HRM TERM PROJECT

Submitted By:
Hassan Munir 17377
Hira Akhter 17737
Muhammad Talha 17249
Ramsha Aftab 17192
Submitted To: Mr. Raj Kumar
Subject: Human Resource Management

ACKNOWLEDGEMENT
This project has been made possible through direct and indirect support of various
people for whom we wish to express our appreciation and gratitude.
This project of ours could not have seen the light of the day without the
coordination of Mr. Raj Kumar, our project guide. We would like to express our
special thanks and gratitude to him for constantly guiding us and tackling a variety
of hurdles with implicit patience throughout my research project and whose deep
involvement and interest, infused in us great inspiration and confidence in taking
up this study in the right direction .Without his overall guidance and help, The
project may not have been completed.
We are committed to extend my profound thanks for giving me an opportunity to
work on a valuable project.

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Table of Contents

Objective4
Introduction.4

Stay Interview.6
Communication Strategy8
Recruitment Strategy8
Compensation & Benefits Strategy..9
Learning & Development Strategy.10
Employee Engagement Plan..13
Personal Development Plan14
Performance Management System..15

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OBJECTIVE
Our objective in this term report was to analyze the various HR policies of a multinational
company. In order to achieve that we as a group decided to select ENI Pakistan. ENI has an origin
from Italy and since then running their operations in field of Oil & Gas for around 60 years. They
started their operations from Italy but now their operations are widespread across the globe. To
study their HR policies we decided to take their opinion and feedback on the following content:

Conduct Stay interviews

Communications Strategy
Recruitment Strategy
Compensation & Benefits strategy
Learning & Development Strategy
Employee Engagement Plan
Personal Development Plan
Performance Management System

INTRODUCTION
ENI is a major integrated energy company, committed to growth in the activities of finding,
producing, transporting, transforming and marketing oil and gas. Eni men and women have a
passion for challenges, continuous improvement, excellence and particularly value people, the
environment and integrity.
Enis history began sixty years ago and every day continues to be written by thousands of women
and men around the world. People with extraordinary skills who have made Eni, today more than
ever, a solid, open and dynamic company.
The companys key values are sustainability, culture partnership, innovation and efficiency.
Values that are a compass for Eni and enable the company to grow, affirm itself and generate value
in a constantly changing economic and geopolitical scenario.
It is therefore a history of evolution. But there is has been a fixed point since the Eni, the sixlegged dog, was founded. Born in an Italy that was only just re-emerging and that in subsequent
decades expanded, Eni is an asset and forms part of the collective memory of the whole country.
And as the years have passed also the brand has evolved: Italy has become the whole world and it
is in this sense of begin open to the new that the new logo wants to express.
Eni is inspired by principles of correctness, transparency, honesty and integrity and adopts the
highest standards and international guidelines in the management of its activities in all the contexts
in which it operates.

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It considers sustainability a driver in the process of continuous improvement that guarantees results
over time, while reinforcing its business performance and reputation.
The protection and promotion of human rights, compliance with safe and equitable working
conditions, protection of the environment through technological innovation, the fight against
corruption within the company and among its industrial partners - these are the founding principles
of eni operating way, aimed at long term value creation.
Eni is thus committed to promoting its principles among its stakeholders, especially among its
suppliers, industrial partners, organizations, clients and consumers, along with agreed values and
goals, mutual trust and understanding.
Integration, innovation and cooperation are the competitive drivers allowing Eni to stand out in
the oil gas industry, to consolidate its presence in Countries that are not always characterized by
political stability and at the same time to contribute to the development goals of the United Nations.
Eni has adopted a regulatory system to identify roles and responsibilities to guarantee its
functionality and effective operatively, in line with a reference framework consisting of: legal
requirements, By, Code of Ethics, Model 231, Corporate Governance code and CoSO Report.
Sustainability has always been a value for Eni. Also because it is the direct heir of that respect that
has distinguished the company since the time of Mattei; a respect for people or the environment,
for todays world today or that of tomorrow, and without which there can be no sustainability,
because we believe that the future can be a good place to live and this is what we are working for
very day.
Culture is energy, by definition, because without culture, sooner or later the world would stop.
And if culture is energy, eni cannot be other than culture. A value to be promoted and supported,
in all its forms. From universities to schools, from research to the everyday, in Italy and around
the world. Because for us, culture is a place of encounter and exchange.
There is never only one way ahead. And we never know, beforehand, which is the best. We can
be helped by intuition, which is something between imagination and experience. But then it takes
courage, that courage that Eni has in facing and travelling new roads every day. Because we know
that each point of arrival is just a starting point.
The energy that we have must be used wisely. Only in this way can we obtain results over time.
The resources financial, energetic and human need to work in the best way and all together.
This is what we mean by efficiency.
Enis business model targets long-term value creation for its stakeholders by delivering on
profitability and growth in each of its businesses, improving efficiency and mitigating risks.
The main capitals used by Eni (financial capital, manufacture capital, intellectual capital, natural
capital, human capital, social and relationship capital) are classified in accordance with the criteria
included in the International IR Framework published by the International Integrated Reporting
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Council (IIRC). Our 2013 robust financial results and sustainability performance rely on the
responsible and efficient use of our capitals which resulted in operational excellence, asset
integrity, handling of operational risk, preservation of health, safety and the environment.
Hereunder is articulated the map of the main capitals exploited by Eni and actions positively
effecting on their quality and availability. At the same time, the scheme evidences how the efficient
use of capitals and related connections create value for the company and its stakeholders.

STAY INTERVIEW

Why are you staying at Eni Pakistan Limited?

Some of my reasons to stay at Eni Pakistan are:

Why do you come to work here?

Working with great people

Being recognized, valued and respected
Meaningful work and making a difference
Great work environment and culture

What would make you leave?

Exciting work and challenge

Career growth, learning and development
Fair pay
Supportive management/good boss
Benefits
Pride in the organization, its mission and its products

People get exhausted doing the same job over a period of time. If given a chance to
tackle new & challenging responsibilities in some other organization, I would
prefer giving it a try.

What are your Non-Negotiable Issues?

Positive work culture

Healthy work environment
Professionalism
Well-designed code of Ethics

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What would make you leave?

What are your Non-Negotiable Issues?

The HR Manager, & the Managing Director

What you have to say to HR to do for you?

Theres not much that I want to improve but the work environment needs to be
more professional, well disciplined & structured. In addition, eni does not really
focus on retaining its best employees.

Who are the two key Employees in your perception?

A positive attitude towards the subordinates

Prioritizing the work
Accountability
Empathy
Effective decision making

What would you change or improve?

I want to be an HR Manager

What about your Managers?

Positive work culture

Healthy work environment
Professionalism
Well-designed code of Ethics

Which boss (Role & designation) you want to be?

People get exhausted doing the same job over a period of time. If given a chance to
tackle new & challenging responsibilities in some other organization, I would
prefer giving it a try.

I would suggest HR to develop employees professionally, although trainings &

development programs are already being conducted but we need to do more &
ensure that these initiatives are actually making a difference.

What message you have to give to young Business Graduates?

Keep learning throughout your life. The learning phase doesnt end at colleges,
theres a lot to learn in your professional lives as well.
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COMMUNICATION STRATEGY
Internal communication promotes a common corporate culture, contributes to the widespread of
strategies and encourages the engagement of employees in achieving the companys objectives.
Eni strives to ensure that internal communication processes are clear, targeted and widespread. The
continuous improvement of internal communication processes is ensured trough contributions from
eni employees and feedback on the effectiveness of the communication itself.

RECRUITMENT STRATEGY
Screening CVs and telephone pre-interview
Initial screening is based on the CV each candidate sends to the Eni site and on the specific job
or training requirements:

education qualifications and marks

foreign language ability
specializations
professional experience
availability for national and international mobility

The telephone interview involves a presentation of the specific job opportunity and a more
detailed explanation of the information contained in the CV.
Once the candidate's availability and interest in the position has been established, they are
invited to take part in the aptitude evaluation phase

Aptitude Evaluation
The aptitude evaluation phase, both for school leavers and recent graduates, take place at an
assessment center. Candidates whit work experience instead, are individually interviewed
Assessment center: aim to identify each candidate's personal characteristics. To do this,
candidates take part in a number of situational tests and group and individual interviews, fill
in questionnaires and sit an English language test, which are supervised by a group of
evaluators. The tests themselves do not require any specialist knowledge since they are not
designed to evaluate technical knowledge.
Focused interview: For positions requiring specific professional skill and experience, an
individual interview is carried out involving information-motivational activities designed to
identify the professional characteristics required for the position.
During this interview the individual candidate's expectations, motivation and professional
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training and experience are assessed. Candidates are also required to take part in a situational
test and sit an English language test.

Technical interview
This is the final phase of the selection process. It consists of an interview based on the
individual candidate's specialist skills and is conducted by the head of the professional area
where the chosen candidate will eventually work.
During the interview the candidate's education and training experience will be examined in
detail, together with their technical knowledge, any professional experience they may have
and their ability to apply the knowledge they gained during their university studies to the
company environment.

Final choice and feedback

Once the selection process has been completed, those candidates who come closest to the characteristics
required will be chosen.
The recruiter will inform each individual candidate of the final result of the selection process, after
which the chosen candidate will be contacted by the Personnel office to formalize their appointment.

COMPENSATION & BENEFIT

Enis Compensation & Benefits system aims to contribute to the achievement of its mission, values
and strategies through:

the promotion of actions and behaviours in line with the culture of the company, in
accordance with the principles of plurality, equal opportunities, the enhancement of
knowledge and professionalism, equality and non-discrimination;
The recognition of assigned responsibilities, results achieved and the quality of
professional commitment, while taking account of the context and the remuneration market
of reference. Enis Compensation & Benefits policy is integrated at a worldwide level,
consistent with local market conditions for comparable roles, with the use of company
panels comparable with Eni, and specific remuneration benchmarking.

As part of the policy adopted, particular importance is given to the variable component, linked to
the results achieved, through incentive systems related to the achievement of business, operational
and individual objectives, all of which are defined in terms of sustainability of the results in the
long term.
In addition, with a view to promoting international mobility, a critical factor in supporting the
development of the Enis business, specific policies have been defined, in line with those of the
sector, to ensure the appropriate remuneration of the discomfort connected with foreign transfers
or postings based on the nature and conditions of the specific location.

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These policy criteria also apply to the population of young graduates for whom Compensation &
Benefits policies have been defined aimed specifically at supporting their motivation to the
achievement of results, recognizing professional growth and promoting retention.
Compensation and benefits packages are completed in line with the practices of the markets of
reference and in line with local regulations, in order to enhance the overall remuneration package,
with social security, insurance and welfare initiatives.

LEARNING & DEVELOPMENT STRATEGY

The ability of an Organization to meet the challenge of change is directly linked to the development
and improvement of the competence of its people. Company aims to elevate the skill level of all
its employees to help meet the demands of a growing and dynamic Company.
Training and Development activities of the Company are coordinated by the Human Resources &
Organization department in consultation with the concerned departmental managers.
Company aims to help individuals in both their professional and personal growth. Additionally,
education assistance is provided to employees to develop their abilities, improve their job
performance and their prospects of advancement within the Company. Company actively
encourages further education in those areas, where the expertise is known to be deficient.
Company's Training and Education Policy and Employee Development programs have been
designed to ensure that:

On the job performance improves through better trained employees

Employees are given the opportunity to fulfil their career potential
New skills learnt are applied and embedded immediately into the Company
Training Needs Identification and course designs are systematic and part of the overall
business plan
The development of individuals and their progress within the Company is monitored.

In addition to the technical and professional training, the company also has a comprehensive HSE
and ICT training plan, based on the HSE and ICT needs for the year. The annual HSE and ICT
training plan is approved by the MD.
This document defines the sequence of activities to be carried out and identifies the basic principles
on which to base the procedures to be prepared for:

Supporting the drafting of Company training plans that comprise all the resources to be
involved and the projects to be implemented year by year;
Guaranteeing the development of the human resources know-how/skills from the technical
and managerial point of view, in line with the Companys strategic and managerial
guidelines, ensuring that all training and education subsistence will be of direct and
definable benefits to the employee and the Company.
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The procedure shall apply to courses, workshops, seminars, and conferences, which require:

Company expenditure
Absence from normal duties
Continuous course attendance
Demonstrate results in terms of ability and experience.

Company may consider sponsoring staff for further education whereby it is the Companys opinion
that such education is required to develop the competence and abilities of staff and to enhance the
relevant professional skills available to the Company.
Sponsored education is defined as full or part time education courses leading to a recognized
technical, professional and general business certifications or qualifications. It can be classified as:

Evening Programs
Professional Certifications / Accreditations
Distance Education / Distance Study Programs

Training Demand Analysis

Towards the end of each year Eni Pakistan presents a report to the Head Office indicating macro
level training needs of the employees. This data is used to assess the business development plan
of the subsidiary for the coming year and the development of knowledge and skills of the
employees.
The training demand analysis is divided into two sections. The first section lists courses that are to
be carried out through Eni Corporate University in Milan. Eni Pakistan provides an estimate of the
number of employees to be trained at the courses offered at the Eni Corporate University. The
training demand analysis also includes a provision for arranging trainings with the help of Eni
Corporate University that are not mentioned in the training directory.
The second section is used for courses that are to be carried out without the support of Eni
Corporate University through external vendors. This data gives a whole sum view of all the
trainings to be conducted in a given year.

Identification and Analysis of Training Needs

A multi strategy approach is used for conducting the Training Needs Analysis. After conducting a
Macro-level training demand analysis, HRO conducts trainings based on the skill shortages that
are identified in the business development program.
The identification of training needs is done through a structured process, this involves the inputs
of the individuals, their supervisors and their managers to highlight the required skill based
training. These training needs shall then be matched to public courses or specially tailored courses
matching the requirement of Eni Pakistan

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HRO, in consultation with line management, analyzes and prioritizes the training requirements
with a focus on employees development plans and company objectives and also define the
resources involved in fulfilling the identified training needs.
The training activities are broadly divided into the following categories:
- Technical These trainings are mainly used to upgrade the operational skills of the employees
in the strategic core business areas.
- Managerial Trainings are used to strengthening the leadership potential of employees.
Drafting of the Yearly Training Plan
In the 3rd quarter of each year, the HRO department, in consultation with line management, shall
prepare a comprehensive yearly training plan, for the following year, which shall include:
o
o
o
o
o

Planned trainings,
General course schedules,
Course sites,
Resources involved (trainees, trainers, estimated costs),
Timing

A training calendar, listing in-house and public courses for all employees, shall also be compiled
based on the training needs identifications and shall be updated regularly to address the training
needs. Apart from this, efforts shall be made to keep employees informed about courses relevant
to their work throughout the year.
Departments are expected to follow these guidelines while preparing their plans:
o Training plans shall be submitted no later than the 31st of December of each year.
o First preference shall always be given to Eni Corporate University while drafting
the yearly training plan for finalizing possible training options.
o For Management and Team Leader positions preference shall be given to
participation in international conferences and seminars rather than trainings.

Training Budget
HRO shall examine the yearly training plans and budgets submitted by relevant HODs and
evaluate their congruity with the Human Resources policy and Company objectives for the
following year. A formal training plan for each department shall be then communicated to HRO
by the relevant HOD.

Communication of Yearly Training Plan

Once the training plan and budgets are approved by the MD, the HODs shall communicate to the
employees the planned training activities for them for the year.

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Training Effectiveness Assessment

Participants in various training activities are asked to assess the effectiveness of training activities;
assessment is managed by the HRO department. The feedback is collected from resources
participating in training and is used for the planning and implementation of any future training
activity from the view point of duration, strategic nature of content, ad hoc planning and the
number of resources involved, etc.

Forecasting, and Reporting on Training

The HRO department coordinates and prepares the training forecast and transmits the data to the
head-office which include final statements of activities carried out in the year and overall
consolidation of trainings conducted internally through the support of Eni Corporate University
and externally through other training providers.

EMPLOYEE ENGAGEMENT PLAN

Employee engagement is extremely important to organizational success. Specifically, Gallup has
consistently found close ties between engagement and outcomes such as turnover, profitability
and productivity. In fact, a 2015 Gallup article noted that as the percentage of their employees
who are engaged at work increases, companies find themselves better positioned to grow.
Although employee engagement is extremely low within most organizations, it is incredibly
important to an organizations success. So how can benefit integration increase employee
engagement? Well, benefit integration increases benefit awareness, benefit understanding, and
benefit connectivity; makes benefits more accessible; and reduces benefit confusion, which
together works to increase employees engagement with their benefit package. Employees, who
are engaged with their benefit package, feel more satisfied and supported by their benefits as well
as significantly more engaged with their job.
By integrating your benefit package, employees will be significantly more engaged with both their
benefits and their job. Furthermore, by increasing your employees engagement with their benefit
package, benefits will be used at a higher level, ensuring that your investment in your benefit
dollars is not wasted. Increasing your employees engagement impacts your company positively
on multiple levels, including profitability.
Strategy 1: Create a two-way dialogue on the most important issues on peoples minds, and
Strategy 2: Engage employees in solving problems, not just raising them.
To ensure that we remain the most sought after employer amongst a varied group of individuals,
we continued our focus on implementing a holistic strategy for employee engagement and
organizational development. Earlier we had identified the high impact areas and through the year
we demonstrated a group-wide emphasis on these key determinants which included areas such as
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performance management, career growth, work life balance and training & development. In
addition we recalibrated our engagement strategy through frequent focus groups that were
conducted during the year; consequently, exceeding our target set in 2013 and achieving a stellar
engagement index of 62% on a consolidated group-wide basis.

PERSONAL DEVELOPMENT PLAN

Eni is aware of the fact that its people are an important lever in the creation of long-term value and
a driving force for innovation in their own fields which, by their very nature, are characterized by
a great intensity of knowledge as well as of capital. The development of key professional skills
and expertise in the O&G professional career path that includes diversified experience in the most
relevant sectors and strategic areas.
For Eni, internal growth is an important lever in maintaining and developing intellectual capital.
This is why it promotes professional development among the various different business areas
through balancing and mobility initiatives, supported by training plans that allow for professional
requalification where necessary.
In 2014 the structure of the professional system was reviewed, in line with company processes and
regulations, in order to update the Professional Categories and related roles, identifying the socalled primary roles, crucial in the achievement of strategic goals, on which to focus professional
development activities.
In 2014 Eni invested overall 60.9 million euro in training its own employees, delivering 3.2 million
hours of training.
Training covers a range of areas including the technical aspects related to drilling, project
management and oil reservoir engineering, and also international negotiation, leadership, ethics,
compliance and operational safety.
The acquisition of new professional resources from the market is conducted through recruitment
procedures closely integrated with the academic world that envisage the conclusion of
collaborative agreements aimed at delivering the masters and specialization courses in order to
develop the core skills needed in the Oil & Gas industry. Eni has invested around 3.5 million euro
in these initiatives, which contribute to the development of a pool of potential candidates that can
be recruited into the company. At the same time, these university courses make a contribution to
the Italian training system.
The training initiatives in question are the following: II Level Master in Petroleum Engineering
and Operations, Master in Petroleum Engineering (in conjunction with the Politecnico diTorino);
II Level Master in Planning and Design of Oil & Gas Plants, II Level Master in Safety and
Environmental Management in the Oil & Gas Industry (in conjunction with the University of
Bologna); Master in Petroleum Geology (in conjunction with the University of Perugia); Master
in Energy Engineering Oil & Gas Track (in conjunction with the Politecnico di Milano); Master
in Applied Exploration Geophysics (in conjunction with the University of Pisa).
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Several doctoral research (PhD) grants are also made available for research on topics of interest to
the company, in collaboration with some of the main higher education institutions in Italy (e.g. the
Politecnico
di
Milano,
University
of
Bari,
University
of
Pavia,
etc.).
In 2014 these initiatives involved around 140 students and recipients of scholarships and will
continue in 2015.

PERFORMNCE MANAGEMENT SYSTEM

Employee Performance Management is a process for establishing a shared workforce
understanding about what is to be achieved at an organization level. It is about aligning the
organizational objectives with the employees' agreed measures, skills, competency requirements,
development plans and the delivery of results. The emphasis is on improvement, learning and
development in order to achieve the overall business strategy and to create a high performance
workforce.
Most organizations have some type of employee appraisal system, and many are experiencing the
shortcomings of manual staff evaluation systems. When discussing workforce performance the
most commonly asked question is "How does Performance Management differ from performance
appraisals or staff reviews"? Performance Management is used to ensure that employees' activities
and outcomes are congruent with the organizations objectives and entails specifying those
activities and outcomes that will result in the firm successfully implementing the strategy. An
effective Performance Management process establishes the groundwork for excellence by:

Linking individual employee objectives with the organizations mission and strategic
plans. The employee has a clear concept on how they contribute to the achievement the
overall business objective,
Focusing on setting clear performance objectives and expectations through the use of
results, actions and behaviors,
Defining clear development plans as part of the process, and
Conducting regular discussions throughout the performance cycle which include such
things as coaching, mentoring, feedback and assessment.

Performance appraisal properly describes a process of judging past performance and not measuring
that performance against clear and agreed objectives. Performance Management shifts the focus
away from just an annual event to an on-going process.
Performance appraisal is an essential tool for the strategic management of resources; indeed, it
serves as a vehicle for communicating the companys priorities and goals and as a guide for the
activities to be performed and the continuous improvement of results as well as managerial and
professional abilities. It is also one of the reference elements of the reward system.
Through this process, eni resources at different levels of professional and managerial
responsibility, constantly referring to their manager, have the opportunity to work in a context
where their work commitments are prioritized, both in terms of goals and behavior that are

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expected from them. At the same time they are able to contribute to the success of the company
and develop on a personal level based on specific goals.
PERFORMANCE MANAGEMENT SYSTEM FLOWCHART
The performance appraisal process involves the following phases:

The business areas, based on their plan/budget and on priorities/objectives set by eni annual
performance plan (ref. MSG planning and control), define and communicate to their own
organizational structures the guidelines which will ensure the most consistent identification of
individual priorities and objectives.
The assignment of the performance objectives is a cascade process. The objectives are balanced in
relation to the organizational position and contractual level and they involve targets with realistic
degrees of challenge.
The line manager, in conjunction with the relevant human resources function and with the relevant
planning and control function2, establishes and notifies the interested persons of the objectives
which have been identified, defined and weighted according to the company priorities for the
current assignment year, and in line with responsibilities, organizational position and/or profile of
the resource.

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The objectives assigned to the resources of the cross-business professional areas for the managerial
population are also agreed with the corporate manager of the relevant area.
During the year, the line manager constantly checks the progress made in terms of performance
compared to the assigned objectives and takes all the actions required to ensure that these are met.
At the end of the period, the line manager assisted by the relevant planning and control function3,
checks the overall results, in conjunction with the relevant human resources department. During
this final evaluation phase, those who directly report to the business areas and to the managers of
the corporate departments ensure that consistency is maintained regarding the performance
appraisal within their own units.
Following the evaluation phase, the line manager and the employee meet to discuss and identify
the main strong points and areas for improvement that have emerged during the year, and agree
upon a plan of action.
The summary of the feedback interview, appropriately formalized and shared with the relevant
parties, constitutes an integral part of the performance form.

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