• The Alkaram group was founded in March 1986

• They are a manufacturer and supplier of distinguished

fabric
• Alkaram’s core services include:
1. Fiber manufacturing
2. Spinning
3. Weaving
4. Knitting
5. Dyeing and printing of woven and knitted fabrics
Designing
• The Group's vision is to become the largest modem
retailer
• Alkaram has created private brands such as,
1. Alkaram Studio
2. Baby shop
3. Lifestyle
4. Mango
5. Splash
• Vision Statement
To be a global partner integrating vertical textile solutions with
values and sustainability.

• Mission Statement
To be a leading competitive global textile company delivering
improved Stakeholders' value by being a Preferred Partner for our
Customers, Suppliers and Society through Innovative and Cost
Efficient Quality products guided by Technology and Competitive
Workforce in a Sustainable manner through Continuous
Improvement.
• Textiles has expanded its reach to people
• Alkaram has established more than 200 outlets
• Deployed an efficient supply chain
management system
• Al-Karam Textiles have built a reputation
• They have high-end products
• Alkaram also produces medium-end
clothing products
• Alkaram textile has devised its business strategy
focused on three main areas
1. Cost Effectiveness,
2. Enhanced Customer Services and
3. Environment friendly products
• A human resources management strategy is the
overall plan
• HRM strategies guide personnel decisions
• A comprehensive HR Strategy will also support
other specific strategic objectives
• Alkaram Textile focuses on Effective human
resource planning that requires a look at the
current and future needs of the organization
• Human resource leaders should be part of the
organization's strategic planning process
• Human resource professionals must also consider
future needs
• HRP at Alkaram Textile contributes significantly
to the strategic management
• Alkaram Textiles considers the qualified pool
• It focuses on qualification and training skills that
candidates have acquired
• In ALkaram there is no prescribed job description
• The operational manager who is the controlling
authority of the lower staff has the authority to
change their job related duties with the
consultation of supervisor
• The head office will use written job description and
specification to select the right employee.
• But one thing is important that job related duties
and responsibilities at low level can change with
the will of immediate supervisor.
• For middle level staff at Alkaram the manager of a
department is the overall in-charge for maintaining the
required staff level.
• The manager of the concerned department will give
requisition to the head office giving job description
and specification for any new hiring.
• Furthermore, they also forward the referrals for the
internal promotions.
• At the top level including the Senior Managers,
General Managers and Chief Executive Officer
the job analysis is done directly by the head
office
• he Alkaram follows that policy of succession
planning in its HR strategy
• Furthermore, the head office mostly uses
internal source of recruitment and industry
referrals to fill the vacant top level positions
• Al-Karam realized that they will be needing a
software
• This provide them not only HR solution but also made
the daily operations computerized
• It has been one of their achievements that they have
significantly reduced their paper usage
• Software is not filling their HR requirements but also
satisfying the requirements of the company
• There are three modes of hiring at Alkaram
Textile:
1. Reference
2. Advertisement (Rozee.pk)
3. Walk in interview
• There are two types of sources
1. Internal
2. External
• Al-Karam follows a very simple rule
• They with the passage of time have developed a
sense
• To ensure and monitor the supply of labor, Al-Karam
has always allowed and encouraged candidates to
apply all-round the year
• One technique they carryout to forecast HR demand
• SUCCESSION MANAGEMENT
In Alkaram succession planning is done on continuous bases, that is,
for every position they have already planned a successor who is
under continues training during his tenure at Alkaram

• STRATEGIC OPTIONS
Al-Karam has developed a habit of fulfilling all their requirements
on their own wether its research for which they have their own
Research and Development department or their own designed
information and data management system, they just don’t rely on
forces outside their organization and work independently
STRENGTHS
• ISO Certification:
• State of the art equipment
• Access to high quality cotton (in short staple
category)
• Weaknesses

• Less employee involvement in decision making

• Quick decisions require the assessment of ground
resources first
• Multi-tasking makes employee overburdened
• No programs to keep the employees motivated
therefore, the employee morale is low
• Opportunities

• Big opportunities in the local low-end market

• International brand of designer wear
• More business translates into better raises or
higher wages for current employees, along with
growth for the surrounding community through
the hiring of more workers
• Threats

• Political/Economic Instability
• Piracy of designs
• Brand name infringement
• Tough international and national competitors
• Alkaram should run labor training programs like stitching
machine operator training
(SMOT ) programs.
• Alkaram should also use their Alkaram HRm system for
management of lower staff.
• Alkaram should also recruit employees purely on merit not on
source.
• Job descriptions should be reviewed and updated priodically
not done only when new jobs are created.
• As the workforce demographics’ are changing so they should
encourage implementing Equal Employment Opportunity for
women as well.