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ALLAMA IQBAL OPEN UNIVERSITY ISLAMABAD
(Department of Business Administration)
TRAINING & DEVELOPMENT (MBA- 819)
SEMESTER: AUTUMN 2012
Name: Naveed Ahmad
Roll No: AH523400
Assignment No: (02)
Semester: (4th)
Level:MBA (HRM)
TOPIC
Designing Train ing Programs
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Acknowledgement
I am very much obliged to my ever caring and loving parents whose prayers
have enabled to reach this stage. I am grateful to almighty ALLAH who
made me able to complete the work presented in this report. It is due to HIS
unending mercy that this work moved towards success. I am highly indebted
to my course instructor for providing me an opportunity to learn. I feel great
pride and pleasure on the accomplishment of this report.
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An abstract
Training and development -- or "learning and development" as many refer to it
now -- is one of the most important aspects of our lives and our work. (Many
people view "training" as an activity that produces the result or outcome of
"learning" -- and learning is typically viewed as new knowledge, skills and
competencies or abilities.) In our culture, we highly value learning. Yet, despite
our having attended many years of schooling, many of us have no idea how to
carefully design an approach to training and development.
The purpose of the design phase is to identify the learning objectives that together
will achieve the overall goals identified during the needs assessment phase of
systematic training design. You will also identify the learning activities (or
methods) you will need to conduct to achieve your learning objectives and overall
training goals.
Learning objectives specify the new knowledge, skills and abilities that a learner
should accomplish from undertaking a learning experience, such as a course,webinar, self-study or group activity. Achievement of all of the learning objectives
should result in accomplishing all of the overall training goals of the training and
development experience(s).
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Table of ContentsIntroduction 5
Determine what training is needed 5
Organizational Analysis 5Task Analysis 6
Person Analysis 7
Determine what training approach to use 7
Putting together your own training program 9
Training employees 10
Evaluating your program 10
Fatima Fertilizer Company Ltd 12
Vision & Mission 12
Company Overview 12
Core Values 13
Code of Conduct 13
Profile of the Company 15
Board Structure & Committees 16
Organizational Chart 19
Human Resource Management 19
Training and Development 20
Products 22
Distribution Networks 22
Social Responsibility 22
Social Contributions 23
Clean Development Mechanism 23
Major Competitors 23
SWOT Analysis 24Opportunity 24
Threats 24
Conclusion 24
Recommendations for improvements 25
Reference 25
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Introduction
Keeping your company operating like a well-oiled machine is not an easy task, especially if
your business has a high turnover rates, such as retail. In order to reduce the amount of time it
takes to train your new employees to reach their full potential, you need to develop a training
system that is streamed-lined, effective, and efficient and gives your new employees the skills
needed to be a good employee without overburdening them with too much information. Finding
the balance between too much and too little information is the key to designing the most
effective training system for your company.
Step One: Determine what training is needed.
The first step in designing a training system for your company is to determine what kinds of
training is needed. You will need to conduct an organizational analysis, a task analysis, and a
person analysis. This three-tiered examination of your companys training needs is required to
identify: factors that will inhibit and aid training, to identify tasks that most employees will need
to be trained in, and to identify employees that need to be trained.
Organizational Analysis
An organizational analysis is used to identify company factors that can negatively or positively
impact the effectiveness of a training program. These factors include such things as money
available for training programs, person power analysis and planning resources, employee
relations and attitudes, and company resources available for training purposes.
Examples:
1. The amount of money that is allocated to training will most likely be based on your
companys turnover rate, the difficulty of the jobs performed, and the amount of cash
flow that your company has. Companies that have high employee turnover rates will
probably not want to spend a lot of money on training because the employees usually
dont stay very long after the training period, and therefore it is a waste of money to
invest a great deal of time and money on training certain employees.
2. Timing and personnel climate also can have a major impact on the effectiveness of a
training program. For instance if a company has recently undergone a reorganization
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where many people were laid-off or displaced, and the company has not given its
employees raises or promotions in several years, implementing a new training program
may not be the best investment of company resources. Employees in this situation may
harbor hostile feelings towards the company and management, and may not be receptive
to new training. Instead, it would be a better investment to allocate money to improving
employee relations and morale.
Task Analysis
A task analysis is a process of identifying what skills and activities need to be taught. To
generate a list of skills that employees need to learn you can conduct a job analysis. A job
analysis is basically just an examination of a job and a listing of the "minimum" duties and skills
that are required to successfully perform the job.
Example:
Job Title:
Secretary
Job Skills:
Typing 55-65 w.p.m.
10-key
Word processing
General computer skills
Operation of office machines
Phone skills
Spread sheet skills
Filing
As you can see, this list is very basic, and generalized to the skills required of just about any
secretarial position. While the secretary that holds this position may perform many other tasks
during the course of a week, these are the minimum skills that are needed to be able to
"successfully" function in this position.
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After identifying what tasks are involved in each job, the next step is to identify what tasks need
training. If an employee already has an identified skill it is a waste of money to train them in that
skill. If you identify a skill that does require additional training then you will need to formally
identify it as a training objective in writing. This objective should identify (1) what the skill is,
(2) how the trainee is to learn the skill, and (3) how proficient they need to be in the skill after
the training process is completed. This documentation is needed to not only to let employees
know what is expected of them, but also for personnel to maintain a common standard of training
for all employees, and to protect you against lawsuits if you need to discipline or terminate an
employee for not meeting the standards set out by the objectives.
Person Analysis
The final step in determining what training is needed is to conduct a person analysis. A personanalysis is the identification of people in your company that need training. There are many ways
that this identification process can be handled. First an examination of past and current
performance appraisals can be made to identify employees that have areas that need
improvements. Surveys can also be used to identify skills that the employees themselves think
that they should have or that they need to have to perform their jobs more successfully.
Interviewing employees can also be used to identify skills that are needed or desired by
employees, as can skill and knowledge tests. The final way a person analysis can be conducted is
to evaluate and review critical incident reports that have been filed in personnel. These incidentscan pinpoint specific skills like customer service, assembly, etc. that specific employees or
departments need to improve.
Step Two: Determine what training approach to use.
After you have identified who needs to be trained in what areas, you will need to determine what
training methodology to use. Today there are many options managers and business owners can
exercise to train their employees.
Seminars are a popular choice for large-scale training issues like professional standards updates
and customer service issues. The benefits of this type of training methodology are: that they are
usually given by an expert or organization that has extended knowledge of the area, they cover
all the issues related to the issue is a short period of time, training materials are provided, and
employees enjoy the fact that they get out of work to attend the seminar. The drawbacks of
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seminars are based on the time and money that they require. Employees are away from their jobs
for one or more days to attend the seminar so the company must either do without their services
during this time or pay for a temporary replacement. In addition to losing money for missed
work, the company also has to pay for the seminar, travel, lodging, and meals while the
employee is at the seminar. Another drawback to this type of training is that the material is
presented to all employees at the same pace and in the same manner. This methodology does not
take into consideration different learning styles or paces of individual employees, and therefore
some employees may be bored while others may feel overwhelmed by the amount of material
being presented to them in a short period of time.
In order to overcome pacing issues of training materials, programmed instruction can be used to
deliver training materials. Programmed instruction is basically a hard copy format of training
that is delivered either through: step-by-step booklets, latent ink booklets, or through computer-
assisted instruction or computer-based training. All of these formats allow employees to progress
at their own pace, and to go back over material as many times as needed. The drawback to this
type of training methodology is the costs associated with purchasing training materials for every
employee, especially if the company has a high turnover rate.
Examining case studies is another training methodology that can be used. Employee meetings
can be held in which critical incidents are reviewed and alternative solutions or actions can be
discussed. The advantages of this type of training methodology are that the issues addressed arespecific to the company, and that employees can see the connection between a skill and its result
easier in this situation than they can in a made up example printed in a training booklet. The
main drawback to this methodology is that employees may feel singled out if the case study is
about them. To overcome this, you may need to word the case study in a manner that gives the
employee anonymity and that changes the situation enough so it cannot be attributed to a specific
employee.
Simulation is yet another training methodology that can be utilized. Simulation is basically just
walking an employee through the motions of a skill in a controlled environment until they master
the skill. The benefits of this training methodology are that they train employees to perform
specific skills needed for their job, and simulations help train employees to respond appropriately
to unexpected events in a controlled environment. The drawbacks to simulation are again based
on money. In certain cases where simulating machines are needed, the cost can be extraordinarily
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high. Therefore simulation exercises that utilize these kinds of devises are often times limited to
larger businesses or to companies that are located close to companies that lend out simulators.
Role-playing is an inexpensive training methodology that most companies can use. In this case
employees act out scenes from their job in which they face challenges and situations that theynormally will come across during the average day. For example, a person training to be a
personnel assistant may be placed in a role playing training model where they sit at a desk in
personnel and take mock-phone calls and walk-in inquiries. As they walk through these
situations they respond in a way that they think is appropriate following written procedure
models. They may answer questions, hand out personnel forms, etc. The benefits of this type of
training are: (1) it is relatively inexpensive, and (2) it covers skills that are specific to the job in
question. The drawbacks are that some employees may not feel comfortable in this situation, and
they may not learn well under the pressure.
Apprentice training is another category of training methodologies that can be used to train
employees. In this type of training programs new employees follow the lead of an experienced
employee in order to learn new skills and to learn how to function properly in the job in question.
This type of training is most commonly used in trade and craft industries, however, it can be
used successfully in office situations as well. The benefits of this type of training program are
that it gives the new employee a role model for proper work behavior and functioning, and it
provides new employees with personal support during their training. The drawbacks to this typeof training program are that it hinders the ability of the experienced employee to do their work,
personality conflicts impact the quality of the training and results of the program, and the overall
productivity of the company is hindered during the training process.
Step Three: Putting together your own training program.
Once you have identified the skills that need to be focused on, the employees that need training,
and the methodologies that will be used, you need to put everything down in writing.
Documentation is the key to protecting yourself against lawsuits relating to employee relations.
The following training materials need to be cemented in writing.
1. Training objectives. Training objectives need to identify (1) the skill, (2) how training is
to be conducted, and (3) what proficiency the employee needs to attain by the end of the
training process.
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2. Training materials. Training materials, depending on the nature of the skill, should be
written out in a manner that is easy to understand and easy to follow. Step-by-step
instructions should be written out for every job, no matter how insignificant it may seem
to the employer. An instruction sheet should include (1) the skill title, (2) when it is to be
performed, (3) who is to perform it, (4) what supplies are needed and where they can be
found, (5) step-by-step instructions, and (6) what to do with the end product.
3. Evaluation materials. Evaluation materials are as important to a training program as the
actual training materials. They will let you know how effective your training materials
are and whether you need to adjust any of your methodologies. The evaluation materials
that you need are: (1) evaluation procedures, (2) evaluation form for employees, (3)
evaluation form for the employer (or manager), and (4) response (rebuttal) form.
4. Out-of-house materials. If your company utilizes outside sources for training you will
need the following materials: (1) purchase order for educational services, (2) expense
forms, (3) approval forms, (4) evaluation forms, and (5) any professional organization
forms such as a CPE tracker.
Step Four: Training employees.
Now that you have all of your training materials in order you will need to let your employees
know about the programs and their processes. They will need to know what your trainingobjectives are, how their progress will be monitored, what training methodologies are available
and which ones are required, and what paper work is required. Make sure that all of your
employees understand all of these things and have them sign a statement attesting to this. Again
this documentation will help to protect you from unfounded lawsuits.
Step Five: Evaluating your program.
After an employee has completed a training program you will want to have them fill out an
evaluation form of the program that goes over how well the information was presented, if they
found the training helpful, if there are any areas that need improvement, if there are any areas
that seemed redundant or unnecessary, and if there are any other skills that they feel that they
need to perform their jobs. You, or a manager, will also need to fill out an evaluation form on the
employees progress and proficiency in the skill or skills that were focused on during the training
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program. Proficiency tests can be used to measure the employees abilities, or physical
observation of the employees performance can be used. If you notice that there are still areas that
need to be trained in, then you should make the changes to the training program as soon as
possible so that the next trainee will get ALL of the training that they need. Also you can use the
evaluation forms to identify areas that really dont need to be covered and you can eliminate
these things from your training program and save your company time and money spent on
employee training.
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Fatima Fertilizer Company Ltd
Fatima Fertilizer Company Limited is the first and the only green field project which has
materialized under the 2001 Fertilizer Policy of the Government of Pakistan, aiming to
encourage investors in this field, in view of growing demand of fertilizer in the Country.
Vision & Mission
Vision:
To be a world class manufacturer of fertilizer and ancillary products, with a focus on safety,
quality and positive contribution to national economic growth and development. We will care for
the environment and the communities we work in while continuing to create shareholders' value.
Mission:
To be the preferred fertilizer company for farmers, business associates and suppliers by
providing quality products and services.
To provide employees with an exciting, enabling and supportive environment to excel in, be
innovative, entrepreneurial in an ethical and safe working place based on meritocracy and
equal opportunity.
To be a responsible corporate citizen with a concern for the environment and the
communities we deal with.
Company Overview
The Fatima Fertilizer Company Limited was incorporated on December 24, 2003, as a joint
venture between two major business groups in Pakistan namely, Fatima Group and Arif Habib
Group.
The fertilizer complex is a fully integrated production facility, capable of producing two
intermediate products, i.e., Ammonia and Nitric Acid and four final products which are Urea,
Calcium Ammonium Nitrate (CAN), Nitro Phosphate (NP) and Nitrogen Phosphorous Potassium
(NPK) at Sadiqabad, Rahim Yar Khan.
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The Complex has a 56MW captive power plant in addition to off-sites and utilities. The Complex
has been allocated 110 MMCFD of gas from the dedicated Mari Gas fields.
Core Values
Integrity
Our actions are driven by honesty, ethics, fairness and transparency
Innovation
We encourage creativity and recognize new ideas
Teamwork
We work collectively towards a common goal
Safety, Health, Environment & CSR
We care for our people and the communities around us
Customer Focus
We believe in listening to our customers and delivering value in our products andservices
Excellence
We strive to excel in everything we do
Valuing People
We value our people as our greatest resource
Code of Conduct
A commitment to honesty, ethical conduct and integrity is the leading objective of the Company.
To assist employees in achieving this objective and implement its commitment, the Company has
developed comprehensive Code of Conduct which guides the behavior of our directors and
employees and is reproduced in the form of a Policy Statement of Ethics and Business Practices
as follows:
Fatima Fertilizer Company Limited conducts its business with the highest ethical standards in
full compliance with all applicable laws. Honesty and integrity take precedence in all
relationships including those with customers, suppliers, employees and other stakeholders.
Ethics and Business Practices
WE believe in conducting the companys business in a manner that respects, protects and
improves the environment and provides employees with a safe and healthy workplace. We
conduct our business in an environmentally responsible and sustainable manner. Employees must
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be completely familiar with the permits, Health Safety and Environment policy, local laws and
regulations that apply to their work.
All employees are expected to understand the laws and business regulations related to their work
and comply fully so that our shareholders, employees, customers, suppliers, stakeholders and the
Government have complete faith in the way we operate and that our business decisions are made
ethically and in the best interests of the Company.
Employees are obligated to act in accordance with the Companys code of Ethics and Business
Conduct and are restricted to using only legitimate practices in commercial operations and in
promoting the Companys position on issues before governmental authorities. Inducements
intended to reward favorable decisions and governmental actions are unacceptable and
prohibited.
Employees are prohibited from using their positions, Company property or information for
personal gain, and from competing with the Company. Employees are also prohibited from
taking advantage from opportunities that become available through the use of Company
information, property or their position.
Assets and Proprietary information
WE consider our Companys assets, both physical and intellectual, very valuable. We have,
therefore an obligation to protect these assets in the interest of the Company and its shareholders.
Protection of the Companys information is important for our business. All employees are
expected to know what information is proprietary and which must not be disclosed to
unauthorized sources. Employees are responsible for applying all available tools to manage the
Companys information resources and records.
Relations with Business partners
WE seek to do business with suppliers, vendors, contractors and other independent businesses
who demonstrate high standards of ethical business behavior. Our Company will not knowingly
do business with any persons or businesses that operate in violation of applicable laws and
regulations, including employment, health, safety and environmental laws. We shall take steps to
assure that our suppliers, vendors and contractors understand the standards we apply to
ourselves, and expect the same from them.
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Our Employees
WE believe that highly engaged employees are the key ingredient in professional development
and business success. Therefore, we invite our employees to contribute their best and to avail the
opportunities for improvement and growth. We are an equal opportunity employer and promote
gender diversity, self-development and innovation. We provide employees with tools,
techniques, and training to master their current jobs, broaden their skills, and advance their
career goals. The Audit Committee of the Board ensures the compliance of above principles.
Profile of the Company
The fertilizer complex is a fully integrated production facility, capable of producing two
intermediate products, i.e. Ammonia and Nitric Acid and three final products which are Urea,
Calcium Ammonium Nitrate (CAN) and Nitro Phosphate (NP) at Mukhtar Garh, Sadiqabad. The
Complex has 56MW captive power plants in addition to off-sites and utilities.
The Complex has been allocated 110 MMCFD of gas from the dedicated Mari Gas Fields.
Foundation stone was laid on April 26, 2006 by the then Prime Minister of Pakistan. The
construction of the Complex commenced in March 2007 and is housed on 947 acres of land. The
Complex is designed to produce annually:
500,000 Metric Tons of Urea
420,000 Metric Tons of Calcium Ammonium Nitrate(CAN)
360,000 Metric Tons of Nitro Phosphate (NP)The Complex, at its construction peak engaged over 4,000 engineers and technicians from
Pakistan, China, USA, Japan and Europe.
The Complex provides modern housing for its employees with all necessary facilities. This
includes a school for children of employees and the local community, a medical centre and sports
facilities.
The Company is listed at all stock exchanges of Pakistan, through a successful initial public
offering (IPO) in February
2010. 200 million ordinary shares were offered to the public bringing the issued Ordinary Share
Capital from 1,800 million to 2,000 million shares.
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Board Structure & Committees
Board Structure
Fatimas Board consists of eminent individuals with diverse experience and expertise. It
comprises of eight directors, seven of whom have been elected by the shareholders for a term of
three years expiring on April 30, 2014 and one director is nominee of National Bank of Pakistan.
Other than the Chief Executive Officer (CEO), there are two executive director and five non-
executive directors including the Chairman and nominee director.
The Board provides leadership and strategic guidance to the Company, oversees the conduct of
business and promotes the interests of all stakeholders. It reviews corporate policies, overall
performance, accounting and reporting standards and other significant areas of management,
corporate governance and regulatory compliance. It also reviews and approves the annual budget
and longer term strategic plans.
The Board is headed by the Chairman who manages the Boards business and acts as its
facilitator and guide. The Board is assisted by an Audit Committee and a Human Resource and
Remuneration Committee while the CEO carries responsibility for day-to-day operations of the
Company and execution of Board policies.
Board Committees
The standing committees of the Board are:
Audit Committee
Composition
The Audit Committee consists of five members of the Board. Majority of the members of the
Audit Committee are nonexecutive including the Chairman. The members are:
Chairman
Member
Member
Member
Terms of Reference
In addition to any other responsibilities which may be assigned from time to time by the Board,the main purpose of the Audit Committee is to assist the Board by performing the following
main functions:
to monitor the quality and integrity of the Companys accounting and reporting practices;
to oversee the performance of Companys internal audit function;
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to review the external auditors qualification, independence, performance and competence;
and
To comply with the legal and regulatory requirements, Companys by-laws and internal
regulations.
The Terms of Reference of the Audit Committee have been drawn up and approved by the Board
of Directors in compliance with the Code of Corporate Governance. In addition to compliance
with Code of Corporate Governance, the Audit Committee carries out the following duties and
responsibilities for the Company as per its Terms of Reference:
a. determination of appropriate measures to safeguard the Companys assets;
b. review of preliminary announcements of results prior to publication;
c. review of quarterly, half-yearly and annual financial statements of the Company, prior to
their approval by the Board of Directors, focusing on:
major judgmental areas;
significant adjustments resulting from the audit;
the going-concern assumption;
any changes in accounting policies and practices;
compliance with applicable accounting standards; and
Compliance with listing regulations and other statutory and regulatory requirements.
d. facilitating the external audit and discussion with external auditors of major observations
arising from interim and final audits and any matter that the auditors may wish to highlight
(in the absence of management, where necessary);
e. review of management letter issued by external auditors and managements response thereto;
f. ensuring coordination between the internal and external auditors of the Company;
g. review of the scope and extent of internal audit and ensuring that the internal audit function
has adequate resources and is appropriately placed within the Company;
h. consideration of major findings of internal investigations and managements response
thereto;
i. ascertaining that the internal control system including financial and operational controls,
accounting system and reporting structure are adequate and effective;
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j. review of the Companys statement on internal control systems prior to endorsement by the
Board of Directors;
k. instituting special projects, value for money studies or other investigations on any matter
specified by the Board of Directors, in consultation with the Chief Executive and to consider
remittance of any matter to the external auditors or to any other external body;
l. determination of compliance with relevant statutory requirements;
m. monitoring compliance with the best practices of corporate governance and identification of
significant violations thereof; and
n. Consideration of any other issue or matter as may be assigned by the Board of Directors.
Human Resource and Remuneration Committee
CompositionThe Human Resource and Remuneration Committee consists of four members of the Board.
Majority of the members of the Committee are non-executive directors. The members are:
Chairman
Member
Member
Member
Terms of ReferenceThe Human Resource Committee is a means by which the Board provides guidance on human
resources excellence. The specific responsibilities, authorities and powers that the Committee
carries out on behalf of the Board are as follows:
Duties and Responsibilities
Reporting Responsibilities
Authorities and Powers
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Organizational Chart
Human Resource Management
Composition
Company is committed to improving business performance by enhancing human capital
standards in the areas of Organizational Development and Reward Management. For this
purpose, we have upgraded our Performance Management process and also participated in the
Mercers remuneration as well as employee benefits survey using benchmarking tools so as to be
able to benchmark our employees salaries and benefits with the Company has revised and
formulated new policies for the betterment of the human capital. These policies include the
recruitment policy, Company Assigned Car and Car Allowance Policies, leave policy, medical
policy, transfer policy and harassment policy. As per the new recruitment strategy, in year 2011
the Company conducted recruitment drives at the following Institutions:
LUMS
IBA, Karachi
NUST, Islamabad
Ghulam Ishaq Khan Institute
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NED, Karachi
Lahore School of Economics
UET, Lahore
Punjab University, Lahore
HRMS Oracle R12 development in the year 2011 has progressed further with important
advances in the following areas:
Organizational Hierarchy defined
Employee database formed (personal details, contact information, job assistance)
Employee separation process
Medical claims process and database
Trainings database
Payroll Module
Self-Service portal
Report generation
Training and Development
Your company is committed to building employees capabilities through a structured training
program. Our belief is that in order to grow business it is important to enhance knowledge and
skill base of employees. This not only enhances employee commitment to the companys growth
agenda but also makes them more productive.
Trainings conducted in 2012
Effective contract management
Leadership Grid
Management by Objectives (MBO)
Introduction to Management
Advanced training for MS Excel
Succession Management Compensation & Benefits
High performance Sales Management
HSE Skills-Human Factors based Safety
Brand Matrix
Leveraging Organizational & cultural Change
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Leadership- Great Leaders, Great Teams, Great Results.
Team-building exercise for the HR function was conducted at Green Fields Country Club. The
HR team developed the 2012 objectives during this exercise.
Further strengthening for employee capability building programme, we have now put a roadmap
in place which will have following two basic streams.
1. Core T&D StreamAll management employees will now be required to be trained in the CORE T&D program
which builds skills and efficiencies in the following areas.
Management Essentials
Business Skills
Leadership Competencies
The CORE program courses are designed separately for each management level. The program
has been made mandatory for employees to progress from one level to another.
2. Strategic T&D StreamStrategic T&D stream offers programs to managers to meet the following business and
organizational requirements.
Functional Competencies identified through TNA (training needs analysis)
Development of medium and high potential employees as per their IDPs (IndividualDevelopment Plans)
Project and/or change initiative-based training.
The Human Resource Committee is a means by which the Board provides guidance on human
resources excellence. The specific responsibilities, authorities and powers that the Committee
carries out on behalf of the Board are as follows:
Duties and Responsibilities
Reporting Responsibilities
Authorities and Powers
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Roll No: AH523400
Products
Sarsabz Nitrophos (NP) | Fertilizer
For farmers, choosing the right fertilizer for their soil is very important. In Pakistan, the soils are
calcareous, have high pH and are alkaline in nature. Sarsabz Nitrophos (NP) being highly acidic
is the most suitable fertilizer for these soil types.
Sarsabz Calcium Ammonium Nitrate (CAN) | Fertilizer
In farming, the efficient supply of nutrients to the plants, with a low level of losses, is of great
importance. This applies primarily to nitrogen, which has a direct influence on crop growth and
development. Due to its special properties, the supplies of nutrients are quick and for a longer
time.
Sarsabz Urea | Fertilizer
Urea is widely used in the agriculture sector both as a fertilizer and animal feed additive, which
makes the production of Sarsabz urea considerably high in comparison to other fertilizers in the
country.
Distribution Networks
Social Responsibility
Health, Safety & Environment
Fatima Fertilizer is committed to maintain safe, healthy and clean environment for all the
employees, visitors and community by applying standards, laws and regulations for Health,
Safety and Environment (HSE) through Process Safety Management.
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Roll No: AH523400
HSE Policy
Our goal is to become a benchmark for industry by achieving excellence in Health Safety and
Environment.
HSE Mission
To implement internationally recognized and industry best practice HSE standards in Fatima.
Emergency Preparedness
We believe the best way to avoid Emergency is to prepare for it first.
Safety History
We are dedicated for continuous improvement in HSE practices through effective
communication, motivation, team work and training.
Social ContributionsFatima Fertilizer Welfare Hospital
Fatima Fertilizer Welfare Hospital (FFWH) is a key project of Company's vision towards
community welfare.
The Company, under the guidance of Government of Punjab has undertaken to establish a
modern welfare hospital in the vicinity of Plant site, to cater for the needs of underprivileged of
the area.
Clean Development MechanismIn order to care for the environment and greenhouse effect, the Management endeavors to get
Clean Development Mechanism (CDM) Project of the Company registered with United Nations.
It is expected that about 1.3 million CER's per annum will accrue from the start of the project up
to 2020.
Mitsubishi Corporation is assisting in implementation and registration of Fatima Fertilizer's
CDM Project with the United Nations.
Uhde is providing technology and equipment and also helping with the implementation of CDMfor Fatima Fertilizer.
Major Competitors
Fauji Fertilizer Company Limited
Pakarab Fertilizers Limited
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Roll No: AH523400
Engro Fertilizers Limited
Dawood Hercules Fertilizers Limited
SWOT Analysis
Strengths:
Fast growing Fertilizer Company in Pakistan
Strong Security System
High Quality Product
Latest mechanized machinery
Fast growing market positioning
High quality and skilled management
Weaknesses:
Some gaps in range for certain sectors
Weak image in the international market
Small international market share
Less promotional activities
Limited manpower for customer services
Opportunity:
Organization can expand product lines
Organization can capture new market segments around the world.
Organization can reduce the cost by proper utilization of resources.
Organization can hire more well educated and experienced persons.
Threats:
Political instability
Changed of government policies
Gas shortage
International financial crises
Conclusion:
Fatima Fertilizer Company Limited is one of the leading groups in Pakistan. The system, the
management style, the policies & decentralized decision making environment is really
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remarkable. This report is basically an attempt to identify the areas which need to be improved.
This is really appreciable for the devotion and hard work of all the employees of the company.
Recommendations for improvements are:
At present facility of bonus is given only to management & production staff but suchincentives should also be given Head Office staff.
Special incentive should also be given to Head Office staff on Eid and on other special
days.
Medical facilities are given to families of permanent employees but such facilities should
also be given to contract employees.
Reference:
HR department of Fatima Fertilizer Company Limited