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List of contents
Executive summary
List of Table
Figure 1 SSD Organizational Structure...............................................................................7
Figure 2 Structure of Human Resource Department...........................................................9
Figure 3 Recruitment and Selection Process.....................................................................15
Figure 4 Trainings for employees......................................................................................18
Figure 5 Performance Measurement tools.........................................................................23
Figure 5 Performance Measurement tools
• Strengthening grass roots level organization to ensure local level services delivery
following principles of subsidiary
• Livelihood;
• Local Governance;
• Community Infrastructure;
Address(s):
Head Office:
House # 223, K1, Phase III, Hayat Abad, Peshawar
Tel: 091-5816876
Mr. Abdul Wakeel is the Executive director of Society for Sustainable Development.
HR Directorate: (Peshawar)
HR forecasting at a large
Compensation Management
Developing HR policies
)
5) HUMAN RESOURCE MANAGEMENT PROCESS IN THE i rect Supervisor
in e s (D
ORGANIZATION: Red L
SSD is a project oriented organization. It does its HRP during formation of the
proposal of the contract with any donor. SSD uses the following steps for HRP
Planning.
Define the skills required to meet objectives (demand for Human Resource)
As I said earlier that no hard and fast rules are being observed in forecasting HR
needs. Only managerial judgment is seen to be sufficient for forecasting Human
resources needs for upcoming projects. For that purpose top management
conducts interviews with the executives to find out the need of HR for the coming
year.
Statistical approaches
a) Trend analysis
b) Ratio analysis
c) Regression analysis
Judgmental methods
a) Managerial judgment
Once the forecast is developed and approved from the top management, the HR
department starts Recruitment & Selection process to fill up the vacant positions.
There are various sources available for the recruitment of potential candidates,
which are broadly divided in two categories.
Internal Sources
External Sources
The first choice of SSD is to utilize its internal sources. When some new post is
created or some post is vacant due to termination, resigning and promotion of
employee, The HR department scan internal organizational environment to locate
the potential candidates. Whenever any position is available, HR Department
advertises the position internally through management memo. Interested
candidates submit their CVs along with the written permission from their
respective managers for the new post. These information’s are then forwarded to
top management and after there approval a formal notification is sent to interested
candidates for interview. After interview, job is offered to successful
candidates.
For external recruitment, HR department uses internal and external resources and
referrals. Existing candidates can recommend any outside personnel suitable for
the job. If this is not possible then HR department advertises the position in
newspaper. The advertisement is published in at least one national and one local
newspaper.
The selection process typically begins with a test and then candidates complete
the application for employment. They progress through a series of selection tests,
the employment interview, and reference and background checks. Several
external and internal factors impact the selection process, and the manager must
take them into account in making selection decisions. Typically selection process
consists of the following steps
1. Initial Screening
3. Pre-employment Testing
Honesty Tests
4. Interview
Structured Interview
Unstructured Interview
Mixed Interview
5. Background Checks
Once a new employee inters into SSD culture, he receives orientation for his job.
Orientation is basically a one to two hour activity in which the new employees are
informed about the organizational structure, term & conditions of employment,
the duties of incumbent, the ethical & behavioral requirement for the new
employee and the so.
Then he works on probation for at least 6 month that provides On-job training
opportunity to the employee. The HR department also arranges various trainings
and seminars, workshops and group sessions to build their employee’s skill up.
Mostly when there is a performance gap i.e. the performance is not up to the
specified standards training is required to improve the performance there are
certain factors that are kept in mind before conducting training:
• Extent to which skill can be improved with Training: Would there be real
difference in skill level in case the training program is conducted.
➢ Self-assessments
➢ Company records
➢ Customer complaints
➢ Interviews with managers
➢ Observation
For better results and effective and efficient performance of the employees, they
should know exactly what is expected of them and what is required by the firm
for advancement in the job.
That is why SSD takes employee development very seriously. Various training
sessions are conducted for the employees during various course of time.
Employee Development is performed through orientations, on job Trainings,
Professional Readings. For this purpose SSD holds a small library as well which
consists of around about 500 books on various social, development and
managerial issues.
5.2 PERFORMANCE MANAGEMENT
Performance Management has always been core issue to be discussed within any
organization. A performance management system consists of the processes used
to identify, encourage, measure, evaluate, improve, and reward employee
performance at work.
➢ Quality of output
➢ Timeliness of output
➢ Presence at work
➢ Cooperativeness
➢ Efficiency
➢ Effectiveness
1) Willingness to perform:
2) Capacity to Perform:
3) Opportunity to Perform:
➢ Name of employee
➢ Designation of Employee
➢ Department
○ Rating
○ Critical Incidents
○ Explanatory Notes
➢ Remarks
➢ Signature of Supervisor
There are no specific rules and regulations for salary determination in Society for
Sustainable Development thus this is a big disadvantage of compensation system.
As a result a turn over rate is increasing day to day. However management
positions are paid better then the supervisors or field workers and the policies for
them are also better. Due to this dual and non standardized compensation system
SSD has always been facing lack of experienced and skilled workers.
To get the better results SSD needs to improve their pay structure and
compensation plan and should change its HR strategy. The better result can only
be achieved when the compensation plan is able to select, engage, develop, retain
and attract new employees. That would not only help the organization to achieve
better results but also to make a higher position in the local NGO competition.
HR Results
Desired
Strategy
There are only one type of pay structure is available for the lower level
employees. i.e. basic pay. No other direct & indirect pay & benefits are provided
to the employees. For the lower level employees Society for Sustainable
Development is giving time base pay i.e. every employee have to work for 40
hours a week after which he has subject to receive his pay at the end of month.
Not a single type of allowance is paid to lower level employeesNo portion of the
pay is directly or indirectly associated with the performance. As a result
motivations of the employees are low.
➢ Basic Salary
➢ Overtime
➢ Basic Salary
➢ Bonus Pay
➢ Per diem
➢ Travel Allowance
Figure 7 SSD Compensation System
Career planning is an ongoing process through which an individual sets career goals and
identifies the means to achieve them. The process by which individuals plan their life’s
work is referred to as career planning. Through career planning, a person evaluates his
or her own abilities and interests, considers alternative career opportunities, establishes
career goals, and plans practical developmental activities.
Society for Sustainable Development provides good career planning to its employees.
The career counseling is provided through different means
SSD has good very experienced and skilled management which provides
excellent career development techniques and knowledge to their employees.
This is not a formal type of discussion. Mr. Bilal Ahmad who is the in charge
of HR has also got very good experience in career development and career
counseling. He tries to share his experiences with the employees for their
development.
B. Company Material
SSD has got very good career development material to study. For that reason
SSD has a library which consists of more then 500 books on different topic
especially related to social development. Every one can easily avail these
books from management office. The library is free of cost but the number of
books should be increased so that employees can have a good knowledge for
their development available on one table.
As performance appraisal does not have direct link with promotions and
salaries practically however it provides excellent opportunity to employees to
see where they are in terms of their performance. After having knowledge of
performance appraisal they can set their targets and can work to achieve the
best performance.
D. Workshops
However when any job is lying vacant or some new post is created because of
expansion or addition of new project, SSD first priority is to select employees
from the current pool. For this purpose SSD announces the vacancy internally and
invite the current employees to submit their CVs along with required documents
and then select the right candidate for the post. If right candidate are not available
to fill out the vacancy then SSD search for candidates who have the required
competency and are willingly to fill the post but not have proper knowledge
and/or skill required for the post, then SSD arrange an up gradation program
which best suit the employee requirement for the new post. As a result the
employee’s response for the new position is always higher than expected.
5.2 JOB CHANGES WITHIN THE ORGANIZATION
Job changes in SSD are managed by HR Department. When there is new post created
in the company or some post became vacant because of layoff, dismissal, promotion
or demotion etc,
SSD first announce the post through their display board. Interested employees are
informed to submit their CV’s along with required documents and with NOC from
the head of their department. After receiving such documents, the HR Manager verify
the information collected and match the current post requirement with that of
competencies and capabilities of the employees. HR Department conducts a short
interview with that of interested employees.
In the light of interview conducted and the recommendation and NOC of the current
head of employee department, HR department makes an initial recommendation to
higher management (Chief Executive, General Manager). After approval from the top
management the employee, previous and new manager of the employee are informed
and employee is given new position title.
Employee signs a new contract agreement but mostly the terms and conditions
remains the same as before.
5.1.1 Promotion
As SSD is a project oriented organization and works on many projects at the same
time which can totally be different in nature. SSD needs their skilled employees
sometimes more then one project. So in that cases employee is assigned different
activities from different projects.
Employee some times also takes part in transfer process and willingly apply for
transfer because the transfer gives them fresh life in the form of new knowledge
and skill.
5.1.3 Demotion
Demotions are mostly associated with failure of the employee but limited
promotional opportunities in the future and the fast pace of technological change
may make them more legitimate career options.
However there has not been a single issue of demotion occurred
in SSD to date.
5.1.4 Separations
➢ Inequality in pay
While the employer removes an employee also have one of several reasons such
as
Unfortunately in SSD this decision were made frequently in the last 2-3 years.
Almost more than 50% of employees were got separation due to several reasons
such as
5.1.1.1 Layoff
Layoffs occur when employees are put on unpaid leaves of absence for time
period longer than approved one.
Each employee is entitled to have 20 days annual leave along with 20 days
annual vocational leave after completion of 5 years of service and onwards.
Employee is also entitled to have 15 days sick leaves per annum but the
employee has to provide medical certificate in case of two consecutive sick
leaves. 3 months maternity leaves are provided to female workers while 5
days leaves are awarded to the male employees who got new baby to take
care of his spouse and the baby.
If employee does not respond to the show cause within 3 days of receiving,
another show cause is issued and if he still not respond within 3 days of
receiving, a layoff letter is send to him and thus in this way the employee is
terminated.
Employees can also apply for unpaid leave in case of emergency such as
medical leave, maternity leave, educational leave etc. but prior permission
from HR department is necessary.
5.1.1.2 Termination
In case of any of the above reason a show cause notice is issued to the
employee, employee submit his answer to HR department which presented
in the committee consisting of HR manager, Direct Manager of the
employee and the Area Manager. The committee is responsible for making
decision whether the employee should be terminated or not.
5.1.1.1 Resignation
➢ Less opportunity for career growth due to less room for innovation
and creativity because of standardized rules and procedures
➢ Lower salary
SSD does not so far make some sound homework to reduce this trend. As a
result this situation persists. Because of bureaucratic style of management,
opportunities for others becomes lower & lower down the hierarchy. The
post leave after resignation was not filled immediately. Usually 3 to 4
months are required to fill the posts. It was also observed that resignation
letter was given by employees to the management immediately without
waiting period of 1 month. Because there is no benefit for employees thus
resignation was given immediately. Another trend was observed that mostly
resignation application was given 2nd date of new month when employee
get there previous month complete salary thus the management have nothing
to hold and forces the employee not to resign. Resignation is one of the
worst ways which not only effect some department badly but some times the
firm faces dangerous situation.
5.1.1.1 Retirement
There is no retirement plan for employees in SSD. This is also one of the
reasons of turnover, separation and resignations as employee do not see any
other benefit for carrying on their service with SSD after getting any
suitable job in any other organization.
4) LABOR MANAGEMENT RELATIONS
5) SWOT ANALYSIS
6) WEAKNESSES OF THE ORGANIZATION
PART – 3: RECOMMENDATIONS
PART – 4: CONCLUSIONS
www.ssd.org.pk
www.citehr.com
www.cbizlinks. Com
http://www.pakstudents.com.pk/
www.shrm.org
Online book resources
http://www.pearsoned.co.uk/HigherEducation/Booksby/Torringtonetal/
1) Objectives of studying the organization
2) Introduction to the organization
3) Overview of the organization
3.1 Organizational structure
1) Organizational structure of the Human Resource Management (HRM)
department
2) Human Resource Management Process in the organization:
5.1 Human Resource Planning (HRP) and Forecasting
5.1.1 HRP process
5.1.2 Forecasting HR requirements
5.1.2 Methods to forecast HR needs
5.2 Employee recruitment and selection (Annex Advertisement)
5.2.1 Sources of candidates: (more stress on external)
5.2.1 Internal sources
5.2.2 External sources
5.2.3 Employment selection process (more probation, less
satisfaction)
5.3 Training and development
5.3.1 Training need assessment (No T N A)
5.3.2 Employee development
5.4 Performance Management (Annex Appraisal) (Not linked with promotion and
salary)
5.4.1 Setting performance standards and expectations
5.4.2 How performance reports are written
5.5 Employee compensation and benefits (dual pay system, not related with
performance)
5.5.1 Types of compensation and benefits
5.6 Organizational career management
5.6.1 Employee job changes (turn over rate is high)
5.7 Job changes within the organization
5.7.1 Promotion (no specific promotion policy)
5.7.2 Transfer
5.7.3 Demotion
5.7.4 Separations
5.7.4.1 Layoff
5.7.4.2 Termination
5.7.4.3 Resignation
5.7.4.4 Retirement
(10 pages down)
1) Labor Management Relations
2) SWOT
3) Weakness
4) Conclusions.
5) Recommendations (the recommendations should be specific. For example, if you
want to recommend improvements, mention what, why, where, how, and when)
6) References & Sources used.
7) Annexes / Appendices.