories: Low 23. Communication: Increase flow 24. Conflict handling approach: Preventing measures or cultural changes 25. Job design: Team work 26. Training and development: High 27. Foci for attention of intervention Workforce flexibility:It is important to whether the objective of flexibility is to (a) enable employers to have greater control over employees working condition; (b) enable employees to have greater control over their working condition; or (c) provide a framework for employees to balance their mutual work and family responsibilities. Like that workforce flexibility may be use by a range of key stakeholders e.g. government / opposition, businesses, and employees, the ultimate objective pays a vital role in defining the policy framework and legal implementation process. VIP company give flexibility to their employees in uniform only.1 13

Recommendation:Work place flexibility, if they implemented effectively, creates benefits for businesses and employees. Workplace flexibility will create benefits for their employees and employers if they openly discussed in the workplace - and implemented with a bit of give and take by all (i.e. the team, the employee and the employer). For the employee Flexibility can offer employees: A better work/life balance - being able to meet both work and personal commitments Reduced travelling time and cost Increased sense of control leading to increased sense of well-being Greater job satisfaction - a happier person all round Being able to remain in the workforce longer Greater loyalty, trust and respect towards employers.

For the employer Happy and satisfied employees, who have a greater sense of trust and loyalty, create many business benefits: Attracting skilled and motivated employees - particularly those who wouldn't normally apply. For example mature aged workers, those with family/carer responsibilities and those seeking greater balance between work and personal interests Keeping skilled and motivated employees - effective flexibility can reduce unwanted staff losses by up to 25%. A huge cost saving in terms of retaining knowledge, maintaining customer relationships and in re-training, advertising and administration costs Motivating and energising staff - resulting in increased productivity and greater profits, as employees focus more on business success, are more flexible to meet its needs and driven to work harder Increasing employee satisfaction - creating a happier workplace, with greater teamwork, collaboration and sharing of knowledge Lower staff absences - employees are less stressed about meeting their job and outside/family commitments and have a greater sense of well-being, reducing unplanned absences Increasing skills and creativity of your managers - managers are challenged to look outside the square, develop leadership skills and manage a more diverse workforce Improving customer service and retention - more committed employees, greater employee retention and a better match between peaks and troughs in workflows and staffing will allow you to more closely meet customers' needs Becoming an Employer of Choice - which expands the pool of talented workers that an advertisement will attract.

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Equal opportunity:The Civil Rights Act of 1964 was the first federal law designed to protect most U.S. employees from employment discrimination based upon that employees (or applicant's) race, colour, religion, sex, or national origin.

RECOMMENDED EQUAL EMPLOYMENT OPPORTUNITY PLAN:It is the policy VIP should pursue equal employment opportunity regardless of race, religion, colour, sex, height, weight, marital status, national origin, age, or disability as defined by federal and state law in our relationship with applicants for employment, employees of the department/agency, and the public. They should communicate this Policy Statement that will be made available to employees, applicants, and organizations outside the company through employee handbooks, policy directives, posting in obvious locations, the Internet, statements on recruitment documents, advertising, and through notification to contractors, etc. Executive, managerial, and supervisory personnel will be advised of the Policy, through meetings and/or training, with emphasis on individual responsibilities for implementation of the Policy. They should Implementing the EEO Plan through internal and external communication techniques. Consulting with other human resource and departmental personnel responsible for the developing of a plan to forecast departmental workforce needs. Identifying steps that will be taken to assure equal employment opportunity in developing pools of potential qualified employees, including identifying areas where equal employment equal opportunity improvement is necessary and recommending actions for solving them. Reviewing personnel policies, selection processes, and record keeping procedures that affect equal employment opportunity. Employment data, practices and policies will be analyzed to determine if these afford equal employment opportunity. Analyzing employment practices, including reassignments and promotions, and programs offered to employees, including training and other professional development activities to ensure that such activities occur in a non-discriminatory manner. Reporting data related to the composition of the workforce by race, gender, and disability status. Investigating allegations of illegal discrimination and sexual harassment complaints. Recruitment is a shared responsibility between the Department of Civil Service and the department of VIP. Qualified applicants who reflect the composition of all such persons in the relevant labour market will be sought. All personnel involved in the recruiting, screening, and selection processes will be properly trained to ensure the elimination and absence of bias in all personnel actions. Recruitment of applicants to assure equal opportunity may include the following employment resources: (1) Civil Service Employment Lists (county, multiple county, statewide) consistent with Civil Service Rules and Regulations. (2) Posting of vacancy(s), internally or externally (e.g., targeted newspapers, trade, professional and other journals, e-mail, Internet).
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(3) Contacting universities, colleges, schools and professional organizations. (4) Use of career development programs (e.g., school to work co-ops, internships and student assistants, speaking to schools and youth groups, departmental training programs). (5) Referral agencies (e.g., Department of Career Development or other state/local employment agencies, private agencies.) The department will make hiring decisions based upon an evaluation of its workforce needs and an evaluation of a persons qualifications and ability to satisfactorily perform the essential duties of the position, with or without accommodation, consistent with applicable law, rules, regulations, and if applicable, in accordance with any contractual requirements. In accordance with the principles of equal employment opportunity, the department/agency will 1) promote employees based on experience, training, and ability to perform duties of a higher level, and 2) encourage employees to participate in available career advancement activities with the department, e.g., training programs (internal and external) and tuition reimbursement (if available).

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