STAFFING

HRM PLANNING:
The process of determining an organizations human resource needs and developing ways to achieve them. Human Resource planning is one of the most important elements in a successful HRM program because it is a process by which an organization ensures that it has the right number and kinds of people at the right place, at the right time, capable of effectively and efficiently completing those tasks that will help the organization achieve its overall strategic objectives. Basically HRM planning forecasts an organizations future demand for and supply of employees and matches supply with demand. Employment Planning : Employment Planning translates the organizations overall goals into the number and types of workers needed to meet those goals. It means that employment planning cannot exist in isolation, it must be linked to the organizations overall strategy. Manpower Planning : According to Geisler, Manpower planning is the process including forecasting, developing and controlling by which a firm ensures that it has : The right number of people, The right kind of people, At the right places, At the right time, doing work for which they are economically most useful

PURPOSE OF HUMAN RESOURCE PLANNING :

Human resource managers engage in employment planning to meet the requirements set during the strategic planning process. The purpose of this planning effort is to determine what HRM requirements exist for current and future supplies and demand for workers.

Assessing current Human Resources:

Assessing current human resources begins by developing a profile of the organizations current employees. This internal analysis includes information about the workers and the skills they currently possess. Such reports would include a complete list of all employees by: Name Education Training prior employment current position performance ratings salary level languages spoken capabilities Specialized skills.

Human Resource Information System (HRIS): A computerized system that assists in the processing of HRM information. The HRIS also referred to as Human resource management system (HRMS). It is designed to quickly fulfill the HRM informational needs of the organization. This system keeps important information about employees in a central and accessible location. When such information is required, the data can be retrieves and used to facilitate employment planning decisions. With information readily available, organizations are in a better position to quickly move forward in achieving their organizational goals. HRIS is also useful in other aspects of human resource management, such as providing data support for compensation and benefits programs. Replacement Chart: HRM organizational charts indicating positions that may become vacant in the near future and the individuals who may fill the vacancies. Succession Planning: Succession planning highlights that which individual is ready to move into a position of higher responsibility.

Determining the Demand For Labor:

Once an assessment of the organizations current human resources situation has been made then develop a projection of future human resource needs. Accurate estimates of future demands in both qualitative and quantitative terms require additional information to determine what type of employees, interns of skills, knowledge and abilities are required.

Predicting the Future Labor Supply:

Forecasting methods must allow for the recognition of specific jobs as well as the total number of vacancies. An increase in the supply of any units human resources can come from a combination of four sources: new hires contingent workers transfers in Individuals returning from a leave of absence. Decrease in the internal supply can come about through : retirements dismissals transfers out of unit layoffs voluntary quits prolonged illnesses or deaths.

Availability of Workers :
Recent graduates from schools and colleges expand the supply of available human resources. Entrants to the workforce include : men and women seeking full or part time work students seeking work to pay for their education employees returning from military service job seekers who recently laid off

Matching Labor Demand and Supply :

The objective of employment planning is to forecast the future demand for workers and the supply for human resources both current and future. The main focus is to identify where overstaffing and where understaffing exists.

USES OF HR PLANNING : Improve the utilization of human resources. Match human resource related activities and future organization objectives efficiently. Achieve economies in hiring new employees. Expand the human resource management information base to assist other human resource activities and other organization units. Make major demands on local labor markets successfully. Co-ordinate different human resource management programs such as employment equity plans and hiring needs.

WATEENS HRM PLANNING :

Wateen Telecom is building and integrating the next generation of intelligent, converged networks with a plethora of key services and differentiators in the market. The primal objective is to become a carriers carrier and provide turn key solutions for all customer requirements and specifications. Wateens Human resources is best conducted by collaboration between Human Resource Department and Finance Department. Objectives of Hiring : Wateen Telecom has the following objectives to hire : hire only the best exhilarating work environment respect each individuals unique contributions.

Hiring Philosophy : Wateen is an equal opportunity employer. Our hiring philosophy and practice is to employ individuals who are competent for the specific position and have the right attitude for the job to be performed. Strong soft skills for communication, teamwork, and respect for individual makes the difference between the one employed and the one not employed.

Planning : Wateen Telecom focus on manpower planning to help them design, market, sell and support their innovative product portfolio to a diversified market. After alligning their mission, vision, objectives, goals and budget, they forecast current and future needs. Firstly they check their sales and target customers. Then they evaluate in which area employees are required. If they want to increase their sales, they conduct ratio analysis to determine number of employees required. The results of ratio analysis reported to top/senior management which move towards hiring according to the requirment.

RECRUITMENT
Means to estimate the available vacancies. Recruitment is understood as the process of searching for adopting applicants for the jobs, from among whom the right people can be selected. A formal definition states, It is the process of finding and attracting capable applicants for the employment. The process begins when new recruits are sought and ends when their applicants are submitted. The result is a pool of applicants from which new employees are selected. In this, the available vacancies are given wide publicity and suitable candidates are encouraged to submit applications so as to have a pool of eligible candidates for scientific selection. In recruitment, information is collected from interested candidates. For this different source such as newspaper advertisement, employment exchanges, internal promotion etc.

Recruiter:
Represents employer to prospective applications at colleges and job f airs.

Sources of recruiting:
The company relies on internal sources as well external sources for recruitment.

Internal search:

A promotion-from-within concept. Internal sources for recruitment include: Promotions Rehiring Employee referrals and recommendations etc. But company cannot rely on internal sources all the time as the internal sources may dry-up in the due course of time and sometimes it also leads to inbreeding, i.e. preventing outside blood to enter the organization. Hence the company also has to seek the external sources also for recruitment.

External search:
External sources are Media: Paper media, advertisement Blind box ad: An advertisement that does not identify the advertising organization. Employment agencies: Assist in matching employees seeking work with employer seeking workers. Unsolicited applications: Cyberspace recruiting: Factors: Affects recruiting efforts: Wages/salary structure Working conditions Benefits HR practices

Constraints on recruiting efforts: Factors that can limit recruiting outcomes. Organization Image:

The image of organization can be a potential constraint. A poor image may limit its attraction on applications. Internal Organizational Policies: An example of an organizational policy might be a "promote-from-within" policy. Frequently, such policies are encountered in unionized firms where the collective agreement stipulates that job openings must be posted internally prior to seeking applicants from outside the organization. Government influence: The governments influence in the recruiting process should not be overlook. An employer can no longer seek out preferred individuals based on non-job-related factors such as physical appearance, sex, or religious background. Recruiting cost: The last constraint, when top level job recruiting cost increase.

Recruiting: A Global perspective: Host-country national (HCN) A citizen of the host country hired by an organization based in another country. Expatriate An individual who lives and works in a country of which he or she is not a citizen.

According to Wateen Telecom: There is no particular season for the recruitment in the organization, it is done as and when the need arises and according to the orders which the company gets. Recruitment planning is done by the HR department on a regular basis, which informs about the manpower requirement of the company. There is no recruitment process follow in Wateen. Sources of recruiting: Placement agencies and job websites:

The company has registered itself in numerous private and govt. employment agencies which keep a record of a number of candidates and those who suit the requirements of

the company are directed towards the organization for further selection. The co. also has tie ups with many job websites like: naukri.com, rozi.com, Wateen telecom.com etc. The co. posts their requirements on the sites and the suitable candidates may contact the company. Skill Set/ required:

It is a SEMI-IT job in Revenue Assurance dept. that requires both development and Operational skills Good understanding of SQL Server 2005/Oracle & Integration Services Ability to write complex queries Reasonable working/automation knowledge of MS Office Development experience in C#/VB.NET Ability to coordinate well with other departments Good communication & analytical skills Experience (1-2 Years)

Media: Advertisements are posted in newspapers. Recommendations: Sometimes the co. also relies on the recommendations staff Members and recruits individuals. But most recruiting in outsourcing.

Factors:
Salary Structure: Salary Structure is so good so recruiting effort is less. Benefits & Employment condition: Employment condition and company give more benefits, so employees are satisfy their job so less turnover rate then recruiting effort decrease. HR Practices: When some new type of technology is introduced, company trained our employee so recruiting effort decrease.

Constraints on recruiting efforts:

Organization Image: Organization Image of Wateen is so good in Market. Recruiting effort decrease. Internal organization policies: Succession technique use in Wateen. Job attractiveness: Wateen provide good salary/benefits, good title so job attractiveness increase then recruiting efforts decreases. Government influence: There is no government influence in recruiting efforts. Recruiting cost: In Wateen recruiting through employment agencies. Different cost are charge in different positions.

Global perspective:
Wateen Telecom is the Abu Dhabi Group's latest venture in Pakistan .hired host-country national.

SELECTION
The process of choosing the best person for a particular job. The process of offering jobs to one or more candidates from among those who have applied for the jobs in the concern. After selection, a candidate should be placed on a suitable job with rank and responsibilities attached to it. This process is called Placement.

SELECTION PROCESS
It consists of six steps : 1) Initial Screening The first step in the selection process is initial screening whereby job inquiries are sorted. Screening inquiries Screening interviews

2) Completing the Application Form Company specific employment form used to generate specific information the company wants. Weighted average application forms A special type of form that uses relevant applicant information to determine the likelihood of job success. 3) Employment tests It is estimated 60% of all organizations use some type of employment tests. Performance simulation tests Work sampling A selection device requiring the job applicant to perform a small sampling of actual job activities. Assessment centre evaluation A facility where performance simulation tests are administered. These include a series of exercises used for selection, development and performance appraisals.

Other tests 4) Interview Comprehensive interview A selection device used to obtain in-depth information about a candidate. Impression management Influencing performance evaluations by portraying an image dsired by the appraiser. Behavioral interview Observing job candidates not only for what they say for how they behave. Realistic Job Preview (RJP) A selection device that allows candidates to learn negative as well as positive information about the job and organization. Conditional Job Offer A tentative job offer that becomes permanent after certain conditions are met.

5) Background Investigation The process of verifying information that job candidates provides. Common Sources of background investigation include : References Former employees Educational accomplishments Legal status Criminal records Background cheques Online searches Qualified Previlage The ability for organizations to speak candidly to one another about employees or potential hires. 6) Physical/Medical Test An examination to determine an applicants physical fitness for essential job performance. Final Job Offers Individuals who perform successfully in the preceding steps are now considered eligible to receive the employment offer.

First three steps are performed by recruiters because Wateen do their recruitment by recruiting firms. Short listed Candidates are sent to wateen for interview. If they pass the interview then conditional job offer is given. After background investigation final job offer is given to employee.

TRAINING AND DEVELOPMENT

SOCIALIZATION

A process of adaptation that takes place as individuals attempt to learn the values and norms of work roles. It is frequently called onboarding

ASSUMPTIONS OF SOCIALIZATION Several assumptions underlie the process of socialization :

1) Socialization strongly influences Employee performance and organizational Stability 2) Organizational stability alsi increases through socialization 3) New members suffer from anxiety 4) Socialization does not occur in a vacuum 5) Individuals adjust to New situations in Remakably similar ways.

SOCIALIZATION PROCESS Socialization can be conceptualized as a process made up of three stages ;

a) Prearrival stage : The socialization process stage recognizes that individuals arrive in an organization with a set of organizational values, attitudes and expectations. b) Encounter stage: The socialization stage where individuals confront the possible dichotomy between their organizational expectations and reality. c) Metamorphosis stage: The socialization stage during which the new employee must work out inconsistencies discovered during the encounter stage.

ORIENTATION

Activities that introduces new employees to the organization and their work units.

Organization Culture: The system of sharing meaning within the organization that determines how employees act.

Wateen also give proper orientation to their new employees. If any employee gets any kind of problem, he must be reported to HR deparment. Wateen gives comfortable environment to their employees.

TRAINING AND DEVELOPMENT

Training defined:It is a learning process that involves the acquisition of knowledge, sharpening of skills, concepts, rules, or changing of attitudes and behaviors to enhance the performance of employees. Training is activity leading to skilled behavior.

Its not what you want in life, but its knowing how to reach it Its not where you want to go, but its knowing how to get there Its not how high you want to rise, but its knowing how to take off It may not be quite the outcome you were aiming for, but it will be an outcome Its not what you dream of doing, but its having the knowledge to do it It's not a set of goals, but its more like a vision Its not the goal you set, but its what you need to achieve it.

Training is about knowing where you stand (no matter how good or bad the current situation looks) at present, and where you will be after some point of time.

ROLE OF TRAINING

Meaning:
Training is the act of increasing the knowledge and skill of an employee for doing a particular job. Training is a short-term education process and utilizing systematic and organized procedures by which employee learn technical knowledge and skills for a definite purpose.

Importance of Training
The importance of human resource management to extent depends on human resource development. Training is the most important technique of human resource development. As stands earlier, no organization can get a candidate who exactly matches with the job and the organization requirements. Hence, training is important to develop the employee and make him suitable to the job. Job and organization requirements are not static; they are changed from time to time in view of technology advancement and change in the awareness of the Total Quality and Productivity Management (TQPM). Organization efficiency, progress, productivity and development to a greater extent depend on training. Training is important as it constitutes significant part of management control.

Benefits of Training :
How training Benefits the Organization Leads to improved profitability and or more positive attitudes toward profits orientation Improves the job knowledge and skills at all levels of the organization Improves the morale of the workforce Helps people identify with organizational goals Helps create a better corporate image Learn from the trainee Help prepare guidelines for work Aids in understanding and carrying out organization policies Providing information for future needs in all areas of the organization Aids in development for promotion from within Helps employees adjust to change Aids in handling conflict, thereby helping to prevent stress and tension.

IMPLEMENTATION OF TRAINING
Once the training programs has been designed, it needs to be implemented. Implementation is beset with certain problems. Firstly, most managers are action oriented and frequently say no to training efforts. Secondly, there is problem of location suitable trainers within an organization. Any training program implementation involves action on the following: Deciding the location and organizing training and other facilities. Scheduling the training programme. Conducting the programme Monitoring the progress of trainees.

TRAINING EVALUATION
Objectives of training evaluation is to determine the ability of the participant in the training program to perform jobs for which they were trained, the specific nature of training deficiencies, whether the trainees required any additional on the job training and the extent of training not needed for the participants to meet job requirements.

PRINCIPALS OF EVALUATIONS
Evaluation specialist must be clear about the goals and purposes of evaluation. Evaluation must be continuous. Evaluation must be specific. Evaluation must provide the means and focus for trainers to be able to appraise themselves, their practices, and their products. It is mainly based on objective methods.

TRAINING EFFECTIVENESS
Training effectiveness is the degree to which trainees are able to learn and apply the knowledge and skills acquired in the training program. It depends to the attitudes, interests, values, and expectations of the trainees and the training environment. A training program is likely to be more effective when the trainees want to learn, are involved in their jobs, have career strategies. Contents of a training program, and the ability and motivation of trainers also determine training effectiveness.

Evaluation Criteria
Evaluation of training effectiveness is the process of obtaining information on the effects of training program and assessing the value of training in the light of that information. Evaluation involves controlling and correcting the training program. The basis of evaluation and mode are determined when the training program is designed. According to Hamblin training effectiveness can be measured in terms of following criteria.

Methods of Evaluation
Several methods can be employed to collect data on the outcomes of training. Some of these are: 1. The opinions and judgments of trainers, superiors, and peers. 2. Asking the trainers to fill up evaluation forms. 3. Using a questionnaire to know the reactions of trainees, 4. Giving oral and written tests to trainees to ascertain how far they have learnt, 5. Arranging structured interviews with the trainees, 6. Comparing trainees performance on the job before and after training. 7. Studying profiles and career development charts of trainees, 8. Measuring levels of productivity, wages, costs, absenteeisms and employee turnover after training. 9. Trainees comments and reactions during the training period, and Cost benefit analysis of training program.

Types of training

Following are some of the types of training in telecom sector: Personality, Development and Grooming training Communication Skills training Customer service training Team work training Soft Skill Development training

Personality, Development and Grooming Personality Development quintessentially means enhancing and grooming ones outer and inner self to bring about a positive change to your life. Each individual has a distinct persona that can be developed, polished and refined. This process includes boosting ones confidence, improving communication and language speaking abilities, widening ones scope of knowledge, developing certain hobbies or skills, learning fine etiquettes and manners, adding style and grace to the way one looks, talks and walks and overall imbibing oneself with positivity, liveliness and peace. The whole process of this development takes place over a period of time. Even though there are many crash courses in personality development that are made available to people of all age groups, implementing this to your routine and bringing about a positive change in oneself takes a considerable amount of time. It is not necessary to join a personality development course; one can take a few tips and develop his or her own aura or charm

You may have heard this a million times Think Positive. It works. Smile. And smile some more. It adds to your face value and to your personality as well. Read a few articles in the newspaper loudly. This will help in communicating fluently. Take good care of your health, dress well, be neat and organized Prepare a chart that mentions your strengths and weaknesses. Now concentrate on the latter and find ways to improve upon the same. Do not forget to strengthen your strengths.

Spend some time alone concentrating on you and yourself alone. Practice meditation and yoga. It will help you develop inner peace and harmony that will reflect outside. Do not live a monotonous life. Be creative and do something new all the time. Nothing bigger than the joy of creative satisfaction.

Personality development is gaining more and more importance because it enables people to create a good impression about themselves on others; it helps them to build and develop relationships, helps in your career growth and also helps to improve your financial needs. After all, personality development is nothing but a tool that helps you realize your capabilities and your strengths making you a stronger, a happier and a cheerful person. Following are some of the points which Wateen Management are doing to develop the personality of the employees:Following is the Dress code policy of Wateen Telecom:-

For Male Employees:Monday to Thursday Allowed Dress Shirt / pants Coats / Sweaters Dress Shoes and Socks Not Allowed Jeans Round-neck T-Shirts Sleeveless Shirts TShirts Track Suits Shorts Joggers Open Sandal

Friday

All of the above Shalwar Kameez

All of the above

For Female Employees:Monday to Friday Shalwar Kameez Dress pants / Blouse / Shirts with jackets or Waistcode Jeans T-Shirts Joggers

This policy basically develops the personality of the employess and develop a sense in the employees that they are working in an organization which grooms up them.

COMMUNICATION SKILLS

"We all use language to communicate, to express ourselves, to get our ideas across, and to connect with the person to whom we are speaking. When a relationship is working, the act of communicating seems to flow relatively effortlessly. When a relationship is deteriorating, the act of communicating can be as frustrating as climbing a hill of sand." (Chip Rose, attorney and mediator)

Effective Communication is very important skill for us to achieve success in both personal and professional life. Effective communication skill helps us to bridge with others. Development of effective communication is far most important for anyone who lacks this skill.

In a telecommunication industry like Wateen Telecom, it is very important that a person working in it must have good communication skill because it remove the gaps between the peers. If a person does not have good communication skills then he is unable to communicate any of the important information to its higher management.

Communication skills are to be must in a person working in an organization because he have to deliver different presentation, attend meetings, give training to juniors, report to higher management. If a person who have good communication skill automatically gets grip in writing skills which are also very important.

What Wateen management is doing in improving the Communication Skill of its employees?

Following are some of the steps which are performed to improve the communications skills: Talkative environment (Normally in English) Motivate the person to speak Training on communication skills (Team Discussions etc) Regular tests on communication skills Written language tests Monthly quizzes

Customer Service

Quality in a service or product is not what you put into it. It is what the client or customer gets out of it

(PETER DRUCKER)

Definitions:Customer Service is the commitment to providing value added services to external and internal customers, including attitude knowledge, technical support and quality of service in a timely manner"

What is Customer Service:Good customer service is the lifeblood of any business. You can offer promotions and slash prices to bring in as many new customers as you want, but unless you can get some of those customers to come back, your business won't be profitable for long. Good customer service is all about bringing customers back. And about sending them away happy - happy enough to pass positive feedback about your business along to others, who may then try the product or service you offer for themselves and in their turn become repeat customers.

Customer service can be used as a framework to look at all aspects of the business:

Image and presentation Promotion of services Contact and communication with customers Service delivery Monitoring and improving services Resolving customer problems Customer relationship management

Important points which are to be considered is an organization regarding Customer Service:-

Answer your phone. Don't make promises unless you will keep them. Listen to your customers. Deal with complaints. Be helpful - even if there's no immediate profit in it. Train your staff (if you have any) to be always helpful, courteous, and knowledgeable. Take the extra step. Throw in something extra.

Key to customer service is getting all members of your organization to embrace it through training and development, at individual and team level. Creating a culture of customer satisfaction starts with effective management and leadership and having clear measures for customer satisfaction in all aspects of the business. This can be encouraged through: Creating your own Customer Charter or Code of Practice Benchmarking your activities against other organizations Creating and monitoring specific measures of customer satisfaction

What Wateen is doing for its customer?

Wateen is a single organization which is supporting their customer to its fullest. Following are some of the major departments and promotions of Wateen telecom:-

24/7/365 Contact Center Service After Sales service Retains its customer by offering waivers in the account Provide rebate to the customer Winback Campaign Three Plus one and Six plus 2 promotion Recharge and Reconnect promotion Lucky draws(Trips to different countries, IPod, Cash prizes etc) Complaints department (24/7) Corporate Helpline Quality Assurance department of its services Urgent resolutions on complaints Deliver Devices at customer premises within 2 hours (The fastest in this industry) Privacy of services Exchange devices without charging the customer Outbound calls to the customer Correspondence Department Dispute Resolution Department (DRU) Senior Management Department (SMT)

Training are arranged on the daily basis on all the above mentioned departments and promotions in order to facilitate the customer to the fullest. These all are the things which Wateen is providing to its customer due to which it is called the best Customer Service in telecommunication industry.

Team work

Coming together is a beginning. Keeping together is progress. Working together is success. (Henry Ford)

Definition
The process of working collaboratively with a group of people in order to achieve a goal is called Team Work.

What is teamwork?
Teamwork is the co-operative effort by a group of people to achieve a common goal. Achievement is usually measured by some kind of performance indicator (eg: customer satisfaction, sales growth).Teamwork is improved when the group change their behavior so that performance improves.

Performance Management
Good teamwork does not necessarily require good interpersonal relationships or friendships. Rather, what is required is behavior that results in better team performance. The most guaranteed way of improving teamwork is to applying the principles of performance management to the group's behaviors. This involves these basic steps:

Identifying what teamwork behaviors will lead to better performance (the TARGET behaviors) Assessing which teamwork behaviors are currently being used (the CURRENT behaviors) Undertaking a gap analysis between target and current teamwork behaviors, and taking action to bring current teamwork behaviors closer to the target

Target Behaviors
The target behaviors vary from team to team. For example, the behaviors that lead to success for the operations room of a nuclear power station are very different to those of a PR/advertising agency; the former needs to "go by the book", whilst the latter has to be continually creative. One way to identify target teamwork behaviors is to complete the ITPQ(TM) (Ideal Team Profile Questionnaire(TM)) instrument. This can be completed by the team, peer groups, staff, customers, senior management and others to provide a wide range of views of what would make the team successful.

This information enables the team to:

Identify and manage conflicting expectations of them between, say, management and customers. Take a wide perspective when setting behavioral goals for themselves, which should improve the quality of those goals. Facilitate a dialogue within the team and with others outside the team on how to improve performance.

Current Behaviors
Current behaviors may be influenced by factors, such as:

The organizational culture The preferences of team members Current circumstances Feedback from people outside the team And many other factors

One way to identify current behaviors is to complete the MTR-i(TM) (Management Team Roles - indicator(TM)) instrument. This is completed by the individuals within the team, and it identifies the roles they are currently performing which can be aggregated to show the collective team behaviors.

Gap Analysis
Once the target and current behaviors have been identified, the team need to work out how to change their current behaviors to be more in line with the target. This involves assessing the behavioral gap and producing an action plan for the team to implement.

What is the Team Structure in Wateen telecom?

As discussed above there are different departments in Wateen telecom defined by the Human Resource management in order to build competitive environment within the organization. If there is competition within the organization one can feel the hard work done by the employees in the environment. They person who works good in a team gets different rewards, promotion, rotations due to which many members are motivated.

There are different teams in different prganization of Wateen telecom which contains different team members normally the team structure is as follows:-

Frontline member Team Leader Supervisor Assistant manager Quality Supervisor Manager Head Of Department General manager

Basically frontline agent, team leaders, supervisor, quality supervisor works in a team and then there reporting are done to the senior management as such (Assistant Manager, Manager, HOD, GM). There are different motivational activities are done within the team due to which each member try to give his / her 100 % and at the end they get rewarded by the reward policies defined by Human Resource Management.

Soft Skills Development

Soft skills are personal attributes that enhance an individual's interactions, job performance and career prospects. Unlike hard skills, which are about a person's skill set and ability to perform a certain type of task or activity, soft skills are interpersonal and broadly applicable.

Soft skills are often described by using terms often associated with personality traits, such as:

Optimism Common sense Responsibility A sense of humor Integrity

And abilities that can be practiced (but require the individual to genuinely like other people) such as:

Empathy Teamwork Leadership Communication Good manners Negotiation Sociability The ability to teach.

It's often said that hard skills will get you an interview but you need soft skills to get (and keep) the job. The Human Resource Department of Wateen telecom conducts different trainings on Soft skill. They normally gives training by themselves but in order to create a learning environment they even ask the foreigner trainers to visit the organization to give training on how to improve the soft skills.

EMPLOYEE TRAINING
Present oriented training that focuses on individuals current jobs is called Employee Training. It is a learning experience, it seek a relatively permanent change in employees that improves job performance. Training is technical, job-oriented approach. Thus, training involves changing : Skills Knowledge Attitudes Behavior

Training is now the important tool of Human Resource Management to control the attrition rate because it helps in motivating employees, achieving their professional and personal goals, increasing the level of job satisfaction, etc.

Training Need Analysis (TNA)

HRM managers decide when employees need training and what form of training should they take and from which trainer. Training may be costly. Judge training by its contribution to performance, where performance is a function of skills, abilities,

motivation and the opportunity to perform. Training actually provides the opportunity to raise the profile development activities in the organization. Once it has been determined that training is necessary, training goals must be established. Management should explicitly state its desired results for each employee. These goals should be : Tangible Verifiable Timely Measurable

HRM needs to determine which training methods are the most appropriate for the skill and employee.

Need Of Training in Wateen Telecom

Normally the Training need analysis are performed to measure the need of the employee in the organization. In Wateen telecom the need is defined through different person or you can say that the need is derived from the hierarchy of the employees. For example, if the team leader comes to know that a particular agent requires training on something then he reports it to his supervisor, the supervisor reports it to manager, manager reports it to HOD and to Gm and then it is forwarded to HR department so that the training session could be arranged.

TRAINING METHODS
There are different training programs offered by Human Resource Management in an organization. The trainings which are practiced in Wateen telecom are as follows:1. 2. 3. 4. 5. 6. Informatory training New equipment Training Daily basis training On Job Training Off Job training Team Training

Informatory training
There are different informatory training given to the employees who are working in Wateen telecom by the Human resource management like arranging a trip to the Network Operating Center (NOC) of Wateen telecom in order to learn that what are the basic roots of the organization on which internet is working. These types of training helps all the employees to be up to date that what is going aroung in the organization. If a employee does not know the basic information regarding the organization then he can never achieve position or higher grades in the organization.

New equipment Training

Whenever there is a launch of new equipment the Human Resource Department immediately arrange a training session of all the employees so that they knew the equipment before it has been launch in the market. Understanding a particular equipment helps the employee to get grip on the after sales services of the particular equipment

Daily basis training

There is a policy defined byt the Human resource that whenever a person comes to perform his / her duty in the organization he have to attend a daily basis refresher training in which the team lead or supervisor share the latest up to date information to the employees so that they could know the current problems and there resolution

On the Job Training

Training take place on the job is called On the Job Training. It includes:

Job Rotation
Assigning of tasks at different levels is called Job rotation. It provides exposure to a variety of tasks. Employers often move new hires through a rotation of different roles in the organization such a as marketing, finance and operations before they settle into a permanent position. Job rotation activity is done on regular basis in Wateen telecom even the higher management employee also get rotated to different department. Recent

example is Ms.Farina Mir rotated as Quality Assurance manager from Operations manager.

Apprenticeships
It is frequently used to combine classroom instruction in combination with working alongside a seasoned veteran, coach or mentor. It is frequently used in skilled trade or craft jobs such as building trades. The experienced worker provides support and encouragement in addition to training.

Internships
These are the opportunities for students in higher education to utilize their instruction and training in a chosen profession as part of their education. Internships vary from unstructured to highly structured and may include college credit. Interns also provide a valuable source of new ideas and creativity. Students are participating in internships gain valuable real-world experience and greatly enhance their value to prospective employees.

Off the Job Training

Classroom lectures
Many organizations use classroom instructions along with other methods to provide a great deal of information in a limited timeframe. Instructors need to understand the different learning characteristics of adult learners and the variety of types of instruction that create interest in the specific technical, interpersonal or problem-solving skills they are teaching.

Multimedia Learning
Some technical skills are easily presented by other training methods. This may include videos and DVDs that may be offered online. These type of training includes audio visual aid. Through this training the employee learn faster as they learn in regular trainings

Simulations

It involves learning a job by actually performing the work. Simulation methods may include case analyses, experiential exercises, computer simulations, virtual reality, role playing and group interaction.

Vestibule Training
It facilitates learning by using the same equipment that one actually will use on the job but in a simulated work environment

Outdoor training
Training at some other place is known as outdoor. Wateen have conducted many outdoor training for its employees like taking them to some location where the employees could learn relevant to their duties in the organization. Example is visit to Network Operating Center (NOC)

Seminars
Training of one or two day is best conducted with seminars. It is identified by training need analysis

Team Training
As we have studied above that the team work is the most important thing which takes the organization to the upper level. If there is no team work in the employees then the organization can never achieve its goals. For that Human resource Management arrange a training session for the teams currently working in the organization so that there communication gaps can be removed. Higher management is also invited to this training session so that they are also aware of the problems of the lower level employees.

Certificates and Diploma after Training:-

The Human resource management immediately issue certificates and diplomas to the employees who have attended the training session this also adds up in their career development.

CAREER MANAGEMENT Career:

The sequence of employment positions that a person has held over his or her life.
Reflects any work, paid or unpaid.

Pattern of work-related experiences that span the course of a persons life

individual versus Organizational Perspective

Organizational career planning -Developing career ladders, tracking careers, providing opportunities for development. Individual career development Helping employees identify their goals and steps achieve them.

Career Development versus employee development:

Career development looks at the long-term career effectiveness and success of

organizational personnel.

Employee training and development focuses on performance in the immediate or

intermediate time frames.

Value for the Individual:

Individuals external career success is measured by criteria such as progression up the hierarchy, type of occupation, long-term commitment, and income. Internal career success is measured by the meaningfulness of ones work and
achievement of personal life goals.

Mentoring and Coaching:

Effective coaches give guidance through direction, advice, criticism, and suggestion in an attempt to aid the employees growth. Mentors are typically senior-level employees.

Traditional career stages:

Exploration: Includes school and early work experiences, such as internships. Involves:

o trying out different fields o discovering likes and dislikes o forming attitudes toward work and social relationship patterns. Establishment: Includes: o o o o search for work getting first job getting evidence of success or failure Takes time and energy to find a niche and to make your mark.

Mid-Career:
A career stage marks by a continuous improvement in performance levering off in performance or the beginning of deterioration of performance. Late career: A career phase in which individuals are no longer learning about their jobs , nor is it expected that they should be trying to outdo levels of performance form previous years. Decline (Late Stage): This stage is the final stage of and employee's career and its the period what employee retires form the hob. In this period performance generally declines over the period of time.

Career choices and preferences:

Holland Vocational preferences; Represents an individual occupational personality as it relates to vocational themes. o Six types of work environment 1. Realistic: rugged, practical etc. 2. Investigative: scientific, task-oriented etc. 3. Artistic: enjoy creative self expression, sensitive, emotional etc. 4. Social: cheerful, popular etc. 5. Enterprising: energetic, adventurous etc. 6. conventional :stable, dependable etc. The Myers-Briggs Typologies: o four personality dimensions:

Assessed by the Myer-Briggs Type Indicator (MBTI) and identify 16 different personality types. 1. Extroversion versus introversion (EI) 2. Sensing versus intuitive(SN) 3. Thinking versus feeling(TF) 4. Judging versus perceiving(JP) Job characteristics can be matched to individual preference.

According to Wateen Telecom: Career can enhance through performance.employement development is more valuable of organization than career development Organization now focus on matching the career needs of employees with the requirements of the organization. Establishment: In this stage acquiring visible job and organization membership trapping (ID card, uniform), meeting the boss and co-workers.the company hire the mentor. Employee assessment tools and training programs. Its all program to help career development. Officer(27 age) Mid-career: Maximum productivity, become a mentor. Executive Late Career: Mentori ng: W ateen, usually HR Manager wo rks a s mentor.

De veloped and Managing your career

MOTIVATION JOB SALARY DESIGN

Agreed-upon and regular compensation for employment that may be paid in any frequency but, in common practice, is paid on monthly and not on hourly, daily, weekly, or piece-work basis is plan or specification and which helps achieve the item's designated objective(s).

BASIC FACTORS FOR SALARY RATES

Employee Compensation refers to all form of salary going to employees and arising from their employment. It has two main components.

1. Direct Financial Payment:

Pay in the form of wages, salaries incentives and bonuses. There are basically two ways to make direct financial payment to employees: base them on increment of time or on performance.

2. Indirect Financial Payment:

Pay in the form of financial benefit such as insurance.

Several factors determine the design of any salary plan: legal, union, and company policy.

1. Legal consideration in compensation:

Various laws specify things. Davis-Bacon Act (1931) A law that sets wage rates for laborers employed by contractors working for the government. Equal Pay Act (1963) An amendment to the fair labor standard Act designed to require equal pay for women doing the same work as men.

2. Union influences on compensation decisions:

Union and labor relations also influence salary plan design. The National Labor Relations Act of 1935 oversees employees practices and ensures that employees receive their right.

3. Company policies:
The compensation plan should further the firms strategic aims. Management should produce a reward strategy.

ESTABLISHING SALARY RATES:

The process of establishing salary of while external, internal and procedural equity consists of five steps: i. ii. iii. The salary survey Job evaluation Group similar jobs into salary grades

iv. v.

Price each salary grade Fine tune salary rates

i. The salary survey:

Conduct a salary survey of what other employees are playing for comparable jobs.

ii. Job evaluation:

Determine the worth of each job in your organization through job evaluation.

iii. Group similar jobs into salary grades:

Committee can turn the task of assigning the salary rates of each job. It tries to simplify wage and salary structures as much as possible.

iv. Price each salary grade:

Use a wage curve to help assign salary rates to each salary grade (or to each job). Wage curve has the relationship between the value of the job and average wages paid for this job.

v. Fine tune salary rates:

Fine tuning involves developing salary ranges. Salary ranges: A series of steps or levels within a pay grade usually based upon year of service.

ACCORDING TO ORGANIZATION:
Wateen design salary structure through salary survey. All manufacturers, business and all type of organization meet in one plat form for the salary design. That plat form committee designs the salary structure for all companies. The Worldwide Committee for salary design provides the data of salary. Companies which collect the data pay some fee. Wateen collect and analysis the data and make the average salary for employees according to the job. Wateen is design salary structure according to law and legally.

Salary department of Wateen:

Compensation and benefit department are department for salary in Wateen.

Salary payment:
Salaries are pay to employees of Wateen in bank transfer form.

Salary range:
In Wateen salary range is: 18 thousands to 1.5 million.

EMPLOYEE BENEFITS :
Membership based, nonfinancial rewards offered to attract and keep employees. Employee benefits have grown in importance and variety over the past several decades. Employers realize that benefits attract qualified applicants, affect whether applicants accept their employment offers or, once employed, decide to stay with the organization. Benefits, therefore, are necessary components of an effectively functioning compensation program. Nearly two-thirds of workers indicate that their benefits are an important reason they stay with their current employer and are satisfied with their jobs.

Costs of providing Employee Benefits:

Wateen makes a significant investment in employee benefits, an important part of each employee's total compensation. The cost of employing workers includes both direct compensation and corresponding benefits and services, the growth in both resulted in increased labor costs to organizations. The benefits program of wateen is reviewed each year to ensure that the plans are cost effective and continue to provide competitive benefits meeting the needs of our employees and their families. Contemporary Benefits offering : The number and types of benefits offered have increases as their costs. Benefits offered to employees reflect many trends in our labor force. Benefits given to :

dual career couples singles singles with children individuals caring for thir parents (elder care)

Benefits needs : Wateens HR professionals periodically perform needs assessments that determine which benefits are preferred by their employees. Employees appreciate the opportunity to have input into their benefit package. Wateen Telecom provides the following benefits to its employees:

LEGALLY REQUIRED BENEFITS :

Employee benefits mandated by law are legally required benefits. Companies either pay premiums associated with many of these legally required benefits or share costs with employees to provide each employee with some basic level of financial protection at the time or retirement or termination or as a result of injury. Social security : Social Security provides a source of income for retirees, disabled workers and surviving dependents of workers who have died. It is given on the basis of provisional funds in which half contribution is by wateen and half by wateen. Unemployment Compensation : Unemployment Compensation is an employee insurance that provides some income continuation in the event an employee is laid off. Bing fired from a job, however, may result in a loss of umemployment compensation rights. No unemployment compensation is given by wateen Workers Compensation : It is a employee insurance that provides income continuation if a worker is injured on the job. Workers compensation benefits are based on fixed schedules of minimum and maximum payments. Wateen also give workers compensation insurance programs, whether publicly or privately controlled, provide incentives for employers to maintain good safety records.

Family and Medical Leave Act (FMLA) : Wateen provides 10 medical leaves, 10 casual and 20 annual leaves. If a employee gets more than 40 days leave then 15 days leave are also given but this leave is given without pay.

VOLUNTARY BENEFITS :
The voluntary benefits offered by an organization are limited only by managements creativity and budget. Organizations work hard to put together a package of voluntary benefits that will attract, motivate and retain the most qualified employees. Wateens Telecom provides voluntary benefits to its permanent employees. Following Voluntary benefits are given to its employees : a) Medical Care : Wateen provides first aid medical care if a person gets injured on job. b) Cell phone Allowance : Every employee gets cell phone allowance from wateen. c) Car Allowance : Car allowance is also given to wateens employees i.e petrol, CNG, maintenance etc d) Driver Allowance : Drivers are also given to top/senior managers. e) Rents Allowance : Employees who live on rent are given rent allowance in their salary. f) Health Insurance : It is one of the most important benefits for employees because of tremendous increases in the cost of health care. The purpose of health insurance is to protect the employee and his or her immediate family from any major illness and to minimize their expenses. Wateen insured their employees from Alfala Bank. Approximately 5-6 lacs health insurance can be given to employees.

g) Health Maintenance Organization (HMO) : HMO provides quality health at a lower cost to its employees. h) Preferred Provider Organization (PPOs) : PPOs have a large network of doctors, hospitals and other related medical service facilities to provide services at a reduced cost. Wateens employees gets discount from Al-Razi Health Care Centre Point of Services (POS) : These plans require that primary care physicians provide most health services.

RETIREMENT BENEFITS :
Retirement plans are designed to reward long service employees. Developing a Retirement Plan : For the purpose of developing a retirement plan , following plans must be considered : Non-Contibutory Plans : The employer pays the entire amount. Contributory Plans : Contributory Plans requires both employee and employer to contribute. Each employee has an individual account, to which both the employee and the employer may make contributions.

Other Retirement Benefits :

Other retirement benefits include : a) Early retirement : It allows worker to retire before the traditional retirement age of 65. Benefits are normally reduced due to less contribution towards organization. b) Retirement Counseling : The primary purpose of pre-retirement counseling is to encourage an employee to plan for retirement emotionally and financially. According to Wateen :

As Wateen Telecom is the private company, it has no influence of government upon them so, there is no retirement benefits given to employees. If a person leaves after completion of 5-10 years of his person then company give some benefits to him.

TIME OFF BENEFITS :

These benefits provide rest from the physical and mental effort of a job to increase employee productivity. Time off benefits: 1) On the Job breaks : Wateen provides time off benefits on the job breaks during the working hours i.e Rest breaks, Meal breaks, Tea breaks & wash up times etc 2) Sick days and Well pay : Some absences from work are unavoidable. Today most companies pay workers when they are absent for medical reasons by granting a limited no. of sick days per year. 3) Holiday and Vacation : Time benefits can be offered to employees inform of holidays who meet productivity or other goal. Vacations are usually based on employee length of service i.e. Employees working 24/7 gets local holidays only but no extra leaves are given to them. Every employee gets holidays like eid holidays, any other event etc 4) Leaves of Absence : Leaves of absence are often granted for pregnancy, extended illness, funeral service, accidents and other reasons in a company HR policies. Extended Leaves: Given without Pay Shorter Leaves: Given with Pay

SURVIVOR BENEFITS:
Many companies provide life insurance as a benefit to provide protection to the families of employees. Group Team Life Insurance: Many employers offer a small amount of group team life insurance to full-time employees. Wateen does not provide group team Life insurance.

Travel Insurance: Wateens provide every kind of travel insurance like pick n drop services, any aid in case of injury etc

WORK SCHEDULING BENEFITS:

Work scheduling means to create time table where u can allocate exact amount of work to employees. Following are different types of work scheduling benefits offered to employees : a) Shorter Work Times : Shorter work days and work weeks are new ways to increase employee productivity. Working schedule of Wateen is 9 hours i.e. 9am-6pm. Permanent employee gets satureday, Sunday off. But these two-day holiday is given only to permanent employees. b) Flex times : Flextime eliminates rigid starting & ending times for the work day, Instead employees are allowed to report to work at any time during a range of hours called Core Hours. Wateen provides flextime hours to their employees. c) Job sharing : Job sharing involves one or more employees doing the same job but working different hours, days or even weeks. Mostly two people handle the duties of one full time job. There is no job sharing in wateen. Every employee do their their own job in their own time.

PERFORMANCE APPRAISAL
Performance appraisal is the systematic description of an employees strength and weaknesses. A performance appraisal is a method by which the job performance of an employee is evaluated. A performance appraisal is a part of guiding and managing career development. It is the process of obtaining, analyzing, and recording information about the relative worth of an employee to the organization. Performance appraisal is an analysis of an employee's recent successes and failures, personal strengths and weaknesses, and suitability for promotion or further training. It is also the judgment of an employee's performance in a job based on considerations other than productivity alone.

This is usually done once or twice in a year.

Aims
Generally, the aims of a performance appraisal are to:

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. To improve performance through counseling, coaching and development.

PROCESS OF PERFORMANCE APPRAISAL

The performance appraisal process is a process that evaluates employee performance. Normally it compares quality, quantity, cost, and time.

1. Establishing Performance Standards:

The first step in the process of performance appraisal is the setting up of the standards which will be used to as the base to compare the actual performance of the employees. This step requires setting the criteria to judge the performance of the employees as successful or unsuccessful and the degrees of their contribution to the organizational goals and objectives. The standards set should be clear, easily understandable and in measurable terms. In case the performance of the employee cannot be measured, great care should be taken to describe the standards.

2. Communicate The Standards:

Once set, it is the responsibility of the management to communicate the standards to all the employees of the organization. This will help them to understand their roles and to know what exactly is expected from them. The standards should also be communicated to the appraisers or the evaluators and if required, the standards can also be modified at this stage itself according to the relevant feedback from the employees or the evaluators.

3. Measuring the Actual Performance:

The most difficult part of the Performance appraisal process is measuring the actual performance of the employees that is the work done by the employees during the specified period of time. It is a continuous process which involves monitoring the performance throughout the year. This stage requires the careful selection of the appropriate techniques of measurement, taking care that personal bias does not affect the outcome of the process and providing assistance rather than interfering in an employees work.

2.

4. COMPARING THE ACTUAL WITH THE DESIRED PERFORMANCE :

The actual performance is compared with the desired or the standard performance. The comparison tells the deviations in the performance of the employees from the standards set. The result can show the actual performance being more than the desired performance or, the actual performance being less than the desired performance depicting a negative deviation in the organizational performance. It includes recalling, evaluating and analysis of data related to the employees performance. 5. DISCUSSING RESULTS: The result of the appraisal is communicated and discussed with the employees on one-to-one basis. The focus of this discussion is on communication and listening. The results, the problems and the possible solutions are discussed with the aim of problem solving and reaching consensus. The feedback should be given with a positive attitude as this can have an effect on the employees future performance. The purpose of the meeting should be to solve the problems faced and motivate the employees to perform better.

6. DECISION MAKING: The last step of the process is to take decisions which can be taken either to improve the performance of the employees, take the required corrective actions, or the related HR decisions like rewards, promotions, demotions, transfers etc.

Techniques/Methods of Performance Appraisal

Different techniques have been developed. The specific technique used depends on the type of work being evaluated > the performance measures chosen must reflect the nature and complexity of the job duties (e.g. repetitive assembly-line work can be assessed more objectively than the daily activities of a bank executive). Two categories of performance measures are: (1) Objective methods (2) Judgmental methods.

Proficiency on production jobs is more readily appraised by objective performance and output measures.

Objective Performance Appraisal Methods

The measurement of performance on production jobs is relatively easy in principle. It involves recording the number of units produced in a given time period. Such measures of quantity are widely used in industry in part because production records are readily available. In practice, performance appraisal of production jobs is not so simple. Quality of output must also be assessed.

Judgmental Performance Appraisal Methods

Jobs on which employees do not produce a countable product are more difficult to assess.To determine how effective or ineffective an employee is, we must ask people

who are familiar with the person and the work, usually a supervisor, but sometimes colleagues, subordinates and the employee.

Written Narratives:
Written narratives are brief essays describing employee performance. Although many organizations use them as the sole means of performance appraisal, most also use numerical rating procedures.

Although both narrative and rating techniques are subjective, the narrative technique is more prone to personal bias. An essay written by a supervisor can be ambiguous or misleading when describing an employee's job performance. Some times these misstatements are inadvertent and sometimes they are deliberate, to avoid giving a negative appraisal.

Merit Rating Techniques

Objective rating methods designed to yield an objective evaluation of work performance. This technique is considerably more formalized and specific in that job-related criteria are established to serve as standards for comparison.

Rating Technique
Rating scales: a performance appraisal technique in which supervisors indicate how or to what degree each relevant job characteristic is possessed by a worker.

Performance rating scales are the most frequently used merit rating method of performance appraisal. In rating quality of work based on observations of the worker's performance, the supervisor expresses a judgment on a rating scale. Ratings are a popular way of evaluating performance for 2 reasons: they are relatively easy to construct, and they attempt to reduce personal bias.

Ranking Technique:
A performance appraisal technique in which supervisors list the workers in their group in order from highest to lowest or best to worst.

They rank employees on specific characteristics and abilities and on overall job proficiency.

You can see major conceptual differences between rating and ranking. In ranking, each employee is compared with all others in the work group or department. In rating, each employee is compared with his or her past performance or with a company standard.

Paired-Comparison Technique:
A performance appraisal technique that compares the performance of each worker with that of every other worker in the group. Comparisons are made between 2 ppl at a time, and a judgment is made about which of the pair is superior. If specific characteristics are to be rated, the comparisons are repeated for each item. When all possible comparisons have been made, an objective ranked list is obtained that is based on the workers score in each comparison.

Forced-Distribution Technique
A merit technique of performance appraisal in which supervisors rate employees according to a prescribed distribution of ratings; analogous to grading on a curve. Superior 10% Better than average 20% Average Below average Poor 40% 20% 10%

Forced-Choice Technique

A merit rating technique of performance appraisal in which raters are presented with groups of descriptive statements and are asked ro select the phrase in each group that is most or least descriptive of an employee.

Behaviorally Anchored Rating Scales (BARS)

A performance appraisal technique in which appraisers rate critical employee behaviors.The usual way to develop behavioral criteria is through the critical-incidents technique. Supervisors familiar with the job observe the performance of their workers and note those behaviors necessary to effective job performance. A series of critical-incident behaviors are established some associated with superior performance and others with unsatisfactory performance. These behaviors, based on actual job behaviors, are used as standards for appraising worker effectiveness.

Behavioral expectation scales (BES):

A performance appraisal technique in which appraisers rate critical employee behaviors in terms of expectations.

Sources of Error in Performance Appraisal

Performance appraisal still involves one human being judging, assessing or estimating the characteristics or performance of another. Some common sources of error that can distort employee performance appraisals include:

Halo effect:
The tendency to judge all aspects of a persons behavior or character on the basis of a single attribute.

Constant bias:
A source of error in performance appraisal based on the different standards used by raters.

Most-recent-performance error:

A source of error in performance appraisal in which a rater tends to evaluate a workers most recent behavior rather than behavior throughout the period since the last appraisal.

Inadequate information error:

A potential source of error in performance appraisal in which supervisors rate their employees even though they may not know enough about them to do so fairly and accurately.

Average rating error or Leniency Error:

In performance appraisal, the reluctance of a rater to assign very good or very poor ratings. Consequently, most ratings fall in the middle of the rating scale.

ACCORDING TO ORGANIZATION:
Wateen evaluated their employees through performance appraisal. The employees fill the form of performance appraisal. In good results of performance appraisal the Wateen provide the benefits and rewards to their employees. Wateen performance appraisal is done annually. In Wateen, performance appraisal base on both the outcomes and behavior.

outcomes

performance of employees in wateen

behavior

Wateen rate employees on specific job duties and on broader factors such as cooperation, supervisory skills, time management, communication skills, judgment and initiative, and attendance.

Wateen Improving Performance Appraisals

Training: Training the persons who conduct performance appraisals involves: Creating an awareness that abilities and skills are usually distributed in accordance with the normal curve, so that it is acceptable to find broad differences within a group of workers, and Developing the ability to define objective criteria for workers behaviors the standards or average performance levels against which workers can be compared.

The more actively the raters are involved in the training process, the greater the positive effects.

REWARDS
Compensation or remuneration for services is called Reward. An employee reward system consists of an organizations integrated: Policies Processes Practices

OBJECTIVES OF REWARDS: Following are the objectives of rewards from organization point of view: To drive desired behavior in employees To attract, retain, motivate and satisfy employees Encourage behaviors that will contribute to the achievement of organization Support quality, customer care, team work and innovation.

COMPONENTS OF REWARD SYSTEM:

Wateen believes in compensating employees in a manner comparable to their competitors in the market. Reward System consists of : A) Financial Rewards : Any reward which is paid in terms of money. It includes: Basic Pay : Fixed salary or rate that constitutes the rate for the job. It can be Annual, Monthly, Weekly and Hourly. In Wateen Pay are given on monthly basis. Variable or Contingent Pay : Additional financial rewards that are based on performance, competence, contribution, skills and experience are called Variable pay. It is not added to the BASIC PAY.

Forms of Variable Pay :

Individual performance based.: Wateen provides pay for performance culture that provides employees with opportunities to earn higher levels of compensation. Bonuses : Bonuses are given as reward for successful performance. In Wateen there are 2 bonuses given to the employees in a year. When a project goes successful and it generate great revenue for the organization then bonuses are given. Incentives : These are the payments linked with the achievement of previously set targets. Wateen provides both Short term and long term Incentives. For example a Customer Service representative when comes Employee of the Month then he receives an additional incentive in the form of cash (Rs.10000) and a certificate. Commission: A special form of incentive in which the employee is paid some margin of profit he earns for the organization. In Wateen commission is given to the Sales department only. The target of a Sales executive for 1 month is 30 sales and if the Sales person

sells more than 30 connections in a month then he receives additional commission Rs.1000 / sale.

B) Non Financial Rewards : Wateens Non Financial Rewards includes any reward which focus on need of people for Achievement Recognition Responsibility Personal Growth Promotions Appreciation Career development