INTERNSHIP REPORT ON
TCS PVT.LTD.
TAHIR ARIF
Submitted in partial fulfillment of the requirements For the degree of Bachelor of Business Administration At
NATIONAL UNIVERSITY UNIVERSITY OF MODERN MODERN LANGUAGES LANGUAGES Islamabad, Pakistan September, 2013
NATIONAL UNIVERSITY UNIVERSITY OF MODERN MODERN LANGUAGES LANGUAGES Faculty of Management Sciences
It is hereby certified that the report has been thoroughly and carefully read and recommended to the Faculty of Management Sciences for acceptance of Final Internship Report by Tahir Arif Roll No. IC-2219, Session (August 2009 to June 2013) Evening, in partial fulfillment of the requirements for the degree of Bachelors of Business Administration of National University of Modern Languages Islamabad.
Dated:
Supervisor Name ………………….......... …………………..........
Supervisor Signature ……………………
Panel Member Name …………………...
Panel Member Signature ………………..
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NATIONAL UNIVERSITY UNIVERSITY OF MODERN MODERN LANGUAGES LANGUAGES Faculty of Management Sciences
It is hereby certified that the report has been thoroughly and carefully read and recommended to the Faculty of Management Sciences for acceptance of Final Internship Report by Tahir Arif Roll No. IC-2219, Session (August 2009 to June 2013) Evening, in partial fulfillment of the requirements for the degree of Bachelors of Business Administration of National University of Modern Languages Islamabad.
Dated:
Supervisor Name ………………….......... …………………..........
Supervisor Signature ……………………
Panel Member Name …………………...
Panel Member Signature ………………..
2
Head of Department ……………………..
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ACKNOWLEDGEMENT I am much thankful to “ ALMIGHTY ALLAH ” the most beneficent, the the most merciful who has given me strength to complete this task. I am also thankful to National University of Modern Languages Islamabad that provided me this opportunity to have an experience in a reputed organization and groom myself for the future professional responsibilities. I am thankful to MR. Jahangir, under whose supervision I worked on this report. He has been a constant source of guidance throughout the course of this report. This assignment could not have been much better without her fortitude and understanding. I am also thankful to my friends and family whose silent support led me to complete my project. During internship I got better idea that how things are practically done and how everything is important from each and every aspect. I am also obliged to Mr. Nabeel Usman Regional HR Manager North, Mr. Rashid Iqbal Assistant HR Manager and Mr. Mubashir HR officer without their support supervision supervision and it would not have been feasible for me to achieve this assignment. I am deeply thankful to my teachers, each and everyone who taught me and made me learn furthermore, I am indebted inde bted to my university lecturers & staff of the TCS private p rivate Limited Pakistan from whom I have gained much experience regarding practical work of corporate world is concerned. The last but not the last I convey my credit and thankful regards to my parents especially my elder brother because without their support I could not be able to achieve this task successfully.
Contents EXECUTIVE SUMMARY
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INTRODUCTION TO TCS ..................................................................................................................................... Error! Bookmark not defined. CHAPTER 1 ............................................................................................................................................................ Error! Bookmark not defined.
1.1 Introduction to TCS Private Limited …………………………………………………………………………. Error! Bookmark not defined. 1.2 OUR PURPOSE................................................................................................................................................ 11 1.3 VISION STATEMENT .....................................................................................................................................11 1.4 MISSION STATEMENT .................................................................................................................................. 11 1.5 Core Values .......................................................................................................................................................12
Business Portfolio of TCS ...................................... Error! Bookmark not defined. 1.6 MMS (Mail Management Solutions)................................................................................................................. 15 1.7 TCS SENTIMENTS EXPRESS........................................................................................................................16 1.8 TCS AVIATION ............................................................................................................................................... 16 1.9TCS LOGISTICS PRIVATE LIMITED ............................................................................................................ 16 1.10 VISATRONIX ................................................................................................................................................ 17 1.11 TCS INTIANA................................................................................................................................................ 17 1.12 TCS OCTARA ................................................................................................................................................ 17 1.13 TCS EXPRESS AND LOGISTICS...... ........................................................................................................... 17
CHAPTER 2 ........................................................... Error! Bookmark not defined. 2.1 CHAIN OF COMMAND AT NATIOMAL LEVEL ........................................................................................ 19 2.2 TCS Operation at Regional Level ..................................................................................................................... 20 2.3 Regional level hierarchy in North Region ......................................................................................................... 20
2.4 HR DEPARTMENT .........................................................................................................................................21 2.5 Reporting of HR ................................................................................................................................................23 2.6 Human Resource Department Values ............................................................................................................... 24 2.7 HR Facilitation .................................................................................................................................................. 25 2.8 ORGANATIONAL DEVELOPMENT.............................................................................................................25 2.9 LEARNING & DEVELOPMENT .................................................................................................................... 25 2.10 Performance Management ............................................................................................................................... 26
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2.11 Opportunity Corner ......................................................................................................................................... 26 2.12 Admin and Security .........................................................................................................................................28 2.13 Inbound Operations ......................................................................................................................................... 28 2.13.1 Security scanning: ........................................................................................................................................ 29 2.13.2 De-manifestation: ......................................................................................................................................... 29 2.13.3 Routing: ........................................................................................................................................................29 2.13.4 Primary process: ...........................................................................................................................................29 2.13.5 Secondary process: ....................................................................................................................................... 30 2.13.6 DELIVERY SHEETS PHASE I: ................................................................................................................. 30 2.13.7 QA DEPARTMENT: ................................................................................................................................... 30 2.13.8 DELIVERIES:.............................................................................................................................................. 30 2.13.9 DELIVERY SHEETS PHASE II: ................................................................................................................ 31
CHAPTER 3 ........................................................... Error! Bookmark not defined. 3.0 SWOT ANALYSIS ...........................................................................................................................................32 3.1 .............................................................................................................................................. STRENTHS .................................................................................................................................................................................32 3.2 WEAKNESSES ................................................................................................................................................ 33 3.3 OPPUTUNITIES............................................................................................................................................... 34 3.4 THREATS.........................................................................................................................................................34 3.5 Cultural Analysis ............................................................................................................................................... 35 3.6 Sales Department............................................................................................................................................... 36 3.7 Operations Department ..................................................................................................................................... 37
CHAPTER 4 ........................................................... Error! Bookmark not defined. 4.1 FIRST WEEK ...................................................................................................................................................38 4.2 SECOND WEEK .............................................................................................................................................. 39 4.3 THIRD WEEK .................................................................................................................................................. 39 4.4 FORTH WEEK ................................................................................................................................................. 40 4.5 FIFTH WEEK ...................................................................................................................................................41 4.6 SIXTH WEEK ..................................................................................................................................................41 4.7 SEVENH WEEK...............................................................................................................................................42 4.8 EIGTH WEEK .................................................................................................................................................. 42
CHAPTER 05 ......................................................... Error! Bookmark not defined. REFRENCES .......................................................................................................................................................... 45
http://www.tcscouriers.com/pk/home.aspx..............................................................45 6
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EXECUTIVE SUMMARY During the period of my internship from July 2013 to September 2013 I worked as an HR intern. Our team consisted of HR specialist North, HR officer and two HR interns (including me). Our team was responsible for all the HR activities of north region and all business areas and stations under it. The objective of this Internship report contains TCS History and Background, Structure, Cultural Analysis, SWOT analysis and with practical experience working in TCS Private Pakistan. There are many possible improvements, which we can make positive changes in the system. We were looking to the interests of roughly 1500 people and the work was carried out in a full teamwork environment with no beurocratic barriers at all within the department. Financial statements of the company are not available because it is a private limited company. TCS is serving in service industry and that too in operations extensive category. The structure of the organization is such that the hierarchies are not well known at the regional level as well because the distribution has three levels, division, department and actual location. The prior two are mentioned on payroll slips but the last one is not the most accurate indicator of actual location of an employe
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CHAPTER 1 INTRODUCTION
1.1 Introduction to TCS Private Limited TCS came into being in 1983 as a domestic courier company. The TCS journey since its inception has been exhilarating and as recorded in the Harvard Business Case Study, the Company that Engineer Khalid Awan established with his brother has found itself in trailblazing roles, and developed an entire Industry that has withstood the trials and tribulations of cohabiting with the Government sector, and strove every inch of the way to find win-win solutions in the service of Pakistani prosperity
Almost three decades into its existence, the TCS brand has evolved, into a symbol of trust & reliability. TCS provides domestic & international express services to consumers, corporate, SMEs and households alike, with pickups & deliveries crossing over 6 million a month. This is being done through a wide network of 155 offices making it the biggest network in the country.
TCS operates with over 7,000 Professionals, 24/7 call center, 530 plus conveniently located Express Centers, dedicated chartered aircraft, 2000 on-line & offline locations, 250 plus satellite tracked delivery vehicles and a proficient team of couriers dedicated to providing you the best of service and reliability in the industry. With a view to enlarging its presence in the global village, TCS operates in international territories through its business partners in Dubai and London, providing access to its customers to over 3,500 destinations worldwide. have led to a case study, undertaken by Harvard Business School in 2003 for 'International Entrepreneurship' course of MBA.
It has been mentioned in the textbooks used by Harvard Business School as a model of highly effective company from the developing world. A case study on TCS has also been included in Philip Kotler’s latest South Asian edition of “Principles of Marketing” which is being taught at the best & biggest Business Schools across South Asia. Retail outlets are the visage of any company. The number of computerized TCS Express Centers that are open 24/7 has been on the rise ensuring an enabling environment, much to our valued customer’s delight. TCS service standards are maintained through support teams comprising of Retail Team Leaders and Mobile Maintenance Units that stay on the move 12 hours of the day, every single day. TCS not only serve their customers by selling in-house services, they also have widened our service horizon by contributing in admission process of reputed Universities, Which shows that their metro-geographical presence and highly efficient trained staff is contributing as a responsible national entity to serve P akistani institutes and citizens.
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1.2 OUR PURPOSE To continually strive to achieve excellence - both on and off the job.
1.3 VISION STATEMENT "TCS will be recognized and respected as professional, innovative, profitable information, and knowledge based logistics/services enterprise. TCS embeds internet based technologies into its internal operating structures and as business solutions for customers; with customer, employee and shareholder interests at the core of its operations; demonstrating a clear concern for ethical conduct and good corporate citizenship; with the objective of growing into a regional and global player, with emphasis on the Middle East, Europe and North America".
1.4 MISSION STATEMENT "To direct all our organizational efforts at building upon the existing organizational strengths and brand recognition to achieve enhanced levels of profitable growth in the core business, and diversify into new areas that complement and supplement the core business, with the diversification aimed at achieving excellence and industry leader status in the new areas. The TCS People will however be encouraged to be open to unconventional ideas and services and recognize new trends at very early stages".
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1.5 Core Values Quality
TCS people should direct every effort to delive r maximum value and satisfaction to our customers.
Profitability through Efficiency
Efficiency will be the hallmark of TCS people to optimize profitability and growth.
Ethics
Nothing unethical shall be practiced by TCS people in relation to our customers and the world at large.
Justice
Justice to be the guiding principle of TCS people.
Creative Growth
In its quest for expansion TCS shall encourage innovative thinking amongst its people
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1.6 History of TCS
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1.7 BUSSINESS PORTFOLIO
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1.8 MMS (Mail Management Solutions) Now businesses can realize all financial benefits of effective mail management through customized production and efficient delivery of vital business documents like statements, bills, letters, invoices, leaflets and much more. MMS makes a bundle of mail management and delivery services available to you, both as an end-to-end solution and individually. At TCS innovation is a norm and with a view to creating & delivering business value to customers. Value is the most significant outcome expected of each and every business process. Mail Management is one process yet to be recognized as a source of value in our local business environment. TCS promises to deliver this value through its innovative service . MMS - Mail Management Solution stands upon the single largest investment in infrastructure made by TCS for continuous delivery of value. MMS is equipped with state-of-the art printing and sorting technology that has been sourced from the best suppliers across Europe and Asia Pacific. This makes TCS the only end to end solution provider in the category with the largest delivery network in Pakistan. Now businesses can realize all financial benefits of effective mail management through customized production and efficient delivery of vital business documents like statements, bills, invoices, leaflets and much more. Be it mail (room) urgent printing, deliveries or all integrated together in an end to end solution, TCS promises sheer value to all it customers big or small. The speedy equipment is capable of handling projects of any magnitude. MMS will be serving a wide range of businesses like telecom sector, financial institutions and utility companies where correspondence is time sensitive and crucial . MMS Services Includes
Digital Printing
Automating stuffing and insertion
Nationwide Delivery
Mail Room Management
Bulk Mail Projects
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1.9 TCS Sentiment Express TCS Sentiments Express is a personalized, high valued gift delivery service offering a wide array of gifts from gourmet cakes, floral bouquets, ethnic sweets, to various other elegantly wrapped gifts, delivered with a personalized greeting card in Pakistan. Since 1989, TCS Sentiments Express has been part of TCS, the leading air express courier in Pakistan. In the time, it has become Pakistan’s premier gift delivery and greetings service.
1.10 TCS Aviation TCS Aviation, a division of TCS Private Limited, specializes in delivering customized air freight solutions for Freight Forwarders, Pharmaceutical Industry, Charities & Relief Organizations, Government Departments, Airlines, General Sales Agents, Oil & Automotive Industries and Brokers. TCS Aviation operates with a dedicated fleet of aircraft & worldwide offices in Pakistan, Dubai and London. You can be assured that we would fulfill your air freight & charter requirements to your satisfaction.
1.11TCS Logistics TCS Logistics Private Limited was incorporated on June 2002. Started as a transport provider however it soon grew into a total logistics solution company offering trucking, distribution & warehousing facility in response to strong customer demand.
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1.12 Visatronix Visatronix, a division of Intiana Private Limited, extends booking facilities for visa applicants in the non-immigrant (work, visit, study) categories for applicants all over Pakistan for Canada, India, Spain, Italy, Malta and South Africa. Applications are booked on a "Return Service Basis" at selected TCS Express Centers in all major cities.
1.13 TCS Intiana Intiana,a Tranzum enterprise, offers services for Umrah and Travel. Intiana is dedicated to facilitating our customers in meeting all their travel related needs with personalized services and well-trained staff for customer support.
1.14 TCS Octara Octara private limited is independent enterprise and a business information management of the TCS Group specializing in corporate training, workshops, seminar conferences, an d publications Being a premium training solutions provider in the country, Octara offers a diverse range of training courses ranging from strategic and technical modules to the simple yet effective managerial and motivational courses. Painting the training canvas of the corporate sector, our quality training sessions are uniquely valued as a best fit for all management levels. Apart from our public courses, Octara offers a full range of customized in-house modules and consultancy services ranging from training needs evaluation through to post -course follow up
1.15 TCS Express & Logistics TCS is the leading courier industry of Pakistan. W ith its 28 years of experience in the express courier industry, it is widely trusted for reliability, speed and convenience. TCS provides time sensitive packages and business documents delivery services across Pakistan, UK and United
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Arab Emirates. A wide range of document, parcel and cargo services both domestic and international are offered
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CHAPTER 2
DEPARTMENTAL FUNCTIONS & OPERATIONS TCS is one of the top organizations of Pakistan providing services to its customers in most part of homeland and world with best business model in industry; TCS is the number one organization of Pakistan in courier service industry. All the departments are independent in their functioning but very much interconnected for achieving common goals. Decisions making is centralized at regional levels working under directions received from Head office Karachi.
2.1 CHAIN OF COMMAND AT NATIOMAL LEVEL
North
South
Central
Rawalpindi
Karachi (West, South, East, Central)
Lahore (East, West, Central)
Islamabad
Hyderabad
Multan
Gujranwala
Sukkur
Faisalabad
Peshawar
Quetta
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CHAPTER 2
2.2 TCS Operation at Regional Level
2.3 Regional level hierarchy in North Region
ABH Sales Manager Operation Manager Station Manager(SM) Branch Manager
Region Regional Director Regional Director Operation (Ali Ashgar Kiyani) Look after of all regions’ admin operation
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CHAPTER 2
Sales Corporate Sale Key Account Sales Lead by Regional Director Sales Head (Yousaf Rasheed) KAM Team
2.4 HR Department As other departments for me were a perceptional study but in HR’s case I can assert about the environment of the department. HR north where I worked was responsible for over 1500 employees of complete North region. The department had only two officially hired people, an HR-specialist and an HR officer, the third one was an HR-intern and I was fourth on the list. As far as the work was concerned it was excessive for this amount of people but HR people knew how to manage and meet the deadlines. Attendances, hiring, interviews, documentation and records of employees, bank account openings, conducting trainings, and managing claims and leaves records were primary responsibilities for HR from a outsider point of view but indeed their was far more than that. HR is nearly always engaged in refining the HR processes of the organization with the coordination and approval of head office HR. the challenge of considering employees as internal customers and listing to them when the deadline is at front is the moment when HR has to go to an extra mile. The team knows very well that they are here to facilitate and maintain a level of quality in every document they dispatch and argument they present.
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CHAPTER 2
HR in north is nearly fully non autocratic and it adds to the beauty of working in HR. The boss can actually see the officer and interns in front of him and never push them to wall in fact saying that the manager actually talks to his team in very personnel and mentoring manner as well. This not only lets the boss achieve his targets but also lets the ender command to improve them professionally and personally.
The culture is very friendly yet very respectful. The team is always submerged with work as it can also be quoted as an under employed department. Managing all things at the same time gets very difficult because of non flexible deadlines from head office which is also necessary because any delays will directly affect the internal employees.
Head Office HRM & OD HR Manger South
HR Manger North
HR Manger Central
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CHAPTER 2
2.5 Reporting of HR
Functional Report
Admin Reporting
Head of HR
Regional Director Operation HOHRM & OD
1
2
3
OD Development
Recruitment
OD Manager
Asst. Manager HR
HR Officer
4
Learning & Development HR
HR Trainee
L&D Manager
Operations
Manager Ops.
Training Executive
AM HR HR Trainee
5 Mgt Facilitation Centre Manager (Insurance)
6 Road Transport Senior Manager HR (Legal Matter)
Intern
HOHRM & OD (Nusratullah Khan) 1 OD operations OD Manager Asst
2 Recruitment
Manager HRL&D Manager
Ms. Moona Shafi M. Zubairudin &Tahir Tabbasum Ali Tahir M. Saleem
3 Learning & Development
Manager (HR Operation)
4 HR
HR Officer
M. Farhan HR Trainee Training Executive Kashif Ahmed M. Bilal
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CHAPTER 2
HOHRM Continued 5 Mgt Facilitation Centre Manager (Insurance) Senior Kashif Anwar
6 Road Transport Manager HR (Legal Matter) Muhammad Usman
2.6 Human Resource Department Values
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CHAPTER 2
2.7 HR Facilitation •
Assistance in Medical treatment and Hospitalization
•
Accident and Life Insurance
•
Claims settling with Insurance Companies
•
EOBI pensions
•
Medical treatment from SSI
•
Recruitment & Selection
•
Compensation & Benefit administration
•
Employee Relations
•
Performance Management
2.8 ORGANATIONAL DEVELOPMENT OD focuses on initiatives that tend to improve organ izational health and effectiveness. At large its an integrative approach of behavioral, technological, and structural strategy. OD Initiatives
Rising Star Program
HR Communications
Chief Courier Program
Living the Core Values Project
HCMS implementation
2.9 LEARNING & DEVELOPMENT •
•
•
•
At TCS, Learning & Development has two purposes: –
Catering learning needs of internal employees
–
Development of employees according to organization needs
Learning & Development events: Back to the Future Executive Learning Sessions
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CHAPTER 2
•
•
•
Dress for Success HR Learning Forums Train the Trainer
2.10 Performance Management Outline of the Review Process
Performance Standards
Performance Measurement
Reporting of Progress
Quality Improvement Process
2.11 Opportunity Corner To increase employee’s productivity and motivation level, Opportunity Corner is created to assist Internal Recruitment. TCS always supported the staff promotion and their career growth; TCS always encouraged and opened the opportunities. It has been seen that even the couriers are now working as head of regions. Opportunity corner is one the tool for employees to move ahead.
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CHAPTER 2 Purpose:
•
Encourage healthy competition between internal and external candidates.
•
To create an equitable system
•
Approximately 100 positions have been filled internally
Key performance Indicators (KPIs) are developed to provide a comprehensive performance feedback of the following critical functions:
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2.12 Admin and Security Admin and security at regional level is looked after by retired Army officers. Admin department also looks upon the canteen and I can tell you the lunch sent to admin and other departments is different in quality. Admin is also a humble department because they cannot sell their arrogance as operations or sales people and no one never appreciates them other than guests. Admin is always loyal at attempting to accomplish whatever they are assigned and are decently numbered and are not the last one to leave the office like operations people. Which also the reason why they cannot expect a very high rise in their career path. To them opportunities are limited like their contribution to core business.
2.13 Inbound Operations All the shipments from all cities of Pakistan are gathered in Lahore and then vans from the respected cities carry their shipments and take them to their respected operation hub where inbound operation is carried out in the following steps:
Security scanning
DEManifestation
Routing
Deliveries
QA department
Delivery sheet Phase I
Delivery sheet phase II
De Briefing
Ipending
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2.13.1 Security scanning: When the shipments are received at the ISB operations department G-8 first security check is done the van driver who brought the shipments has a list of shipments with their transit numbers of bags he brought known as transit manifest the security person than verifies that all the bags are received that are mentioned in the transit manifest
2.13.2 De-manifestation: After the security check the next step that is performed is de-manifestation this is one of the core step of the inbound operations at the Tcs. De manifestation is the process in which 8-10 couriers do the scanning of the tag no’s to make sure that they have received all the shipments that has been manifested and sent from sender city this is checked with the help of the software OMS which tells the packages that has been manifested in the sender city operations department are all received and de manifested or is there any shipment missing or not received.
2.13.3 Routing: After all the shipments are de manifested than they are put on the table for routing, there are two steps for routing primary process and secondary process.
2.13.4 Primary process: For primary routing process 8-6 baskets are put around the table with sectors mentioned on them all the 90 couriers perform this process by checking the destination places and them putting them in the basket in which sector the shipment fall for eg if the address on the shipment is of g-10/3 the couriers will put the shipment in basket which is representing G-10 sector and if there is any shipment for banks for that there is a separate b asket.
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2.13.5 Secondary process: After putting all the shipments in their respected basket than group of couriers take their sectors basket to the shelf and further divide the shipments according to their respected routes for egthe group of couriers who deliver in G-10 will took the G-10 basket to the shelf and further divide them in sub sectors like G-10/1, G-10/2 G-10/3.
2.13.6 DELIVERY SHEETS PHASE I: Once a courier has gathered shipments of his route, than he is going to scan the shipments to enter the consignment numbers in the OMS by logging in with their courier codes. When the delivery sheet is made with all the consignment numbers he has to deliver on his code than he gives a print of that sheet.
2.13.7 QA DEPARTMENT: After the delivery sheets are printed than the courier first get it signed by the operations officer , security officer and at last goes to QA department to get their shipments and delivery sheets verified and cross checked. After making sure all the shipments in the bag are entered in the delivery sheets and vice versa QA officer than signs on the delivery sheet and send the couriers on their respective routes. Further QA department duty is to verify that all couriers are going on their route and delivering the shipments according to the company policies this is normally done by going after the couriers randomly and sometimes asking the consignees if they have received their shipment or not.
2.13.8 DELIVERIES: After getting the clearance from QA department the couriers than leave for their respected routes and start delivering the shipments, when they reach on the consignee address they note down the time on the delivery sheet at which they are handing over the shipment to the consignee and get it signed by the receiver with their name.
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2.13.9 DELIVERY SHEETS PHASE II: After delivering the shipments to the consignee when couriers came back to the office they run the delivery sheet phase ii in which they input the details that they have delivered the shipment to the consignee at what time and who received it.
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CHAPTER 3
SWOT ANALYSIS OF TCS 3.0 SWOT ANALYSIS TCS has the following SWOT analysis:
3.1 STRENTHS a. The biggest strength of TCS is that it is serving in service sector and all around the world service sector is at growth, TCS can claim its share in growth b. Brand equity. TCS has among the strongest of brand recognition in Pakistan; it is used interchangeably with courier. As pampers is used for diapers. c. They have the largest infrastructure of a courier service and also support other businesses from the same the platform. d. They have organized their operations very effectively to achieve synergy and has infect done quite very well in it. e. Their B2B businesses and B2C businesses are intersecting resulting in a matrix hierarchy which proves it to be a complex and mature organization. f.
Distribution channel, they have the widest distribution channel of Pakistan, thus creating a monopoly in delivery services.
g. Successful diversifications so far, proving it to be a changing and adopting organization. h. It’s Human Resource which consists of champions who have grown from within and also imported from outside, thus making it a flexible organization with an HR perspective. i.
Capability to be a fixed and project organization and mobilizing HR as such, though it is among the most challenging areas for managers to conquer.
j.
Operating in a low wage industry, thus labor costs are low.
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k. TCSCONNECT.COM is operating very well and has alread y leading the online scenario in Pakistani market.
3.2 WEAKNESSES a. Overall Unsatisfied employees, primarily due to low pay and wages. b. Very high dependency on fossil fuels, thus usually increasing and constantly fluctuating operating costs. c. Less awareness of product line to the common customer. d. Lack of assets to grow internationally in an aggressive manner and yet not indicating any inclination to go public. e. Operating in a time bound industry where Pakistan’s uncertain positions always possesses a threat to its ownership as mentioned in HDR case study. f. They do not have any ambitions to grow in Africa, which is anticipated to be the biggest GDP growing continent in next 10 years. g. TCS is a bit costly as compare to other competitors in the market. h. TCS is not very much dependent of new technologies they use manual operations unlike DHL and UPS i. Difficult to handle operations due to huge growth in recent years j. Employees Retention for long time is always a problem k. unhappy and unsatisfied employees due to financial rewards and work life balance
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3.3 OPPURTUNITIES a. Diversification into B2B businesses like MMS and Warehouses has paid well, similar unconventional business. b. They are the first entrants in online business and reaping the benefit of first entry, the fact remains that online business is growing with a very high pace in India and Pakistan has yet to see the online shopping boom, but what so ever there is, it is led by TCSCONNECT.COM is the single most potential business to grow in future. c. As they have captured the online retail sector in Pakistan they have a bright future in online business ahead too. d. proper segmentation would lead to more growth and market shares.
3.4 THREATS A.HR is not satisfied. b. Companies like Daewoo and Speedex which are primarily travel companies are taking away their cargo business. c. New entrants are gaining the market share with constantly. d. Very less Use of technology. e. Dependence on paper
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ORGANISATIONAL CULTURE ANALYSIS 3.5 Cultural Analysis Many models of organizational culture can be found but the one I want to use to actually show and explain the working environment of TCS is very generic and practical because it uses labels of functions as boxes having different cultural traits in it. Focus here is on functions rather than on traits they are following. The overall culture of TCS is a hardcore function where men are differentiated from boys, and the later becomes the former. In an organization where people are not only promoted as a result of natural growth within the organization but people from outside are constantly hired a diverse culture can be seen. The people who joined TCS two decades ago or even earlier can be seen on top posts now. This type of natural growth is very difficult to find in other Pakistani firms where the owner grows, the business grows but the employees does not grow and know will never grow. People from outside also bring along a new and needed experience and with fresh energies. They join TCS adjust in its culture very soon not only because they work six days a week in the same workplace but also because TCS just in numbers of employees is also growing and adopting likewise. The above were at white collar level. The level which I could notice easily was the basic level of grade 3 and grade 4 and grade 5 to some level. At this level the things are much harder and harsher. At first when I joined TCS and started observing the operations I thought of it as too pushy but later on I discovered that for meeting the given deadlines the herd way was the only way.
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Quoting just one example in morning when couriers are getting reading for deliveries and in process of the complete operations cycle and finally arranging their shipments for the route is all together a very noisy, hasty and struggling phase but I was astonished to actually feel that that morning adrenaline is the thing which keeps them active till they are done with their deliveries and then back to operations hall with their delivery sheets. Now I’ll explain the functional culture of TCS as I observed.
3.6 Sales Department Sales department is considered the most white collar department of the organization and this is proven by the fact that their smallest grade is 4 that is of a territory officer (recovery officer). The wide perception is that they enjoy the most benefits because they have incentives and incentives not only on bringing new business but also on revising rates. All the above is true but one other perception is that the reason why the company has to cut payroll costs by keeping the pay structure very strict is because sales people are not high margin sales and primarily operations has to suffer and ultimately the complete company. Sales as a department are very competent and are looked after by very professional and competent people. Sales people are the well-dressed people; some are pushy while others follow the philosophy of Philip Kottler according to who selling is the art of letting the customer know about alternates. Sales has a also a regional director which also highlights its importance for the overall achievement of organizational goals.
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3.7 Operations Department Operations are the hands and feet of TCS. In fact its business can easily be quoted as an operation extensive. The growth in daily operations nearly always exceeds the available HR and it becomes a routine to perform hiring every month for operations department. The strength of operations department is its capable men who are very capable physically as well as mentally to meet the pressure of the deadlines. A lot many couriers in operations are try to dodge their delivery records for which an independent team of quality assurance is always is search of such culprits. Operations in peak hours are a noisy, pushy, loud and way too energetic place. The biggest weakness of operations which also causes a great percentage in turn over’s is also its biggest strength. Operations have an environment like a dirty gym where everyone is pushed and verbally pounded to try harder and harder.
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CHAPTER 4
EXPERIENCES
4.1 FIRST WEEK I was introduced to the department and worked on organizing initial employee documents. Initial employee document is composed of following documents. a. Documents final check list. b. Interview evaluation form. c. Personal data sheet. d. ICRF(incentive courier requisition form) or ERF(employee requisition form). e. Termination letter of old employee if replacement. f.
Joining letter.
g. 2 Reference certificates. h. Police verification form. i.
Security clearance form.
j.
Experience certificates.
k. Academic documents. l.
2 passport size pictures.
m. License, CNIC, bike’s registration copy (for couriers). n. CNIC.
st
In my 1 week of internship my task was to work on bulk distribution (BD) couriers conversion to permanent employees in this regards we had to go through all most 300 plus new employees’ documents of North Region. I had to check each and every document with responsibility to
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CHAPTER 4 ensure new employment documents are properly filled and required papers are send along with the new employment documents. If we found anything missing we coordinated with AM HR operations to make corrections and inquire from Area offices to about mistakes after clearing we enter these documents in HRIS (Human Resources Information System) for salary process. Working on BD conversion took more than 3 weeks.
4.2 SECOND WEEK During fourth week I again worked on projects attendance which was same as that of daily wages. Apart from that I also made name tags for employees and also went for interviews for hiring new employees. The basic things which the format educated me were. a. Personal information of the candidate. b. Experience. c. Cross checking if the documents provided are o riginal. d. Accessing qualities like leadership, communication, concept and attitude.
4.3 THIRD WEEK During third week I was again called in HR department and I worked on daily wages attendance. The procedure is simple but lengthy. The process is drawn below and elaborated as follows. a. All daily wages attendance along with overtime is sent to regional HR till the 27
th
of
every month along with overtimes. b. Regional HR checks the attendances by following formula Daily wages= head counts (x) wage rate
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CHAPTER 4 (Add) all the above amounts in respective heads c. This attendance is than sent to AM HR operations. th
th
d. Payroll department processes the pays and around 7 to 8 next month the pays of daily wages employees are sent to accounts department. e. Admin department in region, areas and branch and station manager in braches and stations than distribute the pay among employees and documents distribution.
4.4 FORTH WEEK During second week I visited operations department and got aware of the delivery procedures and how shipments are organized and managed in in-house( operations hall. The process consists of about various steps and procedures for different categories of shipments but can be generalized in the following simple steps. a. Receiving shipment on express center. b. Initial security checking. c. Tagging a bar code to shipment and entering in system. d. Shipment is sent to operations. e. Operations records shipments received from express centers. f.
Received shipments are sorted region wise than area wise an d then station wise.
g. These shipments are packed in white bags which is area wise sorting and in white bags are red bags which represents an individual shipment. h. The white bags are dispatched to respective locations. i.
Other area receives the white bags and sends to respective station or keeps it in area.
j.
These are again recorded when received.
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CHAPTER 4 k. Than these shipments are sorted according to routes. l.
Once again when a courier or is going on route to deliver the shipments he scans the bar code to record that he picked the shipment for delivery.
m. Once the courier delivers the shipments he comes back and reenters the shipments which he successfully delivered and the ones which are not. n. QC or quality control checks the status of the delivered and undelivered shipments by calling and cross checking delivery sheets filled by cou riers.
4.5 FIFTH WEEK During fifth week I worked on a. Dispatching medical claims requests. b. Dispatching and distributing name tags. c. Dispatching name tags to braches and stations. d. Making new bank account opening letters for employees. e. Updating leave status on HRIS. f.
Called selected candidates for internship test for conformation if they have received an SMS or email us.
4.6 SIXTH WEEK During sixth week I did filing. In filing we arrange the photocopies of all dispatched documents in their respective file heads and note its FOC no. (Free of cost no/ shipment no.) Through which they are dispatched. Filing also includes the phase of keeping all the received documents in their respective heads like leave applications after being updated in MIS.
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CHAPTER 4 4.7 SEVENH WEEK During seventh week the above procedures were repeated in different frequencies and same work was assigned to me. Seventh week was more of a routine week as daily HR operations were carried out but nothing special was on agenda.
4.8 EIGTH WEEK During eighth week I worked on attendance of temporary and temporary staff. The pay is request is sent to payroll department rather than HR operations department. Payroll department is a unit of finance department. The process included following steps. a. Head office sends control sheet on which names and employee codes of employees are sent. b. HR sends this control sheets to respective departments for filling. c. Respective department sends back automated attendance records along with manual attendance back to HR. d. HR cross-checks the control sheets from head office and those s ent by departments. e. Sundays, overtimes, leaves and absenteeism is cross-checked by HR in order to ensure that the data in head office and region are same. f.
th
All work on control sheets is sent to Sr. Manager Payroll latest till 27 of every month fo further processing. rd
g. Salary checks are sent to regional office till 3 of every month
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CHAPTER 5
CONCLUION AND RECOMENDATIONS 5.2 CONCLUSION From my internship in TCS, I know clearly about the atmosphere in the organization. It helped me a lot for getting job after doing my Graduation. While doing my internship I well-read lot of things, which would help me in my practical life. There is potential in courier industry and TCS is the only company enjoying the business bonanza without competing at national business. Courier Industry can adjust business graduates more if the economic situation of Pakistan becomes good. Only problem being faced by this industry is increasing fuel pricing it can be tackle if they develop the business model that is not dependent on fuel.
5.1 RECOMMENDATIONS FROM AN INTERNS POINT OF VIEW a. HRIS should be improved with more features a nd higher speed.
b. With a start in online business, TCS can also considering changing its operating system from windows to Lindows from linux which is an open end operating system and is free. It can save TCS from major software costs.
c. Sales department should have a more elaborate compensation structure which should also include profit margins and not just the size of sales pitch. Such structures are used in banking because profit margins are kept fix within the sales pitch and are hardly ever affected by variable costs as in operations extensive business like TCS.
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CHAPTER 5 d. Culture of TCS is not according to proper corporate/professional culture a lot things are needed for smooth running of operations.
e. Human resource Manager in regional office should have more authority as most of the things are centralized
e. Employees pay structure should also be reviewed because the employees
f. work life balance should be maintain at any cost because the motivation for work is least due to that factor.
g. Operations should be technology oriented like other international competitors it need huge cost but result would be fruitful.
h. TCS should take steps for retentions of employees because ratio of turnover is very much high in couriers
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REFRENCES http://www.tcscouriers.com/pk/home.aspx http://en.wikipedia.org/wiki/TCS_Courier http://tcsexpress.com/
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