final hrm.docx

Overview of the Management Practices of PEL

Prepared for: Sir Imran Akbar Saifi

Managing Human Capital

Class: BBA (H) Section: B, Fall 2015

A study conducted by:

Ayesha Dastgir Khan 13047005017

Afzaal Ali 13047005047

Shehar Bano 13047005059

Anila Aqil 13047005052

Ayesha Sattar 13047005003

Submitted on: Friday, December 18, 2015

University of Management and Technology


Acknowledgment:

A million thanks to the Almighty, without whose support, this project would not have been

possible for us to complete. We would also like to take this opportunity to extend our

appreciation and gratitude to Sir Imran Akbar Saifi, without his counseling and parallel skills

we would have never been able to prepare this report. We owe special thanks to PEL

Company for assistance, in the development of work and data collection. Finally we owe

many thanks for the participation of all group members and their coordination to accomplish

the task.

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Table of Contents:

Executive Summary: ................................................................................................................ 3

About us: ................................................................................................................................... 4

Analysis of External Environment: ........................................................................................ 8

Growth: ................................................................................................................................... 13

Decline: .................................................................................................................................... 14

Opportunities and Threats: ................................................................................................... 14

Internal Environment: ........................................................................................................... 15

Structure of Human Resource Department: ....................................................................... 17

Description of HR Practices followed by PEL : .................................................................. 17

Observation of flaws: ............................................................................................................. 24

Conclusion: ............................................................................................................................. 25

References: .............................................................................................................................. 26

Appendices: ............................................................................................................................. 26

Questionnaire: ........................................................................................................................ 26

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Executive Summary:

We, Ayesha Dastgir Khan, Shehar Bano, Afzaal Ali, Anila Aqil and Ayesha Sattar as the

students of University of Management and Technology, BBA (H) Batch 47, were assigned a

project of Managing Human Capital with a title “Overview of the Management Practices of

PEL”. We went to the company and met the HR Manager, Mr. Ali Kamran. We did a

question answers session of about three hours with him and talked about the major roles of

the HR Department. He gave us the overview of the overall functioning of the HR

Department.

PEL is the flag bearer of Saigol Group of Companies. The products manufactured by PEL

have always been of high standard and their name is synonymous to quality all over Pakistan.

Apart from their product the company has also produced hundreds of experienced engineers,

skilled workers and technicians through its outstanding training programs.

The company comprises two divisions:

Appliances Division

Power Division

Company has a good repute in the world of credit due to which most of the financial

institutions like National bank, Faisal bank etc. have provided special credit limits to them in

order to support its operational activities. During our visit to PEL, we got a broader vision of

the applicability of the Human Resource Department in professional life and its importance.

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About us:

Pak Elektron Limited (PEL) is the pioneer manufacturer of electrical goods in Pakistan. In

1956, the Company was set up by Malik Brothers in technical collaboration with M/s AEG of

Germany ("AEG") to manufacture transformers, switch-gear and electric motors. AEG

relinquished their share of PEL to the Malik Brothers in the late 1960s, which was

subsequently acquired by the Saigol Group of Companies in 1978.

Since its inception, the company has always been contributing towards the advancement and

development of the engineering sector in Pakistan by introducing a range of quality electrical

equipment’s and home appliances and by producing hundreds of engineers, skilled workers

and technicians through its apprenticeship schemes and training programmes.

Until the acquisition by the Saigol Group, PEL was solely catering the power equipment

market. The Company ventured into home appliances market in 1981 after acquisition as a

part of the Group's long term strategy of diversification.

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Vision and Mission Statement:

Vision:

To Excel in providing engineering goods and services through continuous improvement.

Mission:

To provide quality products and services to the complete satisfaction of our customers and

maximize returns for all stake holders through optimal use of resources.

To promote good governance, corporate values, and safe working environment with strong

sense of social responsibility.

Company Information:

BOARD OF DIRECTORS

Mr. M. NaseemSaigol Chairman

Mr. M. AzamSaigol Non-Executive

Mr. M. Murad Saigol Executive/Certified (DTP)

Mr. Muhammad ZeidYousufSaigol Executive/Certified (DTP)

Mr. Haroon Ahmad Khan Executive/Certified (DTP)

Syed Manzar Hassan Executive

Syed Zubair Ahmad Shah NIT Nominee (Independent)

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Mrs. Tahira Raza NBP Nominee U/S 182 of the

Ordinance/Non Executive

Mr. Wajahat A. Baqai NBP Nominee U/S 182 of the


Mr. Khadim Hussain NBP Nominee U/S 182 of the


Mr. Khalid SiddiqTirmizey BOP Nominee U/S 182 of the


Mr. Munaaf Ibrahim Independent

Audit Committee

Mr. M. AzamSaigol Chairman/Member

Mrs. Wajahat A. Baqai Member

Syed Zubair Ahmad Shah Member

Mr. Haroon Ahmad Khan Member

HR & Remuneration Committee

Mr. M. AzamSaigol Chairma

n/Member

Mr. Manzar Hassan Member

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Syed Zubair Ahmad Shah Member

Mr. Haroon Ahmad Khan Member

Company Secretary

Muhammad Omer Farooq

Chief Financial Officer

Syed Manzar Hassan, FCA

Auditors

M/s RehmanSarfraz Rahim Iqbal

Rafiq& Co.

Chartered Accountants

Legal Advisor

M/s Haasan& Hassan Advocates

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Power Division Appliance division

Distribution Transformers Washing Machine

Power transformers Microwave Oven

Energy Meters Air Conditioner

Switchgears Refrigerator

Epc D Deep Freezer

Analysis of External Environment:

In 1948, the Saigols migrated from Calcutta and initiated their business in Lyallpur (later

named to as Faisalabad), the textile city of Pakistan, under the banner of Kohinoor Industries

Limited.

Kohinoor Textile Mills:

The Saigols set up the first major textile unit - The Kohinoor Textile Mills under the umbrella

of Kohinoor Industries Limited. The Kohinoor Textile Mill has state-of-the-art quality control

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from raw material to finished product manufacturing. Its laboratory is top rated amongst the

best laboratories in Pakistan for testing of textile raw materials, other inputs and yarn.

Initial Capacity: 25,000 spindles Current Capacity: 71,648 spindles

Pak Elektron Limited (PEL):

In 1978, the Saigol Group of Companies purchased major shares of Pak Elektron Limited. At

that juncture, the company was only manufacturing transformers and switchgears. With the

Saigols in management, PEL started expanding its product range by entering into Air

Conditioner manufacturing.

The PEL Group comprises two divisions

Appliances Division

Power Division

Appliances Division:

PEL's Appliances Division is the flag carrier of the Saigol Group. This Division of PEL

consists of home appliances manufacturing.

Power Division:

PEL Power Division is one of the major electrical equipment suppliers to WAPDA & KESC.

Since 1956 the company manufactures transformers, energy meters, switchgears, kiosks,

compact stations and shunt capacitor banks

Description of the Products:

Appliances Division:

Refrigerator

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Air Conditioner

Microwave Oven

Washing Machine

Water Dispenser

Deep Freezer

All Air Conditioners:

PEL presents Cool life Split AC which is a technologically advanced model especially

designed for Pakistani market. This masterpiece from PEL provides maximum cooling even

at very high temperatures while minimizing electricity consumption.

PEL Silver Line Ovens:

PEL the trustful company name in home appliances all over the country, now introduced all

new models of "PEL Silver line" Microwave Ovens.

PEL Washing Machine:

PEL washing machines are extremely durable and include cutting edge features that help

reduce washing time, save detergent and give your laundry a high quality finish

Silver line Water Dispenser:

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Water dispensers are a welcome addition to PEL range of home appliances. Our Silver line

and Life-Stream water dispensers make life a little easier and fridge space a bit more

plentiful.

PEL Deep Freezer:

PEL has introduced its deep freezer which meets all the present and future demands of a

perfect kitchen! So Stock & Save more with our Deep Freezer!

Power Division:

Distribution Transformer:

PEL distribution transformers range includes oil immersed core type transformers, Dry type

(VP impregnated) transformers and autotransformers.

Power Transformer:

Extensive experience and success in manufacturing distribution transformers led to the

establishment of power transformer division in 2005. Since its birth the division has produced

transformers of ratings 31/40MVA, 20/26MVA, and 10/13MVA for ratings up to 132 KV.

Dry Type Transformer:

Introduction:

The demand of electricity in Pakistan has been increasing rapidly in the last few years. There

is a mushroom growth in the high rise buildings, shopping areas; the developed as well as

many developing countries are installing dry type transformers as a solution for ensuring

safety in such scenarios.

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Energy Meter:

Automatic Meter Reading/ Advanced Metering Infrastructure:

Poly Phase Static Energy Meters

Poly Phase Electromechanical Energy Meters

Switchgear:

Following are some key products in LV category.

LV Distribution Panel

Motor Control Centre (MCC)

Bus Tie Duct (BTD)

MV Equipment’s:

Following are some key products in MV category.

MV Metal Clad Switchgear Cubicles

MV Pad Mounted Transformers - (Compact sub-stations)

Kiosk Type Compact Sub Stations - Walk in type

EPC contracting

Transformer Services:

We Provide Services In:

Power Transformers

Distribution Transformers

MV Instrument Transformers

Control & Protection Panels

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MV & LV Panels

Generators

Our Services Include:

Diagnostic and assessment services

Preventive and corrective maintenance

Remanufacturing services

Installation and commissioning services

Engineering Consultancy and services

Customer Training

Other services (Factory Based HV Test)

Growth:

PEL's refrigerators and air conditioners are in great demand. At present, PEL crystal has 30%

market share. PEL deep freezers are also the preferred choice of prominent companies. In

addition, PEL is one of the major electrical equipment suppliers to Water and Power

Development Authority (WAPDA) and Karachi Electrical Supply Company (KESC), the

largest power utilities in Pakistan. Over the years, PEL electrical equipment has been used in

numerous power projects of national importance in Pakistan.

Since its inception, the company has always been contributing towards the advancement and

development of the engineering sector in Pakistan by introducing a range of quality electrical

equipment’s and home appliances and by producing hundreds of engineers, skilled workers

and technicians through its apprenticeship schemes and training programmes.

Recently, PEL has been awarded for the second time with '4th CSR National Excellence

Award 2009' for best efforts within the multi-dimensional scope of CSR and a special award

for ‘Best Information Material on CSR’.

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Recent Performance:

Sales during the period at Rs 16.719 billion registered an increase of 24% over corresponding

period and net profit also grew to Rs 350 million from Rs 194 million, showing an increase of

80%. The gross profit margin was 18.8% in 9M10 as compared to 19.7% in the same period

last year. This slight decline in margin was covered with the control on expenditures, which

led to improvement in net profit margin by 2% as compared to 1.4% in the same period last

year. EPS was recorded at Rs 2.87 as compared to 1.34 in the same period last year.

The power division has performed well due to healthy growth in sales and orders in-hand. In

appliances division, sales growth contribution mainly came from refrigerator and new

addition of distribution business of LG. Selling prices were raised during the period, which

helped maintain the margins

Decline:

Sale of air conditioners also went down because of imposition of duty, which increased the

prices along with the economic distress being faced by the economy.

Opportunities and Threats:

Opportunities:

1. Exploration of market in Pakistan

2. Increase in product range

3. Export opportunities

4. Increase in production capacity

Threats:

1. Strong competition

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2. China’s product introduction in market

3. Price war

4. Slow growth rate in Pakistan

5. Instability of government

6. Tax department

7. World trade organizations.

Competitors:

The company is competing with many competitors. Some of them are as follows:

1. Dawlance

2. Orient

3. Haier

4. Waves

5. Samsung

6. Nobel

7. Mitsubishi

8. Siemens

Internal Environment:

(1) Workforce characteristics

(2) Strengths and Weaknesses

Work force characteristics:

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PEL has no specific requirement for the labour being hired there but for higher career

position in PEL they require experienced, qualified and dynamic manager projects, manager

designs, and manager protection and manager business development. Mostly they look for

BSc Electrical engineering with MBA.

Strengths:

1. Brand name

2. Strong dealer network

3. Quality product

4. Best sales services

5. Market leader in WRAC.

6. Second one in refrigerator.

7. Strong management team

8. Distribution of authority

9. Research and development.

10. Free customer service.

Weaknesses:

1. Financial problems

2. Lack of advertisements

3. System variations

4. Lack of product range

5. Less utilization of capacity

Structure of Human Resource Department:

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The HR manager of PEL told us that the HR department promises and ensures to provide a

positive working environment and therefore our employees work together and coordinate

tasks in the form of teams which are related to different areas of expertise, headed by an HR

Manager. This shows joint specialization and complex integrating mechanisms in which our

teams are primary integrating mechanisms. The Authority to control tasks is delegated and

the communication is lateral. Hence our department is a network of teams in which

employees work in different capacities simultaneously and over time. This highlights the

organic structure of the HR department.

Description of HR Practices followed by PEL :

For each of the HR department functions, we interviewed the HR Manager who had 8 years’

experience in PEL’s HR department. He told us that he joined this company as a training

officer and then excelled as a recruiting head and then finally achieved the position of HR

manager. We started off by asking for his introduction and the basic questions regarding HR.

On being asked about the use of power that he possessed as an HR Manager, he responded

that power and authority was something which you don’t need to use rather you need to

exercise it. Further he was of the view that if one had some logical reason to prove his

decision right then he or she doesn’t have to ask anyone. When asked about the use of power

being on this designation he added that if somebody had to leave the organization and you

had to look for another resource, that would be the time when you will realize the

importance of the proper policy making and when you will draft policy in such a manner

that everything would be in its optimal way, then you will not be questioned about anything.

While enlisting the key points of his self-assessment he told that he judges himself firstly

by the turnover ratio of the company. Secondly, he focused over the building of a polished

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environment in the company i.e., the environment which was friendly enough for the

employees as well as the employer and this was where the key role of HR counts. For this

purpose PEL’S HR department celebrated family, earth and children day and Eid with an

orphanage named as Fountain House, besides this PEL also launched a program, SIP, which

was for internees in which 60 groups came as internees to become a part of different

departments. PEL conducted a seminar and assigned them projects and out of them top three

projects were selected by the top management of PEL and were rewarded and this program

of ours, according to him, went best so far nationwide. All these activities count as one of

PEL’s corporate social responsibilities, he added. It’s all about interacting with employees

frequently, listening to their grievances and at the time of performance appraisal you try

to take care of those grievances. He further added, while appraising the performances you

also needs to check the whereabouts of the market. For an HR department, market

intelligence means to check the structures, payrolls, perks etc. of the organizations in your

vicinity of our size and then compare our structures with the current market condition in

order to stay in competition followed by the three steps as under:

Maintain a positive working environment

To provide the employees with the privileges so that they remain a part of the

organization.

Facilitating the employees with the opportunities of their self-growth.

On being inquired about the departmental structure of the company he answered that PEL

as a company is further divided into two divisions 1. Appliances division 2.Power division.

The HR department looks after both divisions at the same time. Following are the major

departments working in PEL:

Human Resource

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Finance and Accounting

Audit

IR

Import and logistics

Besides this, the individual departments are:

Production, Quality, Planning, Operations, Procurement etc.

Then we asked him about the management style he practices as an HR manager and he told

us that he practices the management style of power delegation. Additionally he said that

power delegation is important because the manpower of the company should be capable

enough to take their decisions themselves. Definitely the management is there to cross check

those decisions but they should have an idea to design their decisions themselves. To support

his view he further added that if you want to have leaders in your company then you will

have to delegate power down the managerial hierarchy as this style of management helps in

building confidence and loyalty in the employees and they work even harder for the success

and betterment of the company. While talking about the number of employees working in

PEL he quoted a rounded figure of 6500 which includes all the direct and indirect employees.

When we asked him about his areas of control as an HR manager he replied that the areas of

recruitment, performance appraisal and the creation and maintenance of congenial working

environment come under his control.

Furthermore we asked him about the type of strategic management being practised over

there and he responded that the strategies depend upon the dynamics of the company and the

whole strategic management is systematized accordingly. This is a part of the strategy of PEL

to aware their people about the team work and most of the work being done in this

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organization is being achieved by this policy. The philosophy of Human Resource

Management according to our interviewee was that it’s not just about hiring and firing the

person but it’s a complete loop that starts from recruiting then comes the screening of the

resource. Next phase is of the training of the employee. This is the point where most of the

companies lack because they don’t possess any specific training department. After the

training process the need assessment of the employee is done in which all the flaws of the

employee are judged and then shared with the concerned person after which the deficiencies

are again highlighted and are tried to overcome by the trainers again. This process builds

confidence in the employee and he gets convinced to think in the interests of the company as

he feels that the company is interested in his personal growth. And then his needs are

properly fulfilled. After that the stage of performance management comes and finally the

performance appraisal. This is the complete loop of the HR manager which is being practised

in this company. Then we questioned him about the talent management technique’s

practise in the company and he replied that they call it as skill matrix and practise it in such a

serious way i.e. first they identify the skills of the employee as an individual then assign them

the suitable duties and in order to further enhance those skills the company gives them the

best facilities of the training workshops. When we asked him about the HR tools being used

in the company the departmental level he told us that they are using straight forwardly

Dashboard tool as the performance measurement technique that contains all the consolidated

information of the employees overall. Later when he spoke to us about the high

performance work systems he stated that if they have a top manager who has his expertise

in all the major departments of his related area but possesses a little knowledge about the

general departmental structures of the company then the company organizes highly

specialized training programs for him in order to ensure the practise of high performance

work system. While talking about the identification of jobs he told that the first need is

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analysed then the job description is designed. This job description is designed by the

departmental head in collaboration with the concerned expert personality. This job

description basically encompasses all the important ingredients of the related job. In response

to the question related to the types of vacancies available he replied that the vacancies have

already been designed but now it’s just being replaced but whenever there comes a need of a

new department then vacancies rise in the market. Moreover, he explained us about the

process of Job analysis being practised over there. He articulated that it is always the

departmental manager who always conducts the job analysis. He basically begins with the

designing of job description. Based on the job description the job analysis is done. An

important part of job analysis is the practise of continuous interaction with the employees to

get the insights. But specifically the job analysis is done at the time of performance appraisal.

The most important things that are identified during this process in PEL are the training

needs of the employee, his or her personal needs, his level of satisfaction and motivation, his

goals and objectives as an individual and finally his expectations from the organization in

future. All these things count a lot in the growth of an employee and also in the successful

running of HR as a department because a successful job analysis is the base of least turnover

ratio.

Then came the question regarding employee recruitment and selection. Literally outlining

the employment policy of PEL he stated that “to find the perfect resource at the right time

at the right place is the optimum goal of PEL as an organization”. Whereas in

recruitment the next very crucial thing is the type of interview being conducted at the time of

recruitment. When we asked him about this area he clearly told us that they conduct properly

designed structured interviews that are designed by the specialized recruiter regarding every

concerned field. Whenever there comes any vacancy in the company, the specialized recruiter

of the concerned field starts collecting the resumes from various outside resources i.e. linked

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in, other jobs sites, PEL’s own database in terms of hard copies and for internal hiring

PEL’s own portal and the placement of ads in newspapers for any top management

vacancies. Out of those resumes, he short lists a few according to the job description and then

calls for the interviews and after that the strategic method of recruitment takes place step by

step. Next was another important question regarding the background check of the employee

being employed in PEL and we were informed that the background is checked through smart

questionings during the interview. This is a very hard core process that directly targets the

employee psychologically and things are got spoken by him very efficiently. He defined an

effective interview as a set of questions being asked in such a way that the opposite person

cannot judge that you are taking his insights. He also told us that PEL is also working

seriously on the importance of equal employment opportunities. Currently, 13% of the

total employee circle is composed of females and this amount is not fixed at all but the gates

are always open without any gender discrimination. Then he added about the validation of the

testing and recruitment process that after every one year they validate the recruitment of the

employee at the time performance appraisal.

Later was the discussion related to orientation and training programs of the employees,

and regarding such questions we got to know that after every fresh recruitment the employee

is given an orientation period of 2 to 3 months in which he visits almost all the main

respective departments to his field and after that he submits a report on the basis of his

observations to HR department that clarifies the company that what he has got to learn so far.

And the training programs are offered at the end of every year according to the results of

the need assessment but only for the permanent employees. While fresh employees are

offered the training programs after 6 to 8 months of their hiring.

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Then a very important portion of performance appraisals came, and he told us that their

performance standards are KPIs that are well defined to their employees and they judge their

employees through quantified performance standards. They evaluate their employees every

quarter but the final procedure of performance appraisals takes place by the end of every

year. When we asked him about the management style that he adopts with the attitude

problems he replied that counselling is the best way to tackle such situations and he as an

HR manager practices this style most often. Based on the last year performance achieved they

visit that database every year and change the values according to the company’s current

situation to plan for the performance improvement. The performance appraisal systems that

are used to appraise the performance of the employees in PEL are 60% quantitative and 40%

judgmental while the HR manager is of the view that it should be 100% quantitative and he

also told us that he is working on this project now. He added that performance appraisal

system is very crucial for the growth of every company because this is the only way you can

check the satisfaction level of your employees and this process is directly linked with the

reward and incentive program i.e. that solid commodity which the employee is actually

striving for.

Compensation and Rewards play an important role at PEL. In order to compensate their

employees they are using perks. At PEL it means they provide certain benefits to every grade

employee. These benefits are added to their salaries. He also told us that they have designed a

compensation and rewards policy in order to increase the morale, to reward peak

performance, to reduce turnover and to achieve internal and external equity.

When we ask them about Employee benefits they told us that it includes monetary benefits

other than their salaries. It includes provident fund, increment per year, leave encashment,

house rent allowance, bonuses and overtime pay. In addition, they told us that employees’

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performance is also linked with salary increment. Higher performer will get the additional

increments at the end of year. They inform us that incentive plan is designed for the benefits

of employees. For example if they work in overtime they will get overtime payment and this

will increase the productivity.

They told us that in order to provide Health and safety to their employees they are strictly

following the rules of ISO 9002 and OHSAS 18001 Certification. In the ISO 9002

certification, 14,000 employees are registered whereas 18,000 employees are registered in

OHSAS 18001 certification. PEL has got ISO 9002 certification in 1997, in order to apply the

international standard practices at the company and to effectively manage the quality of

products and services. For the assurance of products and services quality they are

continuously focusing on their systems and the quality of products. Moreover they are also

providing safety on the production side. They also notify us that OHSAS certification is also

used for the purpose of reducing risk, gaining assurance and to improve OH&S management.

PEL is the sole pioneer in engineering sector. As PEL not only deals with home appliances

they are also engage in power division. Power division is purely engineering related firm.

In a nutshell, PEL is working in such a way that in the first phase of need assessment all the

departmental heads sit together and keeping in minds the margin of growth finalize the

number of employees that need to be hired. Once this process is done and the policy has been

properly drafted every time when a person leaves the organization the replacement is

remotely done. This whole process can only be made successful when the policy is perfectly

designed at the right time.

Observation of flaws:

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As evaluating human resource practices is essential to the infrastructure, productivity and

future success of the company, PEL never overlooks these largest components. We after

analysing the interview in order to identify and highlight the flaws have determined that PEL

never underestimates the impact that a comprehensive human resource strategy can have.

Therefore, the only flaw that we observed was that PEL focuses little on the importance of

marketing in recruitment. They give less appreciation to the role of marketing as an

emergence of a huge tool for recruiters in order to differentiate them form the competitors.

This might keep them behind from competitors as far as gathering a pool of quality

candidates is concerned. They approach their organization with an insufficient marketing

perspective that is required to get an edge from the competitors.

Conclusion:

Being one of the leading firms in both appliances and power sector, we concluded that PEL is

flourishing due to its intelligently designed strategies and policies. The success of the

company lies in the contribution of the workforce. The company and its people are well

aware of their policies and practices and are well prepared for any need assessment. The

company understands the importance which workforce has for its organization. We observed

that the HR department of PEL is adding to the success of company through its efficient

recruitment, well organized training and developing techniques. PEL has adopted various

platforms for the marketing of its products and along with the use of social media for

recruitment. During recruitment and promotion they make no discrimination between

applicants and employees respectively and their proper hiring and selection process ensures

the recruitment of the best workforce. The company is giving various benefits to employees

and helps employees to work in a positive working environment. The HR department is

continuously playing its role in employee satisfaction, retention and motivation. There is less

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fear among the employees of losing their job, hence they work with more dedication. The

performance appraisal system of the company helps to contribute not only towards the

growth of their employees but also helps to improve their performance.

We after visiting the pioneers of electrical manufacturing in Pakistan had an excellent

experience and we were able to observe and learn the practical functionality and importance

of the HR department. PEL proved to be one of those exemplary organizations which had the

departments with the best functionality along with the most satisfied and retained workforce.

We not only learned the practical implications of the HR department but also compared the

flaws of other organizations by setting PEL as a standard.

References:

1) https://www.google.com.pk/

2) http://www.bing.com/

3) http://pel.com.pk/

4) Ali Kamran

Head Human Resource

Pak Elektron Limited, 14-Km, Ferozepur Road, Lahore-54760, Pakistan

Telephone: +92-42-35920151-59 Ext: 3185

Appendices:

Questionnaire:

Strategic Human Resource Management:

1. How do you use power or authority to get what you want done?

2. How will you describe your management style?

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http://pel.com.pk/

http://www.bing.com/

https://www.google.com.pk/


3. What are your areas of control?

4. Being an HR manager, what are your duties?

5. In your opinion, what are the trends that are shaping Human resource management?

6. How do you plan activities for yourself and your employees?

7. How do you apply POLC framework as an essential element of control?

8. Being an HR manager, what are your competencies?

9. On which type of strategic planning does your company or you as an HR manager Engage

in?

10. What is your role in strategic planning?

11. What strategic HRM tools do you use to translate your company’s goals into management

policies?

12. Do you promote high performance work practices?

13. How do you measure whether your policies and practices are producing the expected

employees competencies and behaviours?

14. Do you practice talent management technique in your hiring process?

15. How do you collect job analysis information and make job description and job

specifications accordingly?

16. How do you access priorities? How do you then assign them?

17. How far in advance do you plan activities for yourself and your employees?

18. What are the main techniques that you use in employment, planning and forecasting?

Job Analysis:

19. What are the types of vacancies that are available in PEL?

20. How jobs are identified in your organization?

21. Who conducts Job Analysis?

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22. How do you conduct job analysis or what methods are used for job analysis to ensure that

the job description actually matches the duties performed by the employee in the job?

23. How are the jobs analysed?

24. What are sources of information for conducting a Job Analysis?

25. What type of information do you collect from job analysis? How do you collect it?

26. How jobs are identified and how information about job is gathered in your organization

27. Do you boost productivity through work redesign?

EMPLOYEE RECRUITMENT AND SELECTION IN PEL

28. What is PEl’S employment policy?

29. What type of selection interviews do you conduct? Tell us about employee recruitment

procedure?

30. What are your criteria for selecting the right candidates? What are you looking for in a

candidate?

31. How do you conduct selection test to ensure the availability of right person for the right

job?

32. What are your main internal and outside sources of candidates for effective recruitment?

33. How do you recruit a more diverse workforce?

34. In your opinion, what should be done in order to conduct and effective interview?

35. How do you ensure the validity and reliability of the test?

36. How do you improve an employee’s background checking process?

37. What type of Equal employment Opportunities do you offer?

Orientation and training programs:

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38. Does the HR department orients newcomers to broad organizational issues and fringe

benefits?

39. What sort of employee training do you think is necessary to offer?

40. How and on what basis do you decide that your employees need training?

41. What type of training programs do you offer?

42. How do you ensure that your designed training methods are effective?

Performance appraisals:

43. What sort of performance standards have you held employees to?

44. How often do you evaluate your employees?

45. How do you get your employees involved in their own education?

46. How do you evaluate department’s overall performance?

47. How do you plan for performance improvements?

48. How do you deal with an “attitude” problem?

49. What performance appraisal system do you use?

50. Who does the appraising?

51. Why do you consider that performance appraisal is important?

52. How do you deal with the appraisal problems?

Compensation Management:

53. What is the role of compensation and rewards in PEL?

54. Why do you think that there is a need for designing a compensation policy?

Employee Benefits:

55. What benefits do you offer to an employee besides salary? Can you please enlist some

monetary and non-monetary benefits?

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56. Do you link employee’s performance to salary increment?

57. What specifically do you want to achieve by putting an incentive plan in for your

employees?

58. What specific improvements, behaviours and outcomes should the incentive plan be

designed to drive?

Health and safety conditions:

59. What efforts do you devote in order to make PEL an incident free workplace?

Career Development:

60. PEL being the pioneer manufacturer of electrical goods in Pakistan, how does it contribute

towards the advancement and development of the engineering sector?

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