Human Resource Management

HUMAN RESOURCES MANAGEMENT PRACTICES PREVAILING IN DESCON ENGINEERING COMPANY

Submitted To: PROF. Ria A!med Mia" Submitted #$: Name S!a! 'a&i( A%i Ei)*M#A*+, Mu!ammad Na(i& Ei)*M#A*,* A%a- Mu!ammad Ei)*M#A))* Abuba.a& S!a!ba Ei)*M#A))/ Ro%% Numbe&

Hailey College Of banking & Finance

University of the Punjab, Lahore

Hailey College of Banking and Finance

University of the Punjab

Human Resource Management

TA#LE OF CONTENTS

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2 Hailey College of Banking and Finance

University of the Punjab

Human Resource Management

E0ECUTIVE SUMMARY ,escon is the one of the lea;ing co<=any in =roject base; business to business <arket in Pakistan> "his su<<ary is all about the Hu<an (esource ,e=art<ent of ,escon ngineering Co<=any> 1e ?ill ;iscuss about the intro;uction of ,escon in first cha=ter> "he secon; cha=ter ?ill tell us about the structure of H( ,e=art<ent in ,escon> "he thir; cha=ter sho?s =lanning an; job analy@ing ste=s in the ;e=art<ent> "he fourth cha=ter ?ill hel= us to kno? about selection an; recruit<ent =roce;ures> "he fifth cha=ter is all about training an; ,evelo=<ent through i<=le<entation an; evaluation> %iAth cha=ter ?ill give a kno?le;ge ho? ,escon con;uct its Perfor<ance '==raisal %yste<> "he seventh cha=ter ;efines the co<=ensation <anage<ent> 'n; the last cha=ter eA=lains ho? this ;e=art<ent han;les the ;is=utes an; =rocure<ent =roce;ures>

* Hailey College of Banking and Finance

University of the Punjab

Human Resource Management INTRODUCTION

Hi(to&$ Over the last three ;eca;es ,escon has evolve; into a <ulti facete; ngineering an; &anufacturing concern an; has further s=a?ne; a grou= of ventures ?ith a ;iverse activities =ortfolioB Project &anage<ent, PC, ngineering, &anufacturing, Construction, &aintenance, soft?are ;evelo=<ent, &ining, Che<icals an; "ra;ing, 1hile the grou= co<=anies o=erate in;e=en;ently un;er a cor=orate structure, ,escon ngineering re<ains the flagshi= co<=any an; =rovi;es the associate; i;entity to its affiliates> "he co<=any is uniCue in its resources base ?ith in house ca=abilities for ,esign ngineering, &anufacturing, Construction an; &aintenance %ervice> "hese are a==licable to a ?i;e variety of =rojects relate; to #n;ustrial =lants, nergy an; #nfrastructure ;evelo=<ent for ?hich services are =rovi;e; selectively or on turnkeyD PC basis> Project <anage<ent eA=ertise veste; through so=histicate; #" base; syste<s is one of the key ele<ents in achieving successful cul<ination of =rojects> "he co<=anyEs o=erations s=an Pakistan, U' , %au;i 'rabia, :atar, O<an, gy=t an; 'fghanistan> 2oint venture =artners an; technology alliances inclu;e 2-C Cor=oration 2a=an, nerfleA Presson, Cana;a an; ckrohr Fessel, -er<an> "he roster of clients an; en; users is re=lete ?ith aus=icious na<es such as %abic, 'ra<co, ';noc, 3orouge, -asco, :atar Petroleu< an; 1'P,', +H', O-,CL at ho<e> 'll establish<ents are syste< oriente; ?ith #%O an; OH%'% certifications an; '%& sta<=s> H% achieve<ents are reflecte; in the statistics ?ith over *50 <illion <an hours of ?ork eAecute;> Consi;erable invest<ent is <a;e in hu<an recourses focusing on ;evelo=<ent> . Hailey College of Banking and Finance
University of the Punjab

Human Resource Management

,escon is =roject oriente; an; client ;riven> :uality an; H% are taken as $alue a;;ers an; the co<=any culture encourages tea<?ork an; innovation> 1ith all these attributes an; resources, the co<=any is ?ell =lace; to co<=ete an; succee; in the local as ?ell as international contracting arena ?hile being recogni@e; as a Cuality service =rovi;er an; <anufacturer of ca=ital eCui=<ent> "he synergy bet?een various business areas fuels strategic gro?th by =rovi;ing cost effective solutions> Vi(io" G"o beco<e a ?orl; class engineering, <anufacturing an; construction co<=any o=erating internationallyH>1 Mi((io" I"o =rovi;e to the value; custo<ers ?ith cost effective an; reliable solutions in =roject i<=le<entation an; be recogni@e; as the lea;ing <anufacturer of high Cuality eCui=<ent for =lants>I 2 Co&e Va%ue( "he =ur=ose of ,escon is to bring =ros=erity an; ?ell being to the stake hol;ers an; society at large by a;;ing value through engineering, technology an; <anage<ent>* Integrity "he integrity of ,escon is reali@ation of its cor=orate %ocial invest<ent an; to =lay a lea;ing role ?ithin s=heres of influence> "he ai< of the co<=any to ?ork for achieving ?orl; class stan;ar;s of o=enness an; trans=arency to?ar;s all of their stockhol;ers an; serves the co<<unities> "hey ?ant to beco<e the kno?le;ge/base; cor=oration in the ?orl;, ca=able of sustainable econo<ic gro?th an; greater social cohesion>
1 2

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University of the Punjab

Human Resource Management

Corporate Social Responsibility ,escon -rou=Es business activities are base; on relationshi=s ?ith <any stakehol;ers, inclu;ing custo<ers, sharehol;ers an; other investors, business =artners an; the co<<unity at large an; e<=loyees> ,escon believes that earning the trust of these stakehol;ers through fulfill<ent of its res=onsibilities as a goo; cor=orate citi@en is a key ele<ent in enhancing <anage<ent Cuality an; cor=orate value>

1hile o=erating globally, they touch u=on <any =eo=le> "hey ?oul; set C%( Objectives in the annual =lans to take a lea;ershi= =osition in this regar;> "hey believe in trans=arency an; giving access to the infor<ation to =eo=le about the life cycle of their =ro;ucts an; services> "he core issues in their C%( strategy are given belo?, Co<=liance to our core an; o=erating value %ustainable 3usiness nviron<ent Cor=orate -overnance Co<<unity =hilanthro=y Contribution to e;ucational =rogra<s Pro<oting <ulticultural ?orkforce -en;er <=o?er<ent Protecting Hu<an (ights Honesty an; integrity in our =olicies> "hese strategies reCuire co<<it<ent fro< to= to botto< level of their e<=loyeeEs relationshi=s> 3ecause they ?ant to see a healthy an; safe ?orl; an; trying to achieve their goal by using best =ractices at their =re<ises> "he annul objectives for C%( focus on siA areasJ / 3usiness #ntegrity, nviron<ent, Peo=le, Co<<unity, Hu<an (ights an; %u==liers> "hese all areas are integrate; into ,esconEs core values> 8 Hailey College of Banking and Finance
University of the Punjab

Human Resource Management

#u(i"e(( O1e&atio"( ,esconEs engineering kno?/ho? is veste; in various business areas across the co<=any> 'll engineering facilities are eCui==e; ?ith the current soft?are =ackages in #"/base; environ<ents an; s=eciali@e in niches relevant to the core activity of a 3usiness 'rea> 't the forefront is 2-C ,escon Li<ite; K2,LL, the joint venture co<=any ?hich acts as engineering ?ing ?ith ca=abilities in basic an; ;etaile; engineering for =lant ;esign> For 2-C Cor=oration, it is key offshore %atellite ngineering Center for engineering of <ajor hy;rocarbon energy =rojects in the region> "o enable value/a;;ition in the fiel; of eCui=<ent su==ly, the &anufacturing 3usiness 'rea in Pakistan has its o?n ;esign grou= for engineering =rocess =lant eCui=<ent an; co;e; ite<s <ainly in accor;ance ?ith '%& co;es Cui=<ent/oriente; engineering ca=ability is also =resent at a greater scale in ,escon, the joint venture co<=any in %au;i 'rabia> "his o=eration also has eAtensive ca=abilities for electrical ;esign to su==ort its <echanical an; electrical sho=s> "he PC 3usiness 'rea is also evolving into an autono<ous entity ?hich has its o?n engineering eA=ertise for un;ertaking =rojects on a turnkey basis> "hese range solution for eAisting =lants to M-reenfiel;E facilities =ertaining to =rocess, utilities an; offsite areas> "he infrastructure =rojects 3usiness 'rea has ;evelo=e; its o?n in house ;esign grou= for =rojects relate; to ?ater reservoirs an; irrigation channels> ,escon is the only Pakistani co<=any ?hich has the co<=lete M;esign an; constructionE ca=ability for large infrastructure =rojects> Fu"2tio"a% A&ea( at De(2o" 6 Hailey College of Banking and Finance
University of the Punjab

Human Resource Management

"here are t?o Hea;s of ;e=art<ents in ,escon> 1> 3usiness %u==ort ,e=art<ents 2> 3usiness 'rea

Business Support Departments "hese areas are hel=ing an; su==orting the 3usiness areas an; the O=eration level areas> "he cor=orate level an; a;<inistration of ,escon are ?orking in these ;e=art<ents> #n these ;e=art<ents, there are <ain hea;s of ,escon, Company Supervision Department (Admin) "his ;e=art<ent consists on eAecutives ?ho su=ervise the rules an; regulations> Finance Department "his ;e=art<ent su==orts all financial issues, infor<ation, tren; analysis, an; <ake financial state<ents to for future ;ecision <aking> Project Management System (PMS) "his ;e=art<ent =rovi;es all infor<ation an; <anages all =rojects in ?hich ,esconEs e<=loyees are ?orking through a scientific syste<> "his syste< tells ?hat ti<e they shoul; co<=lete the =roject, ho? to co<=lete the =roject an; all =lans ?hich can be useful to generate efficiency level at <aAi<i@e =osition> Human Resource Department (HRD) "his ;e=art<ent han;les the hu<an =o?er of the Co<=any> &ake =olicies an; =roce;ures an; hel=s to achieve organi@ationEs goals by hiring co<=etent ?orkforce an; retain through training an; <otivating>

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University of the Punjab

Human Resource Management

Proposa s Department (Bid Creators) "his ;e=art<ent creates bi;s for <aking =rojects, =lan ho? to start =roject, this ;e=art<ent also con;ucting research an; ;evelo=<ent an; <aking strategies to <aAi<i@e those areas of Pakistan in ?hich they ?ork> Mar!eting (B"D) "his ;e=art<ent sho?s off all co<=etencies an; strength through #ntegrate; co<<unication technology K#C"L an; a;vertising in their ?ebsites, A=o Center, an; Push strategies for %take hol;ers> Strategic P anning "his ;e=art<ent checks overall <arket structure an; fin; out all those o==ortunities ?hich can hel= out in or;er to survive in the <arket> Construction Management "his ;e=art<ent <anages the =roject han;ling issues an; areas in ?hich they are constructing continuously an; ne? as ?ell> HS# (Hea t$ Sa%ety and #nvironment) "his ;e=art<ent =lays an i<=ortant role for C%( an; social <arketing as ?ell by strict =olicies to <ake the environ<ent of ,escon clean, safe an; environ<ent frien;ly> Business Areas "hese areas are ?orking un;er 3usiness %u==ort ,e=art<ent> "hese areas are further ;ivi;e in +ational areas KPakistanL an; #nternational 3usiness areas> &ationa Areas "here are regional an; site branches in Pakistan> Farachi Lahore 9 Hailey College of Banking and Finance
University of the Punjab

Human Resource Management

#sla<aba;

Internationa Areas "hese areas are re=resenting ,escon as PakistanEs ,yna<ic Co<=any in ;ifferent countries of the ?orl;> "hese countries areJ :atar Fu?ait Unite; 'rab <irates KHu<riaL %au;i 'rabia O<an

ngineering

Areas o% Specia i'ation "here are ;ifferent areas of s=eciali@ation ?hich are follo?ingJ &anufacturing ngineering Procure<ent an; Construction K PCL Plant Construction an; %ervices #nfrastructure Project HUMAN RESOURCE DEPARTMENT Huma" Re(ou&2e Ma"a3eme"t "he ulti<ate success of any organi@ation ;e=en;s on its Hu<an (esource> "his <akes Hu<an resource a challenging an; critical ele<ent for <anagers to control> "hus Hu<an resource of ,escon is not only a critical asset to;ay but has beco<e an i<=ortant source of co<=etitive a;vantage in ;yna<ic in;ustry of engineering an; construction> 1ith the hel= of H(,, ,esconEs rating in Pakistan is +o>1 in ngineering an; Construction base; in;ustry> "hey are stan;ing for <any years an; no one even touch to their rank because of co<=etent an; ?illing ?ork force> 10 Hailey College of Banking and Finance
University of the Punjab

Human Resource Management

O&3a"o3&am o- HRD

U"it( i" HRD Human Resources P anning #t is a starting =oint of hu<an resource <anage<ent> #f an e<=loyee leaves the fir< ;ue to any reason, ?hich <ay be ;eliberate resignation to <ove to another fir<, or any other reason such as, retire<ent, ter<ination or ;eath, a vacancy is for<e; at the res=ective ;e=art<ent of the ,escon> "he ;e=art<ent, carefully analy@e; in all its res=ects i;entifies this vacancy an; the job ;escri=tion is for?ar;e; to the Hu<an (esource ;e=art<ent> (o) ana ysis #t is the =roce;ure for ;eter<ining the ;uties an; skill reCuire<ents of a job an; the kin; of =erson ?ho shoul; be hire; for it> 11 Hailey College of Banking and Finance
University of the Punjab

Human Resource Management

a) Job Description #t is a list of jobEs ;uties, res=onsibilities, re=orting relationshi=s, ?orking con;itions an; su=ervisory res=onsibilities> ,escon ngineering Co<=any <akes a job ;escri=tion before recruiting =eo=le> b) Job Specification ' list of jobEs Ghu<an reCuire<entsH that is, the reCuisite e;ucation, skills, =ersonality, an; so on> "hey also <ake job s=ecification hire the right =eo=le at the right =lace> Recruitment and Se ection ,escon ngineering Co> &aintains a strict ;ifference bet?een eAternal

recruit<ent an; internal recruit<ent> #t has given ;ifferent na<es to both these functions that are N (esourcing refers to internal recruit<ent the ,escon ngineering Co>i>e>

"hey try to attract can;i;ates for vacant jobs fro< ?ithin the organi@ation, an; N (ecruit<ent only refers to eAternal recruit<ent that is locating can;i;ates

fro< outsi;e the fir<, ?hich <ay inclu;e fresh gra;uates or =eo=le ?orking in other fir<s> *raining and Deve opment "he Co<=any hol;s that orientation =rogra< is very necessary for the Co<=any as ?ell as for the ne? e<=loyee> "he unit of "raining an; ,evelo=<ent =erfor<s several i<=ortant functions for the Co<=any, like orientation training, =erfor<ance a==raisal an; the general "raining an; ,evelo=<ent> 3roa;ly s=eaking, ,escon ngineering Co> hol;s a strict ;istinction bet?een training an; ;evelo=<ent> 12 Hailey College of Banking and Finance
University of the Punjab

Human Resource Management

Per%ormance Management System ,escon ngineering Co> gives the i<=ortance to their e<=loyees as ?ell as their =erfor<ance> "here are certain stan;ar;s that are set by the Co<=any to check the =erfor<ance of staff> "hey give the incentives an; bounces on the base of check =erfor<ance> ,escon ngineering Co> follo?s all the international rules ?hen ;one =erfor<ance <anage<ent> Re+ards and Remuneration Management ,escon ngineering Co> gives ut<ost i<=ortance to re?ar;s an; co<=ensation =ackages because this is the <ost crucial factor for retaining key e<=loyees> >>> "he a<ount of bonus ;e=en;s on the a<ount of =rofit ,escon ngineering Co> 1orl; <akes> "he a<ount of bonus an; incre<ents ;e=en; on the =rofit of ,escon ngineering Co> ?orl;, then ,escon ngineering Co> Pakistan, then for each ;e=art<ent an; finally for each e<=loyee> "he -ross salary inclu;es a nu<ber of allo?ances> Industry Re ation 's one of the international Co<=anies, ,escon e<=loyees al<ost *5000 =eo=le, re=resenting <ore than 5 nationalities> "his ;iversity lies at the heart of their values an; su==orts their gro?th because they are a Pakistani co<=any an; no? s=rea; in the 'sian &arket> "here is coo=erative environ<ent an; relation bet?een lo?er an; u==er staff is goo;> ;iagnostic tests> A=enses incurre; on =rofessional <e;ical consultation inclu;ing =erio;ic health check/ u=s an; costs of any

1* Hailey College of Banking and Finance

University of the Punjab

Human Resource Management

MAN POWER P ANN!N" AND JO# ANA $%!N" "his cha=ter tells us ho? &an Po?er Planning an; 2ob 'nalysis are i<=ortant to select a job an; the nee; for hiring or training the e<=loyees in ,escon ngineering Co<=any> "he Co<=any allocates the bu;get through they are receiving fro< =rofit <argin> "he o==ortunities fin; out ?hen they ?ork on =roject, an; if so<ething is <issing in their s=eciali@e; fiel;> "he bu;get for ne? e<=loyees an; training the e<=loyees shoul; be allocate;> "hen, the jobs an; ?ork is ;efine; an; analysis the job an; =erson ?ho can be ;o that ty=e of job eAcellently> C&ite&ia -o& Huma" Re(ou&2e P%a""i"3 HRM Audit "he H(& KHu<an (esource &anage<ent 'u;itL of ,escon uses this fra<e?ork to try to ans?er such Cuestions asB 're the <ission an; strategy of the hu<an resource organi@ation ;esigne; to <atch the business strategy of the ,escon ngineering Co>O ,oes the ;esign of the hu<an resource organi@ation enhance its ability to acco<=lish its strategyO 're the kin;s of =eo=le ?ho run the hu<an resource function goo; choices for the ongoing taskO HR Po icy and Manua H( =olicies vary consi;erably fro< one organi@ation to another, ;e=en;ing on its si@e, the nature of the ?orkforce an; the =osition regar;ing union recognition, but here are the <ain =olicy areas of ,esconEs ?hich are recogni@e as H(, eAecutives in the 3usiness %u==ort 'reas> Criteria %or (o) Ana y'ing 2ob analysis is the =rocess of ;eter<ining the nature or content of a job by collecting an; organi@ing infor<ation relevant to the job> ' co<=lete job 1. Hailey College of Banking and Finance
University of the Punjab

Human Resource Management

analysis contains infor<ation relating to the follo?ing factors ?hich ;ee<e; a==ro=riate to fully ;escribe the nature of the job> "hese factors are consi;ering ?hile the job is analy@e for ne? an; ol; e<=loyees as ?ell in ,escon ngineering Co<=any> ,ey Components o% Human Resource Deve opment "here are three fun;a<ental co<=onent areas of hu<an resource ;evelo=<ent KH(,LB 1L #n;ivi;ual ,evelo=<ent KPersonalL 2L Career ,evelo=<ent KProfessionalL *L Organi@ational ,evelo=<ent "he i<=ortance of each co<=onent ?ill vary fro< organi@ation to organi@ation accor;ing to the co<=leAity of the o=eration, the critically of hu<an resources to organi@ational efficiency, an; the organi@ationEs co<<it<ent to i<=rove; hu<an resources>

(o) Ana ysis Intervie+ -uide 2ob analysis intervie? gui;e is a tool that can be use; in con;ucting job analysis =rocess> #t ;escribes list of Cuestions that shoul; be aske; to eA=lore the content of a =articular job> 1hat is the job overall =ur=oseO 1hat the in;uce<ent ;oes an;, if =ossible, ho? heDshe ;oes itO .riting (o) Description &ost ?i;ely use; job ;escri=tion for<at contain the follo?ing five sectionsH K1L job i;entification K2L job su<<ary or =ur=ose 15 Hailey College of Banking and Finance
University of the Punjab

Human Resource Management

K*L job ;uties an; res=onsibilities K.L accountabilities K5L job s=ecifications "he <ost i<=ortant thing to re<e<ber is that all job ;escri=tions ?ithin ,escon ngineering shoul; follo? the sa<e for<at>

Strategies %or Designing and HRD Program H(, =hiloso=hy that states uneCuivocally that effective hu<an resource ;evelo=<ent can i<=rove =erfor<ance Ki>e> change behavior, =ro;uce results, increase =ro;uctivityL> "his =rovi;es a fra<e?ork for the H(, =rogra<> #t also =rovi;es a co<<on objective for each of the <e<bers of the H(, staff of ,escon Co> on ?hich to focus their efforts> (o) *ime Study "i<e stu;y is a ?ork <easure<ent techniCue for recor;ing the ti<es of =erfor<ing a certain s=ecific job or its ele<ents carrie; out un;er s=ecifie; con;itions, an; for analy@ing the ;ata so as to obtain the ti<e necessary for an o=erator to carry it out at a ;efine; rate of =erfor<ance

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University of the Punjab

Human Resource Management

RECRU!TMENT AND SE ECT!ON ,escon <aintains a strict ;ifference bet?een eAternal recruit<ent an; internal recruit<ent> #t has given ;ifferent na<es to both these functions that isB ,escon ngineering is a <ulti ;i<ensional engineering, construction an; <anufacturing co<=any o=erating in Pakistan an; the &i;;le ast> 1ith over <illion <an hours of construction ?ork eAecute; in in;ustrial an; infrastructure =rojects, ,escon e<=loys over *.000 =rofessionals an; other =ersonnel> (esourcing refers to internal recruit<ent the ,escon that isJ they try to attract can;i;ates for vacant jobs fro< ?ithin the organi@ation> (ecruit<ent only refers to eAternal recruit<ent that is locating can;i;ates fro< outsi;e the fir<, ?hich <ay inclu;e fresh gra;uates of =eo=le ?orking in other fir<s> Ho?ever, it <ust be note; that ,escon =refers resourcing to recruit<ent> T!e Re(ou&2i"3 P&o2e(( "he resourcing =rocess at ,escon is con;ucte; in a ?ell =lanne; in an efficient <anner> (esourcing =rocess can be su<<ari@e; asB #;entification of 2ob $acancy 2ob ,escri=tion for?ar;e; by res=ective ;e=art<ents ,eter<ination of -ra;e an; ,esignation 2ob Posting Can;i;ates contact H( ,e=art<ent

Steps in t$e Resourcing Process +o? ?e ?ill ;iscuss all the ste=s involve; in the resourcing =rocess in turn>

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University of the Punjab

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)4 Ide"ti-i2atio" o- 5ob Va2a"2$ #f an e<=loyee of the co<=any leaves the fir< ;ue to any reason> "his <ay be ;eliberate resignation to <ove to another fir<> "his <ay also any other reasons such as, retire<ent, ter<ination or ;eath, a vacancy is for<e; at the res=ective ;e=art<ent of the co<=any> "he ;e=art<ent, carefully analy@e; in all its res=ects i;entifies this vacancy an; the job ;escri=tion is for?ar;e; to the ?orkers of the hu<an resource ;e=art<ent> /4 5ob De(2&i1tio" Fo&6a&ded #$ Re(1e2ti7e De1a&tme"t "hen the ;e=art<ent, in ?hich the vacancy is create;, sen;s a co<=lete 2ob 'nalysis #nfor<ation to the H( ,e=art<ent> "hus, the ,e=art<ent for?ar;s a co<=lete ;ocu<ent to H( s=ecialists so that they can analy@e the job correctly an; efficiently> 84 Dete&mi"atio" o- G&ade a"d De(i3"atio" 1hen res=ective ;e=art<ents have i;entifie; the vacancy an; the job ;escri=tion has been sent to H( ,e=art<ent, the H( ,e=art<ent ;eci;es on the gra;e an; ;esignation of the vacancy> 94 5ob Po(ti"3 "his is the <ost co<<on =ractice at ,escon> &oreoverJ the re=orting ti<e is also s=ecifie; ?ithin ?hich the can;i;ate shoul; contact the H( ,e=art<ent>

:4 Ca"didate( 2o"ta2t HR De1a&tme"t 'fter job has been =oste;, the can;i;ates ?ho are intereste; contact the H( ,e=art<ent via <ail, tele=hone or face to face> "he can;i;ates ?ill inclu;e 17 Hailey College of Banking and Finance
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Peo=le ?orking ?ithin the sa<e branch of ,escon> Peo=le ?orking in so<e other branch of ,escon>

Management/s 0ie+ on t$e Resourcing Process "he <anage<ent of ,escon hol;s that resourcing or internal recruit<ent is betterB 3ecause =eo=le not only seek a job at ,escon but also fin; a =rolonge; career in the co<=any, basically it is Project Co<=any> *$e Recruitment Process #n ,escon recruit<ent refers to eAternal recruit<ent only that is =eo=le are hire; fro< outsi;e the fir<> "he recruit<ent =rocess involves the follo?ing ste=sB #nternal unavailability of a==ro=riate =ersonal %creening of 'vailable (esu<es

So1 -o& C%e&i2a%; Labo& 5ob ,escon engineering is un;ertaking a <ajor eA=ansion in its ca=acity to =rovi;e co<=rehensive, <ulti ;isci=line engineering services in =etroleu< oil an; gas, =o?er generation =etroche<ical an; che<ical in;ustry sector for PPC =rojects> #t is =roject base; organi@ation> ,escon is reno?ne; of ;iverse offer of training an; ;evelo=<ent <easures> "hey =rovi;e state of art facilities to con;uct internal or eAternal training> "hese trainings covers ;evelo=<ent of fresh gra;ates, =roject <anagers, ;e=art<ent hea;s, technical staff an; =otential lea;er> C&ite&ia -o& O--i2e&( 5ob )4 I" 2!a&3e <ua%it$ A((u&a"2e = <ua%it$ Co"t&o% 19 Hailey College of Banking and Finance
University of the Punjab

Human Resource Management

3> K&echanical D &etallurgyL ?ith <ini<u< 07 years of eA=erience in the fiel; of :'D:C, ?ith at least 0* years as Hea; of a :'D:C tea<> "he can;i;ate shoul; i;eally have eA=erience relate; to =lant construction & &aintenance in Oil & -as, Fertili@ers, Po?er Plants an; Petroche<icals %ector> /4 I"2!a&3e P&odu2tio" 3> &echanicalD&etallurgy ?ith 10 years of eA=erience in fabrication of %teel %tructure, 3oilers, Heat Achangers an; =rocess eCui=<ent etc> 84 Site Ma"a3e&( >Me2!a"i2a%? E = I4 3> D &> K&echanical, lectricalL ?ith 15/20 years of relevant eA=erience> 'ble to lea; the <ulti/;isci=line =roject tea< an; res=onsible for the overall <anage<ent of the =roject site to ?hich assigne; such that the contractual reCuire<ents an; obligations are fulfille;, in accor;ance ?ith ;ra?ings an; s=ecifications an; all is co<=lete; ?ithin in safety goals set for construction, ?ithin bu;get, an; ?ithin sche;ule> 94 Co"(t&u2tio" Ma"a3e&( >Me2!a"i2a%? E=I4 3> &echanicalD lectrical having <ore then 10/15 years of eA=erience of file; construction in <echanical ?orks ?ith =roven lea;ershi= & entre=reneurial skills> &otivate construction tea<, nsuring cost effectiveness an; ?ork =rogress to ;eliver the out=ut as =er sche;ule, nsure i<=le<entation of ,esconEs integrate; =roject <anage<ent syste<s an; relate; =roce;ures at the site>

:4 I"2!a&3e P%a""i"3 a"d FEDC >Ci7i%? Me2!a"i2a%? E=I4

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University of the Punjab

Human Resource Management

3> CivilD&echanicalD lectrical ?ith 10/15 years ?orking eA=erience on large

<echanical construction =rojects KOil& -as, Petroche<icals etcL>

@4 I"2!a&3e Fab&i2atio" 3> > &echanical ?ith <ore than 10/15 )ears A=erience in %ite ngineering Oil & gas fiel; construction, refineries, an; %torage ter<inals> &ust have soun; Fno?le;ge in =lant %torage "ank Fabrication an; erection an; =i=ing ?orks>

+4 I"2!a&3e Sto&e( &3'D &>CO&, or eCuivalent ?ith 7 years eA=erience> "hey have Fno?le;ge on "ool, Plant, Consu<ables, <aterial i;entification an; han;ling> Fa<iliar ?ith 'CCP'C D any co<=uteri@e; #nventory Control %oft?are> A4 I"2!a&3e >E=P4 3> &echanical having 5/6 years eA=erience or ,' ?ith 10/15 years

eA=erience in <aintenance of hy;raulic an; =neu<atic syste<s of heavy eCui=<ents> "hey shoul; be able to lea; a tea< of technical =ersons an; having strong co<<unication skills> Co<=uter kno?le;ge shall be =referre;>

,4 I"2!a&3e Comme&2ia% ; SubBCo"t&a2t( 3> KCivilD&echanicalL 10 P 15 years of eA=erience> "hey have eA=erience in

kno?le;ge of F#,#C an; other international for<s of contracts>

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Human Resource Management

)*4 Me2!a"i2a% E"3i"ee& >Pi1i"3? ECui1me"t? St&u2tu&e4 3> &echanical ?ith <ore than 5 / 7 )ears eA=erience in rection of =i=ing,

Hy;ro testing an; co<<issioning in <echanical construction of =lants>

))4 E"3i"ee& FEDC >Ci7i%? Me2!a"i2a%? E%e2t&i2a%4 3> &echanical having 5/7 years of eA=erience in fiel; relate; engineering

infor<ation K;ra?ings, =roject ;ocu<entsL in oil an; gas> Can;i;ate shoul; be able to ensure the correct esti<ation of 3O: an; 3O& fro< ;ra?ings an; break;o?n in to ?orkable =ackage as =er 13% an; O3%> %oun; kno?le;ge on P*, or eCuivalent>

)/4 P%a""i"3 E"3i"ee&;A&ea P%a""e& >Me2!a"i2a%;Ci7i%;E=I4 3> &echanicalDCivilD lectrical ?ith */5 years ?orking eA=erience on large scale construction =rojects> &ust be ?ell verse; ?ith Pri<avera Project Planner, &% Office> #ncu<bent ?ill be res=onsible for =roject =rocess <onitoring, i<=le<enting of =lanning & <onitoring syste<s, analysis of ?eekly =roject =erfor<ance re=ort, assistance ;uring =roject launching, resource esti<ation, bu;geting an; cost analysis of =roject activities> )84 E"3i"ee& Co(t Co"t&o% 3> &echanical D Civil having */5 years of eA=erience> Having Fno?le;ge for <onitoring financial health of the =roject as co<=are; to a==rove; bu;get> Pre=ares :uarterly CostD(evenue forecasts>

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University of the Punjab

Human Resource Management

)94 Ri33i"3 E"3i"ee& 3> &echanicalD,' &echanical having 5/6 years eA=erience> &ust have

kno?le;ge of all crane o=eration relate; to rigging, heavy lifts> ):4 <A;<C E"3i"ee& ; I"(1e2to& 3> D ,' Civil, having soun; kno?le;ge of relate; <aterials, s=ecification an; testing>

)@4 Mate&ia% E"3i"ee& 3> D 3>%c &echanical D Civil D lectrical ?ith 10 years eA=erience> "hey <ust have ?orke; in sa<e ca=acity in &echanical construction Projects, Fno?le;ge on <aterials i;entification an; han;ling> C&ite&ia -o& EDe2uti7e Le7e% 5ob "he criteria for eAecutive level job are usually ;one for co<=anyEs <ost eA=erience e<=loyees ?ho are very co<=etent an; kno?le;ge of co<=anyEs ;e=art<ents an; they have the ability to =erfor< their job as eAecutive> ,escon Co<=any =refers those e<=loyees ?ho have ability to ;o that job> "he e<=loyeeEs kno?le;ge status an; eA=erience is base; to ;o that job> "he 3oar; of ,irectors selects the vertical =ro<otion of e<=loyees ?ho are eligible for that> #f the votes are <ore than o==osition, they select for those e<=loyees as eAecutive level job for ne? or eAisting jobs> "hey give a chance of sharehol;ers also ?ho are ca=able to ;o that job>

2* Hailey College of Banking and Finance

University of the Punjab

Human Resource Management

TRA!N!N" AND DE&E OPMENT "he unit of "raining an; ,evelo=<ent =erfor<s several i<=ortant functions for the co<=any, like orientation training, an; the general "raining an; ,evelo=<ent> O&ie"tatio" P&o2e(( a"d I"du2tio" o- Ne6 Em1%o$ee( T!e De(2o" !o%d( t!at o&ie"tatio" P&o3&am i( 7e&$ "e2e((a&$ -o& t!e o%d a( 6e%% a( -o& t!e "e6 em1%o$ee. T!e e"ti&e 1&o2e(( o- o&ie"tatio" i( 2o"du2ted at De(2o" a( -o%%o6(: 1L 2L *L .L +ee; ;eter<ination for orientation =rogra< ,esigning of orientation =rogra< #<=le<entation of orientation =rogra< 'nalysis of orientation =rogra<<ing 'n; ,evelo=<ent

Steps o% 1rientation Program +ee; ;eter<ination for orientation =rogra<> 1hen an e<=loyee joins ,escon, the H( ,e=art<ent, the ;e=art<ent in ?hich the e<=loyee has been selecte; an; the to= <anage<ent ;eter<ines the nee; for the orientation =rogra<> #f the can;i;ate has been transferre; fro< so<e other country to ,escon Pakistan, it is very necessary to acCuaint hi< to the culture of the country an; the general business =ractices> He is of course, a?are of the ,escon engineering culture but he <ay be infor<e; about the ne? ;e=art<ent he has joine; an; about his ne? ;uties an; authority> ,esigning of orientation =rogra< 't ,escon the orientation =rogra< is ;esigne; by N N Hea; of H( ,e=art<ent "raining %=ecialists 2. Hailey College of Banking and Finance
University of the Punjab

Human Resource Management

N N #<<e;iate %u=ervisor Hea; of the ,e=art<ent in ?hich the e<=loyee is selecte;

#n ;esigning the orientation =rogra<, the length of the =rogra< ;e=en;s on the e<=loyee for ?ho< the =rogra< is con;ucte;> #f the e<=loyee has joine; ,escon fro< so<e other country the =rogra< is very lengthy as he is not only to learn the culture of the organi@ation but also the culture of the country as a ?hole> "he =rogra< usually inclu;es History, =olicies, =ractices, rules an; regulations of the organi@ation 'n overvie? of the ;e=art<ent, the e<=loyee joints 'n intro;uction to the ?ork environ<ent, co/?orkers, su=eriors, an; sub/ or;inates>

Hence, in this ?ay the ne? e<=loyee is thoroughly acCuainte; ?ith the ,escon culture an; thus can =erfor< his job effectively> #<=le<entation of orientation =rogra< at this ste= <anage<ent si<=ly i<=le<ent the alrea;y ;esign orientation =rogra< effectiveness> A"a%$(i( o- O&ie"tatio" P&o3&am "he H( ,e=art<ent of ,escon hol;s that the fee;back on the success of orientation =rogra< is very necessary> "he follo?/u= is con;ucte; in the follo?ing <annerB Di(2u((io" amo"3(t Ee$ Pe&(o""e% ' co<=rehensive ;iscussion is con;ucte; by the H( ,e=art<ent ?ith the i<<e;iate su=ervisor an; the Hea; of the ,e=art<ent of the e<=loyee to evaluate the =rose an; corns of the orientation Progra<> #f he is co<fortable ?ith the ,escon environ<ent, the Progra< is a success or vice versa> 25 Hailey College of Banking and Finance
University of the Punjab

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Ma"a3eme"tF( Vie6 o" O&ie"tatio" P&o2e(( "he <anage<ent of ,escon believes that orientation Progra< necessary because of sociali@ation an; kno?s ho? about co<=anyEs =olicies an; =roce;ures> "he =ur=ose of this ste= is to intro;uce the ne? e<=loyee ?ith the ?ork unit, organi@ation, =eers> "ell the< the rule an; regulations of the co<=any> #n ;ifferent co<=anies ;ifferent =ersons are res=onsible for this but ?hen ?e talk about ,escon <anager gives orientation> T&ai"i"3 Po%i2$ 3asic =ur=ose of training is to u=;ate the kno?le;ge of e<=loyees an; enhancing their skills> "o;ay organi@ations ?ant =rofessional e<=loyees because they have co<e kno? the i<=ortance of e<=loyee thatEs reason organi@ation call e<=loyees Gtheir <ost i<=ortant assetsH> ,ue to ?hich co<=anies sen; their e<=loyees on ;ifferent ty=es of ?orksho=, se<inars an; other e;ucational =rogra<s> ven so<e co<=anies =rovi;e o==ortunity of getting kno?le;ge on the cost of co<=any> T&ai"i"3 Need A((e((me"t "he training =rogra< of ,escon nor<ally for the =erio; of lesser then siA <onths an; its =ur=ose is to investigate strength an; ?eakness after that <aking effort to re<ove these ?eaknesses> "hey analy@e that e<=loyee nee; training by self assess<ent, =erfor<ance recor;, an; Cuestionnaire> "he han;outs ?hich they =rovi;e to trainee ;evelo= by the<selves not net base;> 'll the cost incurre; by the co<=any let it be in/house training or training organi@e; by the ,escon ngineering Co> "he e<=loyee nor<ally nee;s training about his skill, kno?le;ge an; career ;evelo=<ent> T&ai"i"3 de(i3" 'fter the nee; assess<ent =rocess is co<=lete, the ;esigning =rocess starts to train e<=loyees in syste<atic ?ay> 28 Hailey College of Banking and Finance
University of the Punjab

Human Resource Management

Setting o)jectives "he objective of the =rogra< is ;escribe; in ?hich a state<ent is =asse;> #n this state<ent, the goal of the training =rogra< is ?ritten that ?hat thing they shoul; achieve by con;ucting this =rogra<> %o the state<ent shoul; be s=ecific> Deve oping esson p an "he state<ent is not enough, so the ?hole lesson =lan is =re=are; in ?hich each an; every activity is ?ritten in this =ortion> Se ecting trainer2 eader "he co<=any select the trainer base; on the training criteria, +o> of e<=loyees an; their skill enhance<ent> #f the +o> of e<=loyees are less or any s=ecific criteria ;e<an;s to train through the outsi;e trainer, they outsource the training =rogra<> Preparing materia "he <aterial is =re=are; by "rainer if the trainer is of the organi@ation> Se ecting program met$ods and tec$ni3ues ,escon <ainly uses the follo?ing training an; ;evelo=<ent <etho;s areB N N #n/Housetraining On/the/2ob "raining Progra< Con;ucte; 'broa;

#n/House "raining is the <ost co<<on <etho; use; at ,escon> Un;er this bank have t?o o=tionsJ

O"Bt!eB5ob T&ai"i"3:

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University of the Punjab

Human Resource Management

,escon give the training to their e<=loyees on the job by hiring a trainer fro< outsi;e or fro< ?ithin the organi@ation> 3ut co<=any selects the trainer very carefully an; only =rofessionals in;ivi;uals in fiel;> "raining #n #nstitutes 1ithin "he CountryB #f the trainees nee; training in a s=ecific technical skill, ?hich the co<=any cannot =rovi;e econo<ically, it sen;s the e<=loyee to institutes ?here they get the reCuite; training> "he trainee interacts ?ith ne? =eo=le an; can <ake contacts for the organi@ation>

T&ai"i"3 P&o3&am Co"du2ted Ab&oad <=loyees are sen;ing abroa; for s=ecial training an; ;evelo=<ent Progra< con;ucte; by the ,escon -rou=> "his training Progra< <ay be con;ucte; in other countries ,ubai or any?here else ?here the ,escon eAists> Sc$edu ing t$e program "he sche;uling of the =rogra< is hel=ing to con;uct the =rogra< in right ;irection an; the e<=loyees learn in training> Im1%eme"ti"3 t!e P&o3&am 'fter ;esigning the =rogra<, the i<=le<entation =rocess is =laying 3ack 3one> #f all the =rocess of ;esigning is co<=lete but the =rogra< ;oesnEt hel; ;ue to certain reasons, their ?ill be loss of <oney, ti<e an; efficiency> %o ,esconEs H(, convincing their eAecutives to i<=le<ent the =rogra< accor;ing to training ;esign ?ill be benefit to the organi@ation>

C&ite&ia -o& t&ai"i"3 a"d E7a%uatio" "he criterion for training an; evaluation is to hel= that ho? ?ell the =rogra< ?ill benefit to the organi@ation in a ?hole> ,esconEs criteria contain four =artsJ 27 Hailey College of Banking and Finance
University of the Punjab

Human Resource Management

Se ect t$e #va uation Criteria #n this seg<ent, the base for evaluation the training =rogra< set> #f the base is accurate, so the true results ?ill be foun;> Determine #va uation Design "he evaluation ;esign hel=s e<=loyees to set accurate base in ?hich the criteria is set> Conduct #va uation o% Program "he =rogra< is con;ucting on the basis of setting evaluation criteria> "hese criteria <ay be through Cuestionnaires, observation> Interpreting Resu ts "he results of evaluation criteria hel=s the ,esconEs ngineering Co<=any that ho? ?ell their training staff learn an; enhance their abilities for future role> #f one =erson get full fle;ge train in this s=ecific area of training, it is =ossible that he <ay receive re?ar;s like, increase in salary or Pro<otion> 3ecause he is no? the =recious asset of the organi@ation an; everyone ?ants to retain his =recious asset> De(2o" T&ai"i"3 I"(titute >D.T.I4 ,escon Has %=ecific institute >D.T.I4 in the e<=loyees an; es=ecially technical ?orkers are traine; an; beco<e co<=anyEs ;yna<ic asset> "hese institutes have ca=acity to train all ty=es of technical ?orks ;one in Pakistan an; other =laces> Aa<ination Pa=ers, =resentations or

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PER'ORMANCE MANA"EMENT S$STEM ' =erfor<ance <anage<ent syste< is very i<=ortant in or;er to check efficiency an; effectiveness of ?ork> 'ctually it is the =rocess of creating the ?ork environ<ent in ?hich =eo=le are enable; to =erfor< their best abilities> #t starts fro< the necessity of the job an; en;s ?ith the e<=loyee leave fro< the organi@ation> "his =icture in;icates that Ho? Perfor<ance <anage<ent syste< ?orks to evaluate the job an; after evaluation, the <anage<ent ;eci;es ?hat strategies in ?hich they can gro? by consi;ering the a==roach of their ?ork force an; set stan;ar;s on the basis of evaluation> "hese stan;ar;s are in sha=e of re?ar;s an; sanctions> "he re?ar;s are in the sha=e of =ro<otionJ increase their =ay or so<e non/<onitory re?ar;>

Per%ormance Appraisa System

*0 Hailey College of Banking and Finance

University of the Punjab

Human Resource Management

Pe&-o&ma"2e A11&ai(a% P&o2e(( ,escon %yste< ngineering Co<=any uses H') to check the =erfor<ance of &etho;ology as a Perfor<ance &anage<ent e<=loyees of the co<=any> "his <etho; is use; by <ost of the ?orl;Es largest co<=anies> "his <etho; hel=s to evaluate the right =eo=le, right job an; eAecution of co<=anyEs strategies> ' thorough Hay <etho; is follo?e; by ,escon ngineering Co<=any, ?hich ;eter<ines the =erfor<ance a==raisal for each e<=loyee> 't the en; of the year, the <anager an; the H( ,e=art<ent at ,escon evaluate the =erfor<ance of each e<=loyee for<ally> 't so<e branches of the Co<=any

*1 Hailey College of Banking and Finance

University of the Punjab

Human Resource Management

in Pakistan, <anage<ent checks the

=erfor<ance on <onthly bases> -oa Setting "he strategic =lanning of ,escon is to <atch the e<=loyeeEs goals ?ith organi@ation goals> Per%ormance #va uation Met$od ,escon set the a==raisal criteria accor;ing to the national an; international la?s because it is a &ultinational =rocess organi@ation> consists of "he evaluation various

techniCues ?hich are a;o=te; accor;ing to the Hay &etho;s of evaluation> "he <ain Hay -rou= <etho;ology, Hay -rou= -ui;e Chart/Profile &etho; of 2ob valuation%& =rovi;es ?ith a consistent an; objective fra<e?ork toB5

A"a%$ e O&3a"i atio"a% St&u2tu&e "he first ste= of =erfor<ance a==raisal <etho; is to analy@e the structure of the

*2 Hailey College of Banking and Finance

University of the Punjab

Human Resource Management

organi@ation an; then i;entify those ?ays ?hich hel= to <ake it <ore effective> ,escon Co<=any is Project 3ase Co<=any in ?hich the structure of the co<=anyEs ?ork force is usually contract base> 3ut the co<=any is focusing their e<=loyees to train the< an; <otivate the<> "his thing starts fro< assessing nee;s to the co<=letion of those nee;s> "he =erfor<ance <anage<ent syste< is one of the en;ing =rocesses of the ?hole retention =rogra<>

E7a%uatio" o- t!e 5ob( 1hen the structure of the co<=any is analy@e by the H( &anagers> "hey start to evaluate the =eo=le an; jobs to <atch the right in;ivi;uals to the right roles> De-i"e Ca&ee& P&o3&e((io"( "he co<=any ;efines career =rogression both fro< in;ivi;ual roles an; across relate; job grou=s an; interlinking organi@ational goals ?ith =ersonal goals> Re6a&d P&o3&am 'fter the Perfor<ance '==raisal Process, the co<=any ;evelo=s targete; =ay an; re?ar; =rogra<s, using Ha$ G&ou1F( 3%oba% 2om1e"(atio" databa(e, o=ti<i@e the return ** Hailey College of Banking and Finance
University of the Punjab

Human Resource Management

on invest<ent in =eo=le by =aying in =ro=ortion to contribution> 'll of this ulti<ately lea;s to an increase; ability to <anage hu<an resources <ore effectively> "he re?ar; =rogra< is hel; an; e<=loyees take re?ar; accor;ing to these levelsB Le7e% I.D. Fo&m L1 High Perfor<ance Potential D High

L2 High Potential Perfor<ance

D &e;iu<

L* &e;iu< Potential D &e;iu< Perfor<ance L. &e;iu< Perfor<ance L5 Lo? Perfor<ance Potential Potential D D Lo? Lo?

L8 Cruse Pe&-o&ma"2e Feed #a2. "he =erson ?ho is con;ucting Hay <etho; of =erfor<ance a==raisal is sharing infor<ation an; getting fee;back fro< e<=loyees ?ho are checking their abilities of their ?ork an; eA=erience an; their fee;back hel=s both =arties to create goo; results> "he ;iscussion have three =arts in ?hich first =re=are fee;back ;iscussion, secon; =art con;uct fee;back fro< e<=loyee an; last one conclu;e the ;iscussion through analy@ing the behavior of e<=loyees

*. Hailey College of Banking and Finance

University of the Punjab

Human Resource Management

RE'ARDS REMUNERATION MANAGEMENT

AND

(e?ar;s an; (e<uneration &anage<ent =lays very i<=ortant role in the <otivation of e<=loyees> very organi@ation gives the i<=ortance to these activities> &onitory (e?ar;s Sa aries ,escon =ay the salaries to their e<=loyees accor;ing to their ability, skills an; their eA=erience> Co<=any also consi;ere; the national la?s of every country in ?hich it o=erates regar;ing to salaries such as <ini<u< salary act> Designations Like all other organi@ations ,escon also have s=ecific gra;es an; ;esignations for their e<=loyees that sho? the status, =o?er an; res=onsibilities of job at ?ork =lace> "hese gra;es start fro< GB) to GB,. -/9 is a eAecutive level gra;e that sho?s the high level =o?er an; res=onsibilities in *5 Hailey College of Banking and Finance
University of the Punjab

Human Resource Management

organi@ation an; -/7 sho? less than as co<=are ?ith -/9 an; so on> "he <onitory re?ar;s inclu;e so <any things in ?hich an e<=loyee can be <otivate; through ;ifferent =ackages> "hese re?ar;s are follo?ingJ %alaries -ratuity Fun;s Profit %haring Provi;ent Fun;s 'nnuities 3onus

+on/&onitory (e?ar;s ,escon <ost gives ut<ost factor for i<=ortance retaining to key co<=ensation =ackages because this is the crucial e<=loyees> "he a<ount of bonus an; incre<ents ;e=en; on the =rofit so they gives gratuity for those =rojects in ?hich the ?orkers =erfor< ?ell an; effects co<=anyEs eAtra =rofit, then for each ;e=art<ent> %tock O?nershi=s are given, as Perfor<ance 3onuses to retain> to e<=loyees giving high =erfor<ance an; ?ho< the Co<=any ?ants

*8 Hailey College of Banking and Finance

University of the Punjab

Human Resource Management

A o+ances ,escon ngineering Co> gives ;ifferent

allo?ances to their e<=loyees in or;er to increase their =erfor<ance an; loyalty> "here is ;ifferent allo?ance that inclu;e; in basic salary of e<=loyees> "hese areB House (ent 'llo?ance at sites &e;ical 'llo?ance Conveyance 'llo?ance #nsurance Facility Foo; allo?ance 'nnual Leaves Har;shi= 'llo?ances Health an; %afety nviron<ent

INDUSTRY RELATION "he fiel; of in;ustrial relations Kalso calle; labor relationsL looks at the relationshi= bet?een <anage<ent an; ?orkers, =articularly grou=s of ?orkers re=resente; by a union> ,escon treats their e<=loyees as =artner in ;elivering su=erior custo<er *6 Hailey College of Banking and Finance
University of the Punjab

Human Resource Management

value> "he Co<=anyEs o=erations are =roject base; an; they ?ork in ;ifferent ty=es of construction, <aintenance an; ;evelo=<ent businesses> P&o2u&eme"t -o& e%e2tio" o- %abo& u"io" "he co<=any has very goo; syste< of =rocure<ent of labor union> "here are several ty=es of "echnical, ngineering, an; &anagerial e<=loyees ?orking in ,escon> 1hen any =roject is start, the Hu<an (esource ,e=art<ent check all those ?orkers ?ho can ?ork on that s=ecific =roject> #f the <e<bers are not available, so they are checking those =rojects ?hich are at co<=leting stage> #f anyone is at co<=eting stage, the H(, =ull so<e ?ork force fro< these areas an; start ne? =roject> #f the ;e<an; ;oes not fill right no?, they hire ne? ?orkforce for starting the =roject> Di(1ute Sett%eme"t( 1e no? that in any organi@ation, there are ;ifferent ;ile<<asE bet?een e<=loyees> #f there is any ;is=ute regar;ing any issue, the H(, =lays an i<=ortant role an; settling ;is=utes ?hich are not settling by su=ervisor> "he cli<ate survey is hel; to check both =arties an; so<eti<es =unish both =arties for their ba; ?ork> %o<e through ti<e han;ling all *7 Hailey College of Banking and Finance
University of the Punjab

<isco<<unication

interfere

those =arties ?hich are involve>

Human Resource Management

Health an; %afety &easures 's ?e kno?, ,escon is a &ultinational organi@ation so it follo?s all la?s regar;ing to Health an; %afety at ?ork =lace> "he Hea; Office of Co<=any at Lahore is very clean, ?ell arrange; an; cool in su<<er> ,escon =rovi;es the follo?ing health an; safety eCui=<ent at all their branchesB First aid at +or! #n case of any su;;en acci;ent Co<=any has First ai; at ?ork =lace #mergency doors and Direction #n case of any e<ergency Co<=any has ;oors an; clear ;irection to?ar; these ;oors through arro? signs> Fire e4tinguis$ers #n case of fire there is fire save eCui=<ent at Co<=any>

*9 Hailey College of Banking and Finance

University of the Punjab

Human Resource Management

<UESTIONN AIRES +a<e of organisationB QQQQQQQQQQQQQQQQQ ';;ress of organisationB QQQQQQQQQQQQQ @i= co;eB QQQQQQQQQQQQQQ %tateB QQQQQQQQQQQQQQQQQ countryB QQQQQQQQQQQQQQQQQQQQ Phone nu<ber of officeB QQQQQQQQQQQQQQQQQ <ail a;;ressB QQQQQQQQQQQQQQQQQ 1ebsite U(LB QQQQQQQQQQQQQQQQQQQQQQQQQQQQ +a<e of H( =olicy <akerB QQQQQQQQQQQQQQQQQQQ +u<ber of e<=loyees in H( ;e=art<entB QQQQQQQQQQQQQQQQ Contact nu<ber of H( Hea; of co<=anyB QQQQQQQQQQQQQQQQQ

.0 Hailey College of Banking and Finance

University of the Punjab

Human Resource Management

1> ,o you have a =olicy for assisting e<=loyees on =ersonal issues that <ay affect their =erfor<ance at ?orkO QQQQQQQQQ 2> ,o you evaluate fiel; e<=loyees on a regular basisO QQQQQQQQ *> ,o you fin; it necessary to co<<unicate ?ith the e<=loyees issues such as future ?ork =ros=ects, success an; failure of the co<=anyO QQQQQQQQQ .> ,o you have a =ay/for/=erfor<ance =olicy that re?ar;s goo; =erfor<ing e<=loyeesO QQQQQQQQQ 5> ,oes the organi@ation have a ne? e<=loyee orientation =rogra<O QQQQQQQQQ 8> ,o you encourage your e<=loyees to give their o=inions or suggestions on ho? their =erfor<ance can be i<=rove;O QQQQQQQQQ 6> ,o you con;uct surveys to co<=are ho? your co<=ensation =olicies fair against your co<=etitorsEO QQQQQQQQQ 7> 're unskille; e<=loyees in your organi@ation encourage; to take u= trainingO QQQQQQQQQ 9> ,o su=ervisors in your organi@ation have regular trainingO QQQQQQQQQ 10> ,o your e<=loyees benefit fro< grou= benefit =rogra<sO

HR Po%i2$: Please ans?er the follo?ing Cuestions about .1 Hailey College of Banking and Finance
University of the Punjab

Human Resource Management

H( =olicy <akingB :11> 1hat is the <ost effective H( =olicy a;o=te; by your ;e=art<ent in the recent =astO R :12> 1ho all are the <e<bers of your H( =olicy <aking tea<O :1*> ,oes the co<=any function accor;ing to the =olicies or is it fleAible to these =oliciesO :1.> &ention fe? of your H( =olices ?hich have not =rovi;e; eA=ecte; resultsO :15> "he nee; of hu<an resources kee=s on eA=an;ing ;ay by ;ay> ,oes this <ean that <ore =olicies <ust be i<=le<ente; by each co<=any in to;ayEs ;ateO :18> +a<e an; ;escribe a fe? of the H( =olicies i<=le<ente; by you ?hich have been very successfulO :16> 1hat =art ;o you =lay in your organi@ation in =olicy <akingO

HR em1%o$ee Sati(-a2tio" <ue(tio""ai&e:

.2 Hailey College of Banking and Finance
University of the Punjab

Human Resource Management

:17> Ho? ?oul; you rate your overall job satisfaction in the H( ;e=art<ent of this organi@ationO aL bL cL ;L Acellent -oo; 'verage "errible

:19> 're you irritate; by the fact that the H( ;e=art<ent has to ?ork overti<eO aL bL )es +o

:20> 're you satisfie; ?ith the benefits =rovi;e; by the organi@ationO aL )es bL %o<e?hat cL +o :21> "here are certain rules follo?e; in the =ro<otion =rocess> ,o you think that the rules are fairO 1hat ?oul; you suggest to i<=rove the rulesO :22> 're you satisfie; ?ith the co<=ensation that you receive for the ?ork you ;oO aL $ery satisfie; bL %atisfie; cL %o<e?hat satisfie; .* Hailey College of Banking and Finance
University of the Punjab

Human Resource Management

;L +ot satisfie; at all :2*> Ho? often are you <otivate; for your ?orkO aL On a regular basis bL Often cL (arely ;L +ever <otivate; at all :2.> #s there anything else that you ?oul; like to <ention about the H( ;e=art<ent as ?holeO :6> 're you satisfie; ?ith the level of efficiency an; =ro;uctivity in the organi@ationO aL $ery satisfie; bL %atisfie; cL %o<e?hat satisfie; ;L +ot satisfie; at all

HR P&o2e(( <ue(tio""ai&e :>1>,o you agree that the H( ;e=art<ent is able to i;entify an; eA=lore ne? o==ortunities for the co<=anyO aL %trongly agree bL 'gree cL %o<e?hat agree .. Hailey College of Banking and Finance
University of the Punjab

Human Resource Management

;L ,isagree :>2>,oes the fra<e?ork ;esigne; by H( ;e=art<ent hel=s in control an; co/ or;inationO aL )es bL +o :>*> ?hat ;ecisions are taken by the H( ;e=art<ent to su==ort establishe; objectivesO :.> #s H( ;e=art<ent been successful in re;ucing a;verse con;itions an; changesO aL "o a certain eAtent bL "o so<e eAtent cL +o not at all :>5> Ho? often is training an; ;evelo=<ent =rovi;e; to the e<=loyeesO aL Once in a <onth bL Once in a year cL OtherB QQQQQQQQQ :>8> Ho? is the co<=ensation benefit of the e<=loyees ;eci;e;O :>6> ?hat are the factors taken into account ?hile ;evelo=ing score car; of the e<=loyeesO aL Personal ;etails bL Career =lanningO .5 Hailey College of Banking and Finance
University of the Punjab

Human Resource Management

cL <=loyee relations ;L Perfor<ance analysis :>7> ,oes the H( ;e=art<ent follo? any of the follo?ing factorsB aL ,efining reCuire<ents for organi@ational ca=ability bL ';; to the strategies of the business cL Fin; out the critical ga=s ;L %et targets an; =riorities #I#LIOGRA PY

#OOES: Hu<an (esource K leventh ;itionL De((%e& &anage<ent 3y Ga&$

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Hailey College of Banking and Finance

University of the Punjab