it is a project of HRM where selected company is PEL
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Table of Contents:- Vision and Mission…………………………………………………………………10 Company Profile.......................................11 Company Information...................................12 DIVISIONS Refrigrators.....................................12 Air Conditioner..................................12 Microwae Ovens...................................25 Power Division...................................13 Group Profile..........................................15 PEL Organization Sturcture................................................... ................................18 Company information……………………………………………………………….24 ISO 9001 certification……………………………………………………………….26 EPS contracting…………………………………………………………………..…27 Organizational Behaviour in PEL…………………………………………………..32 Business Communication at PEL…………………………………………………..37 HUMAN RESOURSE MANAGEMNET in PEL…………………………………43 Organogram...........................................46 Recruitment and Selection........................47 Training and Developmnet.........................53 Orientaiton .....................................54 t 4 4
Transcript
Table of Contents:- Vision and Mission…………………………………………………………………10
Company Profile.......................................................................................................11
Company Information...............................................................................................12
“To excel in providing engineering goods and services through continuous improvement.”
Mission Statement
To provide quality products & services to the complete satisfaction of our
customers and maximize returns for all stakeholders through optimal use of
resources
To focus on personal development of our Human Resource to meet future
challenges
To promote good governance, corporate values and a safe working environment
with a strong sense of social responsibility
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PEL(Pak Elektron Limited)
PEL (Pak Elektron Limited):
Pak Elektron Limited (PEL) is the pioneer manufacturer of electrical goods in
Pakistan. It was established in 1956 in technical collaboration with M/s AEG of
Germany. In October 1978, the company was taken over by Saigol Group of Companies.
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 equipments and home appliances and by producing hundreds of engineers,
skilled workers and technicians through its apprenticeship schemes and training
programs.
The PEL comprises two divisions:
Appliances Division
Power Division
.
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APPLIANCES DIVISION
PEL’s Appliances Division is the flag carrier of the Saigol Group. This Division of PEL consists of appliances manufacturing.
PEL Air Conditioners :
“Winner of Consumer Choice Award”
PEL window-type air conditioners were introduced in 1981 in technical collaboration with General Corporation of Japan. Ever since their launch, PEL air conditioners have a leading position in the market. PEL air conditioners cooling performance has been tested and approved by Copeland and ITS USA. With the shift of users preference from window type to split type air conditioners, PEL has started manufacturing split type air conditioners.
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PEL Refrigerators
The manufacturing of refrigerators started in 1986-87 in technical collaboration with M/s IAR-SILTAL of Italy. Like the air conditioner, PEL's refrigerators are also in great demand. Today, PEL Crystal has 30% market share. Its cooling performance is tested and approved by Danfoss, Germany and its manufacturing facility is ISO 9002 certified by SGS Switzerland.
PEL Deep Freezers
PEL deep freezers were introduced in 1987 in technical collaboration with M/s Ariston of Italy. Because of durability and high quality, PEL deep freezers are the preferred choice of companies like Unilever.
POWER DIVISION
PEL Power Division manufactures energy meters, transformers, switchgears, Kiosks, compact stations, shunt capacitor banks etc. All these electrical goods are manufactured under strict quality control and in accordance with international standards.
PEL is one of the major electrical equipment suppliers to Water and Power Development Authority (WAPDA) and Karachi Electrical Supply Corporation (KESC), which are the largest power utilities in Pakistan.
Over the years, PEL electrical equipment has been used in numerous power projects of national importance within Pakistan. PEL has the privilege of getting its equipment approved and certified by well-reputed international consultants such as:
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Preece, Cardew and Rider, England
Harza Engineering Company, USA
Snam Progeti, Italy
Societe Dumezm, France
Miner & Miner International Inc. USA
Ensa, France
In spite of stiff competition from emerging local and multinational brands, PEL Group's appliances and electrical equipments have remained in the spotlight due to constant innovation. Strategic partnership with multinationals of repute have enabled the PEL Group to incorporate new technologies into existing product ranges, thus giving the Pakistani market access to innovative, affordable and quality products.
In1981, PEL window type air conditioners were introduced, in technical collaboration
with General Corporation of Japan. Today, PEL air conditioners hold
approximately 45% market share.
In 1986-87, the company started manufacturing in technical collaboration with M/S
IARSILAT of Italy and PEL deep freezers were introduced.
In1993, with technical collaboration of NECCHI of Italy, the company started assembly
and manufacturing of compressors for refrigerators and deep freezers.
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Group Profile
History:
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 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.
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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.
In 1981, PEL window type air conditioners were introduced in technical collaboration
with General Corporation of Japan.
In 1986-87, the company started manufacturing of refrigerators in technical collaboration with M/s IAR-SILTAL of Italy.
In 1987, PEL deep freezers were also introduced in technical collaboration with M/s Ariston of Italy.
In 2006, the Company has started manufacturing of split type air conditioners of various capacities as the customer choice has shifted from window type to split type air conditioners. The product has received good response from the market, which encourages the company to multiply its production in the coming years.
Today, PEL has become a household name. Its products are not only in great demand in the local market but the Company has also started exporting its appliances to foreign markets.
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. PEL also has had the privilege of getting its equipment approved and certified from well-reputed international consultants such as:
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Preece, Cardew and Rider, England Harza Engineering Company, USA Snam Progeti, Italy Societe Dumezm, France Miner & Miner International Inc. USA Ensa, France
Pak Elektron Limited alone has a turnover of over 180 million US Dollars.
Saritow Spinning Mills & Azam Textile Mills
In 1987, the Saritow Spinning Mills and Azam Textile Mills were established under the banner of Saigol Group of Companies. Saritow Spinning Mills is a spinning unit with 25,440 spindles capacity. Facilitated with the most modern andefficient Japanese and European machinery, its knitted yarn is renowned in the Far East and Europe for its fine quality. Azam Textile Mills is reputed for its carded and combed yarn, which is quite popular for premier knitting and weaving.
Kohinoor Power Company Limited
In 1991, the first power unit commissioned in Pakistan, in the Private sector, was Kohinoor Power Company Limited. Its present production capacity is 15 MW.
Kohinoor Energy Limited
1995, another power unit, Kohinoor Energy Limited, was established. Kohinoor Power Limited is a 120 MW power plant located on the outskirts of the city of Lahore. This project has an annual turnover of $80 million
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PEL’S ORGANIZATIONAL STRUCTURE
PEL’S is mainly consisted of seven departments i.e. Finance, Marketing, HR,
Import & Export, Information technology, Administration and Accounts Department.
These departments play an important role in the success of the organization, due to the
fact that the coordination between these departments is excellent.
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PAK ELEKTRON LIMITED
FINANCE DEPARTMENT
MARKETING DEPARTMENT
HR DEPARTMENT
IMPORT & EXPORT DEPT
IT DEPARTMENT
ADMIN DEPARTMENT
ACCOUNTS DEPARTMENT
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HIERARECHY OF PEL
CEO is the main controller of the whole organization. Heads of all departments
directly reports to CEO. These people are mainly involved in policy creation of the
company. All the major operations of the company go under the review of these
departmental heads.
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CEO
FINANCE MANAGER
HR MANAGER
IMPORT&EXPORTMANAGER
MARKETING MANAGER
ADMIN MANAGER
IT MANAGER
ACCOUNTS
MANAGER
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FINANCE DEPARTMENT
MARKETING DEPARTMENT
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FINANCE MANAGER
ASSISTANT FINANCE MANAGER
EXECUTIVE FINANCE MANAGER
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HR DEPARTMENT
IMPORT&EXPORT DEPARTMENT
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MARKETING MANAGER
ASSISTANT MARKETING MANAGER
EXECUTIVE MARKETING MANAGER
HR MANAGER
ASSISTANT HR MANAGER
EXECUTIVE HR MANAGER
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I.T DEPARTMENT
ADMIN DEPARTMENT
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IMPORT&EXPORT MANAGER
ASSISTANT IMPORT&EXPORT MANAGER
EXECUTIVE IMPORT&EXPORT MANAGER
I.T MANAGER
ASSISTANT I.T MANAGER
EXECUTIVE I.T MANAGER
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ACCOUNTS DEPARTMENT
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ADMIN MANAGER
ASSISTANT ADMIN MANAGER
EXECUTIVE ADMIN MANAGER
ACCOUNTS MANAGER
ASSISTANT ACCOUNTS MANAGER
EXECUTIVE ACCOUNTS MANAGER
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Company Information
BOARD OF DIRECTORS
Mr. Naseem Saigol (Chairman/Chief Executive)
Mr. Azam Saigol
Mr. Murad Saigol
Mr. Muhammad Rafi Khan
Mr. Haroon Ahmad Khan (Managing Director)
Mr. Homaeer Waheed
Mr. Gul Nawaz (NIT Nominee)
Mr. Masood Karim Sheikh (NBP Nominee U/S 182 of the Ordinance)
Mr. Tajammal H. Bokharee (NBP Nominee U/S 182 of the Ordinance)
Mr. Wajahat A. Baqai (NBP Nominee U/S 182 of the Ordinance)
PEL was 16th Company in Pakistan which got ISO 9002 Certification in 1997, since then PEL Management is applying this International Standard Practices for Effectively Managing Quality of Products and Services that Company Offers. The International Standard Practices in PEL have been Upgraded as per the Revised ISO 9001 Standards and its Scope of Application is expanding ever since and Top Management is Committed to make PEL a Total Quality Management (TQM) Company.
In our Company Quality is the Subject of Management at all Levels. We focus on continuous improvement in our Systems thus establishing Good Management Practices, we are committed to and making continuous efforts in developing and strengthening our internal and external customers and suppliers. Employees training & development and their participation are the KEY forces which are increasing our Organization's Capabilities thus making it more competitive and fast growing Company.
Top management is not only tremendously improving our Working Environment but also investing in Improving internal Communication Network for better Teamwork. Continuous Up-gradation in production facility/equipment in the pursuit of State-of-the-art production technology reflects management Vision and commitment for Quality. Over fifty years of manufacturing experience with cooperative and dedicated employees coupled with performance based system and Data Analysis enable management to take Preventive Actions before things really go wrong.
One of the Mission of organization to promote good governance and corporate values with a strong sense of social responsibility.
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EPC Contracting
Power Projects PD is a new addition to PEL with a purpose to establish a national source of catering specialized jobs of execution of turnkey and EPC electrical projects. At an age of just three years, Power Projects PD has recognized its presence in the market by undertaking 132kV substations and industrial and residential societies electrifications turnkey projects against multinational companies. Pakistan Engineering Council has granted it licence in C-1 (No limit) category.
PEL, a strong base of manufacturing of power transformer, distribution transformers, MV/LV switchgears, energy meters, control and relay panels give confidence Power Projects PD to install these equipment for its projects. In addition, it has established technical association with GANZ, (Hungry), SEL (USA) and RMS (Australia).
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Activities
Turnkey or customized projects
Marketing
Proposals/Tendering
Primary and secondary engineering
Project Management
Project Execution
Technical support and solution
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HUMAN
RESOURSES
MANAGEMENT
AT
PEL
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Organizational behavior studies the human behavior and helps the managers to
understand the human’s behavior in different situations. Therefore we can say that
organizational behavior has the strong link with the “Human Resource Management”.
Therefore we often discuss “O.B” under the umbrella of “Human Resource
Management”. From now on word, we will discuss O.B” as Human Resource
Management
HUMAN RESOURCE POLICIES and PRACTICIES at PEL, PAKISTAN
As a Chinese proverb suggests,
“If you wish to grow something for a season, grow mangoes. If you wish to grow something for a year grows rice. But, if you wish to grow something for a life time grow man power.”
Human Resource Management is the future of organizations all over the world. Without a developed HR system, no country can compete in the global arena, and a country like Pakistan is no different, it needs Human Resource Management for its future growth. Today, therefore in truly world-class corporations the HRM function has assumed a greater significance and plays a comprehensive role in organizational management. In the 1980’s and early 1990’s the term HRM came into academic horizons and gradually used by the practitioners and researchers worldwide. The last two decades have seen a marked change in HRM particularly in those activities, which involve acquiring, developing motivating and utilizing human resources actively in the business.
HRM is quite often defined as productivity through people. It is considered a scientific process of continuously enabling the employees of an organization both in their individual capacities and as members of groups, both as managers or other ranks, to improve their competence and capability to perform their present as well as future expected roles so that the roles of the organization are achieved more fully and at the same time the needs of the employees are also met to an adequate extent. It is seen as getting the employees in the organization to add value to the organizational processes and to contribute to the organizational development. HRM is very important for future development of a nation, and a future development of a country depends a lot on its Human Resources.
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The major purpose of HRM is to increase and improve the productive contribution of personnel to the organization in more ethical, social, and administratively responsible way. This purpose emerged from commonly called industrial relations, personnel administration, industrial psychology and personal Management. HRM is not just another personnel management fad.
“Research shows that its aim is to create a whole organizational culture that binds workers to the company’s objectives with full professional commitment, integration, and quality work.”
The 21st century will bring with it enormous opportunities but also enormous pressure, if the companies will not improve the productivity of the people and treat them “human being’ which are the vital objects of all the economic activities leading towards development. Now there is worldwide consensus on human resource being one of the major means of increasing efficiency, productivity and prosperity of the firm.
Usually small businesses (for-profit or nonprofit) have to carry out these activities themselves because they can't yet afford part- or full-time help. However, they should always ensure that employees have -- and are aware of -- personnel policies which conform to current regulations. These policies are often in the form of employee manuals, which all employees have.
Note that some people distinguish a difference between HRM (a major management activity) and HRD (Human Resource Development, a profession). Those people might include HRM in HRD, explaining that HRD includes the broader range of activities to develop personnel inside of organizations, including, e.g., career development, training, organization development, etc.
The main elements we are going to discuss are
Recruitment & Selection Training & Development Appraisal Process
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Head of Dept.
PMDP R & S T & D
AsstManager
Ma==Manager
AsstManager
AsstManager
Asst Manager
Asst Manager
AsstManager
ORGANOGRAM OF HUMAN RESOURCE DEPARTMENT
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HUMAN RESOURCE MANAGMENT
RECRUITMENT AND SELECTION
This section examines current practices and decision-making in recruitment and selection. They are critical elements of effective human resource management. We cannot discuss how recruitment and selection take place without asking why certain techniques are used in preference to others. Within the HRM paradigm, they are not simply mechanisms for filling vacancies. Recruitment and redundancy can be viewed as key 'push' and 'pull' levers for organizational change.
Recruitment and selection allow management to determine and gradually modify the behavioral characteristics and competences of the workforce. The fashion for team working, for example, has focused on people with a preference for working with others as opposed to the individualist 'stars' preferred by recruiters in the 1980's. Attention has switched from rigid lists of skills and abilities to broader-based competences.
Once the organization’s human resource needs have been determine, they necessarily have to be filled. These staffing activities include the following.
Recruiting job candidates Selecting the most appropriate job applicants for the available jobs
Both procedures must be done in accordance with Equal Employment opportunity (EEO) guidelines. Recruitment is one of the core activities of any personnel department. Before the personnel department can proceed with the recruitment, two further documents are necessary.Competition for the 'best' graduates requires employers to have a clear idea of what they mean by 'best'. Recruitment needs to send a strong, distinctive message to these people.
The Job specification A person specification
The line manager should draw these up and it may be necessary for a member of personnel department to assist. Specifying the job and the type of person required is a line management responsibility.
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RECRUITMENT AND SELECTION PROCESS
They start by getting the request by related department. Departments fill the slip named Man Recognition Slip in which they mention all their requirements about employee needed like age, when and why employee require, experienced or fresh employee, insurance and car etc. Then Head of Department (HR) send the slip to chairman and Managing Director. From their approval further procedure start.
Potential candidates may come from an internal trawl of the organization, or from the external job market. The latter are reached through channels such as recruitment advertising, employment agencies, professional associations or word of mouth. The approach differs according to the organization's resourcing philosophy:
INTERNAL SOURCES
Organizations with a strong culture are likely to seek malleable new employees at school-leaving or graduate levels. More senior jobs are filled from the internal job market. Their internal methods include job posting and employee referral programs.
JOB POSTING
These methods of prominently displaying current job openings extend and open invitation to all employees in the PEL Job posting serve the following purposes
Provide opportunity for employee growth and development Provide equal opportunity for advancement to all employees Communicate organization goals and objectives and allow each individual
the opportunity to help find a personal fit in the organizations job structure.
PROMOTE THE EMPLOYEES WITH IN THE COMPANY
It includes the Personnel replacement charts which the company record is
showing present performance and promotion ability of inside candidates for the
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most important positions. Usually this option is for firm’s top positions. The
management creates a card for each position, showing possible replacements as
well as their present performance, promotion potential, and training
EXTERNAL SOURCES
Companies looking for the 'right' (best fit for the job) person however may rule out internal applicants because they do not match the personnel specification prepared for the job.
Equal opportunity demands equal access. This can only be achieved through public and open recruitment. The likelihood of attracting 'suitable' applicants depends on the detail and specificity of the recruitment advertisement or literature. Key factors such as salary, job title, career and travel opportunities obviously influence response rates. But remember that employers do not want to be swamped with large numbers of applications from unsuitable people.
PEL does not always produce enough qualified applicants internally so it needs external sources including bringing in people with new ideas. The external method includes media such as newspaper.
GIVING ADVERTISEMENT IN NEWS PAPERS
The purpose of the ad is to attract those applicants who are suitable for the job. The body of the advertisement contains a brief description of the job, a brief description of the person required, including the essential requirements of the person specification,
Followed by the benefits offered and any other attractive features of the job.
RECRUITMENT ON INTERNET
One of the main recommendations is incorporating a link from the corporate home page directly to the careers section on the company's Web site.
Another Best Practices feature is to make information available to candidates about a company's culture and work environment.
This personalized assessment for companies helps them to measure their current performance against the standard for online recruiting and presents them
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with an opportunity to make a marked improvement in interacting with job seekers on the careers sections of their Web sites
It is critical that all companies make the most effective use of their corporate career Web sites, to brand their companies with potential candidates, who may also be customers and shareholders. Benchmarking practices against those of the Fortune 500 provides a useful measurement and perhaps motivation to implement best online recruiting practices."
A large and fast growing proportion of employers use the Internet as a recruiting tool. PEL recruit electronically through the Internet.They give ad on there web side www.Pel.comThe company also give add on roozee.Com. EMPLOYEE REFERRAL PROGRAMS
Word-of-mouth applicants are likely to stay longer and may be more suitable than recruits obtained by advertising. But word-of-mouth is discriminatory, since it restricts applications to established communities and excludes recently arrived minority groups who have not had time to become part of informal networks.
This method is a low cost per hire way of recruiting, even though the candidates, in many cases, come from outside the organization. This methods is useful for finding applicants in short supply and managerial candidates
SELECTION
This section looks at the early stages of the selection process - often called pre-selection. The recruitment campaign should have attracted a pool of applicants from which selectors can make their choice. If a job analysis has been conducted, the criteria or competences which are deemed necessary have been identified. These may be well defined and focused on experience and skills, as in the 'right person' approach; or general and related to education, intellect and personality for
the 'cultural fit' and 'flexible person' models After the candidates have been identified, they must be selected. In PEL common procedures use in selection include
Obtaining completed application forms or resume Checking education, background, experience and references
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Taking Tests & Interviewing the candidates The selection procedure result in a match between a candidates ability and
the skills required by the job
TESTS
PEL test only the external employees not the internal employees, because they have the complete data of internal candidates. Tests provide use full back-up information and are an aid to selection but they cannot entirely replace the interviewer. It tests the candidates only for specific positions not for all the vacancies.
INTERVIEW
PEL conduct behavioral interviews to screen out the candidates. Behavioral interview is a series of job related questions that focus on how they reacted to actual situations in the past.
They also conduct individuals’ multiple interviews. The HR management conducts the interview. Also the related department conduct interview. Their main purpose for the interviewer to ascertain if the candidate is suitable for the vacancy, and for the candidate to determine whether the job is suitable for him or her.
PROBATION PERIOD
PURPOSE PEL set probation policy regarding the serving of a probationary period for staff members covered by a collective bargaining agreement who are newly hired. Probation is for newly appointed employees only.RESPONSIBILITY
The Head of Department Human resources is to ensure compliance with this policy.
DURATION
Probation period in PEL is six months for Managers and three months for executive. Probation periods may be extended, with reason, where the employer is not convinced with employee performance to the required standard, and some time
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if employee do not achieve the desired result the company will terminate the employee.
Employment Letter is attached Confirmation Letter is attached Letter showing Different Allowances and Benefits is attached.
DESCRIPTION OF SOME OF THE BENEFITSAll of these benefits, allowances and salary vary proportionately from grade to grade.
SALARY STRUCTURE
Salary is based upon the market practices. They attract their employees from market pay levels. The basic salary structure is as:Basic salaryHouse rent allowance @ 45% of basic salaryUtilities @ 10% of basic salary
PROVIDENT FUND
Employee’s contribution @ 10% of basic salary after confirmation of service. The company will also contribute an equal amount for credits to the PF account of the employee.
GRATUITY
It is one gross salary (last drawn), for each completed year of service, which is payable on leaving the company.
MEDICAL OUTPATIENT ALLOWANCE
It is per month allowance in addition to the gross salary. But it doesn’t form the part of the salary for any other benefits e.g. Provident fund, bonus.
LEAVE FARE ASSISTANCE
ANNUAL BONUSBonus on salary is provided annually to the employees.
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TRAINING & DEVELOPMENT
At the organizational level, enterprises need people with appropriate skills, abilities and experience. These qualities can be bought from outside the organization through recruitment, consultancy and subcontracting, or grown by training and developing existing employees. This section focuses on the second approach
The process of teaching new employees the basic skills they need to perform their jobs is training. Training might thus means showing a mechanist how to operate his new machine, a new sale person how to sell his firm’s product or a new supervisor how to interview and appraise employees.
Training at PEL
Training in PEL. is basically of two types.
Training to new employees Training to existing employees
External training Internal training
TRAINING TO NEW EMPLOYEES
PEL basically has a general induction-training plan for newly employed people
INDUCTION TRAIING
Induction training is regarded as an important of the overall training policy applying to all personnel joining the Company. Department training over an initial period of one to six months shall follow this.
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3 DAYS ORIENTATION PROGRAM
THE CONTENTS They basically have three days Orientation program for new employees in
which they describe to employees with basic background information about the firm such as:
Welcome note from management director Mission, Vision, Values Brief introduction of PEL Company profile Organization Product profile General guidelines
o The working hourso Head office o Planto Canteen messo Bank account details o Fair price shopso Travelingo Department visito Meeting with HODo Colleague
And other miscellaneous things
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GENERAL GUIDELINES
WORKING HOURS
HEAD OFFICE
08:30 TO 04:30 from Monday to Saturday. They (essential) staff of HR, GS and sales will be on duty for day-to-day matters. Lunch and prayer is 13:00 to 14:00 hours. Attendance currently is to be marked on the attendance sheet maintained by GSD and placed on reception.
PLANT
Operations at plant rotate clockwise in three shifts. Timings for morning shift are 08:30 to 04:30 from Monday to Saturday.
CANTEEN MESS
Facility is available at head office as well as at Factory. At head office expenses are deducted from the salary. At plant expenses are paid directly as well as deducted from the salary. Employees can check their category from the relevant accounts section.
BANK ACCOUNT DETAILS
Salary is paid through bank to all the company permanent employees as well as contractual staff. HR & Finance departments, regarding opening of account in the designated bank nearest to your residence/ place of appointment is available for coordination.
FAIR PRICE SHOPS
Company has provided fair price facility to all its employees where company products are available at subsidized prices. Different quantities are allowed to different category of staff on monthly basis. The shops are located at head office, plant, Jhang and Arifwala zones. Timing may vary from season to season or otherwise.
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TRAVELLING
Company allows all its employees the travel facility according to his or her category subject to approval from respective HOD for its business development. See the relevant portion of HR policy pertaining to this section.
WHO SUPERVISES THE TRAINING PROGRAM
Internal management supervise orientation program. This job has been given to their Manager Training and Development who made the panel of people to supervise orientation according to the nature of job.
PROCEDURE OF ORIENTATION
According to Managers the new employee has been rotated almost in every department in his orientation so he is able to practically see the things happening in the organization. It helps reduce the new employees jitters and the Reality shock he or he/ she might otherwise experience (the discrepancy between what the new employee expected form his or her new job, and the realities of it).
DEPARTMENTAL TRAINING
After induction training the employee has been shifted to the department he was employed for, to go through departmental training and the training of other relevant departments whom he has to interact in his day-to-day activities. This basically is the start of his probation period.
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ON THE JOB TRAINING
PEL always prefer to give On the job training to the new employees because they think that on the job training is the best way to make employees learn the skills required to perform different tasks
TRAINING OF EXISTING EMPLOYEES
ANALYSIS OF ORGANIZATIONAL TRAINING NEEDSINTRODUCTION
Analysis of organizational training needs (AOTN) is a process of taking an over view of the performance of the organization. Its purpose is to identify where training can make major contribution to improve organizational performance. It sets out the answer of the following questions about the way the organization is functioning now and is expecting to function in future:
What? When? Where? Why? Who? How?
In asking and answering these questions the process will allow issues and problems, which the organizations currently face to be identified. Important issues need a planned response and the cases of problem need to be established and possible solution identified. Training is one possible response and should be selected only when it is most appropriate. AOTN also allows potential further problems to be identified and appropriate action to be taken before a problem develops.
The process of conducting an AOTN will allow decision to be made, on the basis of evidence, about where training will offer the best investment.
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It will strengthen for funding training and allow priorities between training need to be established. It will also provide information upon which to judge whether resources currently employed in training to be used more effectively. AOTN requires the collection, interpretations and analysis of information from across the to-day contact with the various activities need to be sought, compared, interpreted and use.
Training needs eventually have to be dealt with at individual level. The question that needs to be asked is whether this person performance is satisfactory. If the answer is NO then come form of training may be considered. If the answer is YES then training for the development may be worthwhile for those with potential. This is usually the responsibility of line manager who sets the performance required and judges whether it has been achieved.A training gap can be set to exist if the performance deficiency is due to lack of knowledge and skill. The limitation of this individual approach is that it can result in demands for training fro every employee. These demands may be for training to improve current performance or develop the potential of the individual.
IDENTIFYING THE TRAINING GAP
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PERFORAMNANCE APPRAISAL
Performance appraisal is a process for establishing shared understanding about what is to be achieved, and an approach to managing and developing people in a way which increases the probability that it will be achieved in the short and long term. The purpose of performance appraisal is to improve the organization’s performance through the enhanced performance of individuals. The main objectives of performance appraisal are:
To review past performance To asses training needs To help develop individuals To audit the skills with in an organization To set targets for future performance To identify potential for promotion
PERFORMANCE APPRAISAL IN PEL
In PEL performance appraisal is recognized as an important element of the jobs of managers and supervisor. It provides significant help in meeting departmental and company objective.
Given the vital role of performance appraisals, PEL needs to check appraisal system, and the uses of such appraisal system to determine whether key personnel decisions are affected by employee’s age, race, sex, religion, color, national origin or handicap.
THE APPRAISAL PROCESS
The foundations of performance appraisal is provided by what the job holder is expected to do as defined in a job description and by reference to agreed objectives. Performance appraisal discussions are often held annually. Each employee of PEL has annual targets, which are measured with his or her standard targets to compensate the employee on the basis of performance. Performance appraisal is totally based on employee’s annual work performance. They also offer bonuses and promotions to the working employees. When employees are working on projects, as working on new product design, there may be an appraisal after each assignment but there still be an overall review at the end of the year. They
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also hold meetings two or three times a year, the main purpose of which is to review and update the objectives.
WHO CARRIED OUT THE APPRAISAL PROCESS
Usually, the line managers are primarily responsible for conducting performance appraisals. They must tell employee how they are doing and make salary and training decisions. Personnel managers can aid line managers by providing information on how to use the performance appraisal forms and by making sure that the result of each appraisal becomes a part of each employee’s records, readily available for management decisions such as determining who to promote.
The personnel managers are responsible for ensuring that all subordinates are appraised fairly and consistently. To fulfill this responsibility, personnel managers persuade all divisions of the organization to use the same appraisal form. They design the performance appraisal system for the entire organization.In addition, in PEL the process used to evaluate performance and make assessment is not 360 degree. In fact it’s on supervisor and mutually every employee.
PROBLEM IN PERFORMANCE APPRAISAL AT PEL
At PEL we have observed that supervisors and subordinates are often ambivalent about participating in the performance appraisal process. Supervisors are uncomfortable because there organizational role places them in the position of being both judge and jury. They must make decisions that affect people carriers and lives in a significant way. Further more supervisors are not trained to handle the interpersonally difficult situations that are likely to be arising when feedback is negative and supervisors would like to maintain a good relationship with the subordinates at workplace.
Subordinates are likely to be very ambivalent about receiving negative feed back. Some subordinates prefer and want to discuss negative aspects of there performance, so they can improve and develop themselves for future appraisal. While others don’t want to be criticized on there performance at all, because they think they are performing at there level best and there is no room for improvement in there performance.
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PEL Recommendations
1. They have raised very expensive loans so they should retire their expensive loans.
2. They should carefully study their competitors.
3. As mentioned earlier company’s liquidity position is dismal. So they need to pay
off their short term loans.
4. Their operating cost is very high so they should control their operating expenses.
5. When supervisor provide negative feedback he/she should immediately counterbalance it with positive statement for the purpose of encouragement in that situation.
6. There should be a continuous monitoring of performance. When performance deviates from plans one does not have to wait for the next periodic review to correct it. The supervisor and subordinate should discuss the situation immediately so the corrective actions can be taken at once in order to avoid the major disasters.
7. Whether performance appraisal discussions are held monthly, quarterly, annually appraise should be clear about what he/she is doing right and wrong ,and how he/she can overcome there deficiencies for the future appraisal.
8. Performance appraisal should be conducted in a way that employee should not perceive it as a fatigue or threat for there job but it should take it as an opportunity to add or contribute more value in work of there organization
