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Table of Contents:Vision and Mission………………………………………… Mission…………………………………………………………………10 ………………………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…………… information………………………………………… ………………………………………………….24 …………………….24 ISO 9001 certification……………… certification………………………………………… ……………………………………………….26 …………………….26 EPS contracting…………………… contracting……………………………………………… ……………………………………………..…27 …………………..…27 Organizational Behaviour in PEL…………………………………………………..32 PEL…………………………………………………..32 Business Communication at PEL…………………………………………………..37 PEL…………………………………………………..37 HUMAN RESOURSE MANAGEMNET in PEL…………………………………43 Organogram.............................................................................................................46 Recruitment and Selection...................................................................................47 Training and Developmnet..................................................................................53 Orientaiton ..........................................................................................................54 General guidelines...............................................................................................55 Performance Appraisal.........................................................................................59 Recommendations................................................................................................61 t
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Vision
“To excel in providing engineering goods and services through continuous improvement.” improvement.”
Mission Statement •
To provide provide quality quality product productss & servic services es to the comple complete te satisfa satisfacti ction on of our customers and maximize returns for all stakeholders through optimal use of resources
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To focus on personal development of our Human Resource to meet future challenges
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To prom promot otee good good gove govern rnan ance ce,, corp corpor orat atee val values ues and and a safe safe work workiing 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 Pakis Pakista tan. n. It was esta establ blis ished hed in 1956 1956 in tech techni nical cal coll collab abor orat atio ion n with with M/s M/s AEG 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, skill skilled ed worker workerss and techni technicia cians ns through through its its appren apprentic ticesh eship ip scheme schemess and train training ing programs
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The PEL comprises two divisions:
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Appliances Division
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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 PEL wind windowow-ty type pe air air cond condit itio ione ners rs were were intr introd oduc uced ed in 1981 1981 in tech techni nical cal collab collabora oratio tion n with with Genera Generall Corpor Corporati ation on of Japan. Japan. Ever Ever since since their their launch, launch, PEL air conditi conditioner onerss have have a leadin leading g posit position ion in the market market.. PEL air condit condition ioners ers cooling cooling performanc performancee has been tested and approved approved by Copeland Copeland and ITS USA. With the shift of users users prefer preference ence from from window window type type to split split type type air condition conditioners ers,, PEL has start started ed 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 IAR-SILTAL of Italy. Italy. Like the air conditioner, conditioner, PEL's refrigera refrigerators tors 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. Un ilever. POWER DIVISION
PEL Power Division Division manufacture manufacturess energy meters, transforme transformers, rs, switchgear switchgears, s, Kiosks Kiosks,, compact compact statio stations, ns, shunt shunt capacit capacitor or banks banks etc. etc. All these these electr electrica icall goods 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' Group'ss applia appliance ncess and electr electrica icall equipme equipments nts have have remain remained ed in the spotl spotligh ightt 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 with Gene Genera rall Corp Corpor orat atio ion n of Japa Japan. n. To Toda day, y, PEL PEL air air cond condit itio ione ners rs hold 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: Saigolss migrat migrated ed from from Calcut Calcutta ta and initia initiated ted their their busine business ss in In 1948, 1948, the Saigol 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-theart 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 Current Capacity
: 25,000 spindles : 71,648 spindles
Pak Elektron Limited (PEL) :
In 1978, the Saigol Group of Companies purchased major shares of Pak Elektron
Limite Limited. d. At that that junctu juncture, re, the compan company y was only only manufa manufactu cturin ring g transf transform ormers ers 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
capac capacit itie iess as the the cust custom omer er choi choice ce has shif shifte ted d from from windo window w type type to spli splitt type type air 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 PEL Powe Powerr Divi Divisi sion on is one of the the majo majorr elect electri rical cal equi equipm pmen entt suppl supplie iers rs 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: t
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Preece, Cardew and Rider, England
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Harza Engineering Company, USA
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Snam Progeti, Italy
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Societe Dumezm, France
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Miner & Miner International Inc. USA
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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
first power power unit unit commis commissio sioned ned in Pakist Pakistan, an, in the Privat Privatee sector sector,, was In 1991, the first Kohinoor Power Company Limited. Its present production capacity cap acity is 15 MW. Kohinoor Energy Limited
Limited, was established. established. Kohinoor Kohinoor 1995, another power unit, Kohinoor Energy Limited, 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
PAK ELEKTRON LIMITED FINANCE DEPARTMENT MARKETING DEPARTMENT
HR DEPARTMENT IMPORT & EXPORT DEPT IT DEPARTMENT ADMIN DEPARTMENT ACCOUNTS DEPARTMENT
PEL’S is mainly consisted of seven departments i.e. Finance, Marketing, HR, Import Import & Export, Export, Informati Information on technology, technology, Administration Administration and Accounts Accounts Department. 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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HIERARECHY OF PEL
CEO
FINANCE MANAGER
HR MANAGER IMPORT&EXPORT MANAGER MARKETING MANAGER
ADMIN MANAGER
IT MANAGER ACCOUNTS MANAGER
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 compan company. y. All All the the majo majorr oper operat atio ions ns of the the comp compan any y go und under er the the revi review ew of thes thesee departmental heads.
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FINANCE DEPARTMENT
FINANCE MANAGER
ASSISTANT FINANCE MANAGER
EXECUTIVE FINANCE MANAGER
MARKETING DEPARTMENT MARKETING MANAGER
ASSISTANT MARKETING MANAGER
EXECUTIVE MARKETING MANAGER
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HR DEPARTMENT
HR MANAGER
ASSISTANT HR MANAGER
EXECUTIVE HR MANAGER
IMPORT&EXPORT DEPARTMENT
IMPORT&EXPORT MANAGER
ASSISTANT IMPORT&EXPORT MANAGER
EXECUTIVE IMPORT&EXPORT MANAGER
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I.T DEPARTMENT
I.T MANAGER
ASSISTANT I.T MANAGER
EXECUTIVE I.T MANAGER
ADMIN DEPARTMENT
ADMIN MANAGER
ASSISTANT ADMIN MANAGER
EXECUTIVE ADMIN MANAGER
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ACCOUNTS DEPARTMENT
ACCOUNTS MANAGER
ASSISTANT ACCOUNTS MANAGER
EXECUTIVE ACCOUNTS MANAGER
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Company Information BOARD OF DIRECTORS Mr. Naseem Saigol Mr. Azam Saigol Mr. Murad Saigol Mr. Muhammad Rafi Khan Mr. Haroon Ahmad Khan Mr. Homaeer Waheed Mr. Gul Nawaz Mr. Masood Karim Sheikh Mr. Tajammal H. Bokharee Mr. Wajahat A. Baqai
(Chairman/Chief Executive)
(Managing Director) (NIT Nominee) (NBP Nominee U/S 182 of the Ordinance) (NBP Nominee U/S 182 of the Ordinance) (NBP Nominee U/S 182 of the Ordinance)
AUDIT COMMITTEE Mr. M. Azam Saigol Mr. Haroon A. Khan Mr. Tajammal H. Bokharee Mr. Gul Nawaz
(Chairman/Member) (Member) (Member) (Member)
COMPANY SECRETARY Sheikh Muhammad Shakeel
F CA
CHIEF FINANCIAL OFFICER Syed Manzar Hasan
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FCA
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AUDITORS M/s Yousaf Adil Saleem & Co. Chartered Accountants
LEGAL ADVISORS' M/s Hassan & Hassan Advocates
BANKERS Bank of Punjab Bank Alfalah Limited Faysal Bank Limited National Bank of Pakistan NDLC-IFIC Bank Limited PICIC Commercial Bank Limited Saudi Pak Commercial Bank Union Bank Limited
REGISTERED OFFICE
17-Aziz Avenue, Canal Bank, Gulberg-V, Lahore. Tel: 042-5718274-5, 5717364-5 Fax: 042-5715105 E-mail:
[email protected]
WORKS
14Km, Ferozepur Road, Lahore Tel: 042-5811951-7 (7 Lines) Website: www.pel.com.pk
ISO 9001 Certification t
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PEL was 16th Company in Pakistan which got ISO 9002 Certification in 1997, since since then then PEL Managem Management ent is applyin applying g this this International International Standard Practices for Effect Effective ively ly Managi Managing ng Qualit Quality y of Produc Products ts and Servic Services es that that Compan Company y Offers Offers.. The International Standard Practices in PEL have been Upgraded Upgraded as per the Revised Revised ISO 9001 900 1 Stand Standar ards ds and and its its Scop Scopee of Appl Applic icat atio ion n is expand expandin ing g ever ever sinc sincee and Top Manag Managem emen entt is Comm Commit itte ted d to make make PEL PEL a Total Total Quality Quality Managem Management ent (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 thei theirr parti partici cipa pati tion on are are the the KE which are increa increasin sing g our Organi Organizati zation's on's KEY Y force forcess which 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-ofproductio tion n technol technology ogy reflec reflects ts manage managemen mentt Vision Vision and commit the-art produc commitmen mentt for Quality . Over fifty years of manufacturing experience with cooperative and dedicated employ employees ees couple coupled d with with per perform formanc ancee based based system system and Data Analysi Analysiss 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 P ower Projects PD has recognized its presence in the market by undertaking undertaking 132kV substation substationss and industria industriall and residenti residential al societies societies electrifi electrification cationss turnkey turnkey projects projects against against multinati multinational onal companies. companies. Pakistan Pakistan Engineering Engineering Council has granted it licence in C-1 (No limit) category.
PEL, PEL, a stro strong ng base base of manuf manufac actu turi ring ng of power power trans transfo form rmer er,, dist distri ribut butio ion n trans transfo form rmer ers, s, MV/L MV/LV V swit switchg chgea ears rs,, ener energy gy mete meters rs,, cont contro roll and rela relay y pane panels ls give give confidence Power Projects PD to install these equipment for its projects. In addition, it has establ establish ished ed techni technical cal associ associati ation on with with GANZ, GANZ, (Hungr (Hungry) y),, SEL (USA) (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 t
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Organizational behavior studies the human behavior and helps the managers to underst understand and the human’ human’ss behavi behavior or in differ different ent situat situation ions. s. Theref Therefore ore we can say that that organizational behavior has the strong link with the “ Human Resource Resource Management” Management”.. Ther Th eref efor oree we ofte often n disc discus usss “O.B” unde underr the umbr umbrel ella la of
“ Human Human Resour Resource ce
From now now on word word,, we will will disc discus usss O.B” as Human Resource Management”. From 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 growth.. Today, Today, therefor thereforee in truly world-c world-clas lasss corpor corporati ations ons the HRM function function has assume assumed d a greate greaterr signif significa icance nce and plays plays a compre comprehens hensive ive role role in organi organizati zationa onall 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 marked change change in HRM particula particularly rly in those those activi activitie ties, s, which which involv involvee 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 improv improvee their their compet competence ence and capabil capability ity to perfor perform m their their presen presentt as well well as future 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 contri contribut butee to the organi organizat zation ional al develop developmen ment. t. HRM is very very import important ant for future future development of a nation, and a future development of a country depends a lot on its Human Resources.
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The majo The majorr purp purpos osee of HRM HRM is to incr increa ease se and and impr improv ovee the the prod produc ucti tive ve contribution of personnel to the organization in more ethical, social, and administratively respon responsib sible le way. way. This This purpos purposee emerge emerged d from from common commonly ly called called indust industri rial al relati relations ons,, personnel administration, industrial psychology and personal Management. HRM is not just another personnel management fad. “Resea “Research rch shows shows that that its its aim is to create create a whole whole organi organizat zation ional al cultur culturee that that binds 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. Not Notee that that some some peop people le dist distin ingu guis ish h a diff differ eren ence ce betw betwee een n HRM HRM (a majo major r management activity) and HRD (Human Resource Development, a profession). Those people might include include HRM in HRD, explaining explaining that HRD includes the broader range of activ activit itie iess to devel develop op pers personn onnel el insi inside de of orga organi niza zati tion ons, s, incl includ udin ing, g, e.g. e.g.,, care career er development, training, organization development, etc. The main elements we are going to discuss are • • •
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Recruitment & Selection Training & Development Appraisal Process
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ORGANOGRAM OF HUMAN RESOURCE DEPARTMENT
Head of Dept.
R&S
PMDP
Asst Manager Ma== Manager
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Asst Manager
Asst Manager
T&D
Asst Manager
Asst Manager
Asst Manager
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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 modify the behaviora behaviorall characte characteristi ristics cs and competenc competences es of the workforce. workforce. The fashion for team working, for example, has focused on people with a preference for for work workin ing g with with othe others rs as op oppo pose sed d to the the indi indivi vidu dual alis istt 'sta 'stars rs'' pref prefer erre red d by recruiters in the 1980's. Attention has switched from rigid lists of skills and abilities to broader-based competences. Once Once the organi organizat zation ion’s ’s human human resour resource ce needs needs have have been been determ determine ine,, they 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 Both proc proced edur ures es must must be do done ne in acco accord rdan ance ce with with Eq Equa uall Empl Employ oyme ment nt opportunity (EEO) guidelines. Recruitment is one of the core activities of any personnel personnel department. department. Before Before the personnel personnel department department can proceed 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 mout mouth. h. Th Thee appr approa oach ch diff differ erss acco accord rdin ing g to the the orga organi niza zati tion on's 's reso resour urci cing ng philosophy: INTERNAL SOURCES
Organi Organizat zation ionss with with a stron strong g cultur culturee are likely likely to seek seek mallea malleable ble 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 t
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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 Equal opp opport ortuni unity ty demand demandss equal equal acces access. s. This This can can only only be achiev achieved ed throug through h pub public lic and open open recrui recruitme tment. nt. The likeli likelihoo hood d of attrac attractin ting g 'suita 'suitable ble'' applicants depends on the detail and specificity of the recruitment advertisement advertisement or literature. Key factors such as salary, job title, career and travel opportunities obviously influence response response rates. But remember that employers do not want 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 One of the the main main reco recomm mmen enda dati tion onss is inco incorp rpor orat atin ing g a link link from from the the corporate home page directly to the careers section on the company's Web site. Anot Anothe herr Best Best Prac Practi tice cess feat featur uree is to make make info inform rmat atio ion n avai availa labl blee 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 t
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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 crit critic ical al that that all all comp compan anie iess make make the the most most effe effect ctiv ivee use use of thei their r 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 electronically through the Internet. They give ad on there web side www.Pel.com The company also give add on roozee.Com. EMPLOYEE REFERRAL PROGRAMS
Word-o Word-of-m f-mout outh h applic applicant antss are likely likely to stay stay longer longer and may be more more sui suitabl tablee than han recr ecruit uits ob obttaine ained d by adv adverti ertisi sing ng.. But But wor word-of d-of-m -mou outh th is discri discrimin minato atory, ry, since since it restri restricts cts applic applicati ations ons to establ establish ished ed commun communiti ities es 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 preselection. 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 'cultu 'cultural ral fit' fit' and 'flexi 'flexible ble person person'' models models After After the candid candidate atess have have been been identified, they must be selected. In PEL common procedures use in selection include
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Obtaining completed application forms or resume Checking education, background, experience and references 31
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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 vacan cies.
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 t
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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 BENEFITS All 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 salary House rent allowance @ 45% of basic salary Utilities @ 10% of basic salary PROVIDENT FUND
Emplo Employee yee’s ’s contri contribut bution ion @ 10% of basic basic salary salary after after confir confirmat mation ion 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 BONUS Bonus on salary is provided annually to the employees. t
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TRAINING & DEVELOPMENT At the organizational level, enterprises need people with appropriate skills, abil abilit itie iess and and expe experi rien ence ce.. Th Thes esee qu qual alit itie iess can can be bo boug ught ht from from ou outs tsid idee the the organizatio organization n through through recruitme recruitment, nt, consultan consultancy cy and subcontra subcontracting cting,, or grown grown by training and developing existing employees. This section focuses on the second approach The process process of teach teaching ing new employ employees ees the basic basic skill skillss they they need 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 Induct Induction ion traini training ng is regard regarded ed as an import important ant of the overall overall traini training ng policy 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 hours o Head office o Plant o Canteen mess o Bank account details o Fair price shops o Traveling o Department visit o Meeting with HOD o 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 14:0 14 :00 0 ho hour urs. s. Atte Attend ndan ance ce curr curren entl tly y is to be mark marked ed on the the atte attend ndan ance ce shee sheett 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 well as contra contractu ctual al staff staff.. HR & Finan Finance ce depart departmen ments ts,, regard regarding ing openin opening g of account in the designated bank nearest to your residence/ place of appointment is available for coordination. FAIR PRICE SHOPS
Comp Compan any y has has prov provid ided ed fair fair pric pricee faci facili lity ty to all all its its empl employ oyee eess wher wheree compan company y produc products ts are availa available ble at subsid subsidiz ized ed prices prices.. Differ Different ent quanti quantitie tiess are allowed to different category of staff on monthly basis. The shops are located at t
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head office, plant, Jhang and Arifwala zones. Timing may vary from season to season or otherwise.
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 Internal managemen managementt supervise supervise orientation orientation program. 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 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 NEEDS INTRODUCTION
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 possi possible ble soluti solution on identi identifie fied. d. Traini Training ng is one possib possible le respon response se and should 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. t
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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 pot poten enti tial al.. Th This is is usua usuall lly y the the resp respon onsi sibi bili lity ty of line line mana manage gerr who who sets sets the 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 IDENTIFYING THE TRAINING GAP
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PERFORAMNANCE 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 PERFORMANCE APPRAISAL IN PEL
In PEL performance appraisal is recognized as an important element of the job jobss of mana manage gers rs and and supe superv rvis isor or.. It prov provid ides es sign signif ific ican antt help help in meet meetin ing g departmental and company objective. Give Given n the the vita vitall role role of perf perfor orma manc ncee appr apprai aisa sals ls,, PEL PEL need needss to chec check k 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 object objective ives. s. Perfor Performan mance ce apprai appraisal sal discu discussi ssions ons are often often held held annua annually lly.. Each 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 t
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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 Usua Usuall lly, y, the the line line mana manage gers rs are are prim primar aril ily y resp respon onsi sibl blee for for cond conduc ucti ting ng performance appraisals. They must tell employee how they are doing and make salary salary and traini training ng decisi decisions ons.. Person Personnel nel manage managers rs can aid line line manage managers rs 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 apprai appraised sed fairly fairly and consis consisten tently tly.. To fulfil fulfilll this this respon responsib sibili ility, ty, person personnel nel 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 PER FORMANCE APPRAISAL AT PEL At PEL PEL we have have observ observed ed that that superv superviso isors rs and subord subordina inate tess are often 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 supervisor provide provide negative negative feedback feedback he/she he/she should should immediat immediately ely counterbalance it with positive statement for the purpose of encouragement in that situation. 6. Th Ther eree shou should ld be a cont contin inuo uous us moni monito tori ring ng of perf perfor orma manc nce. e. When 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 Whether performanc performancee appraisal appraisal discussi discussions ons are held monthly, monthly, quarterly quarterly,, annually appraise should be clear about what he/she is doing right and wrong wrong ,and ,and how he/she he/she can overco overcome me there there defici deficienc encies ies for the future 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 t
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