HRM Project Report on:

Course Title : Introduction to HRM

Submitted to : Adnan Khan

Submitted by : Faisal Arshed (16-ARID-4399)

Muhammad Bilal (16-ARID-4411)

Syed Ahmar Gillani (16-ARID-4428)

Mohammad Abdullah (16-ARID-4408)

Muhammad Qasim (16-ARID-4415)

Class : BSCS 3rd Semester

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Table of Contents
What is HRM? ............................................................................................................................................... 3
Importance of HRM in 21st Century ............................................................................................................. 3
Organizational Pressures .......................................................................................................................... 3
Environmental Pressures .......................................................................................................................... 3
Strong HR Leadership ................................................................................................................................ 3
Acute Future Orientation .......................................................................................................................... 4
Flexibility & Creativity ............................................................................................................................... 4
Delivering Value ........................................................................................................................................ 4
Importance of Strategic HRM ...................................................................................................................... 4
HRM in a Changing Environment ................................................................................................................. 5
Jazz Overview ............................................................................................................................................... 7
Mission Statement .................................................................................................................................... 7
Job Analysis .................................................................................................................................................. 8
Recruitment & Selection .............................................................................................................................. 8
Training & Development ............................................................................................................................ 10
Performance Management ........................................................................................................................ 10
Compensation Management ..................................................................................................................... 10
Lower Management ................................................................................................................................ 10
Middle Management .............................................................................................................................. 11
Upper Management I .............................................................................................................................. 11
Upper Management II ............................................................................................................................. 11
Labor Relations ........................................................................................................................................... 12
Communication .......................................................................................................................................... 12
Health & Safety Conditions ........................................................................................................................ 12
Conclusion .................................................................................................................................................. 13
Suggestions ............................................................................................................................................. 13
References .................................................................................................................................................. 13

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Human resource management (HRM or HR) is the management of human resources. Commonly
referred to as the HR Department, it is designed to maximize employee performance in service of an
employer's strategic objectives. HR is primarily concerned with the management of people within
organizations, focusing on policies and on systems. departments are responsible for overseeing
employee-benefits design, employee recruitment, training and development, performance appraisal,
and rewarding (e.g., managing pay and benefit systems). HR also concerns itself with organizational
change and industrial relations, that is, the balancing of organizational practices with requirements
arising from collective bargaining and from governmental laws.

HR is a product of the human relations movement of the early 20th century, when researchers began
documenting ways of creating business value through the strategic management of the workforce. It
was initially dominated by transactional work, such as payroll and benefits administration, but due to
globalization, company consolidation, technological advances, and further research, HR as of 2018
focuses on strategic initiatives like mergers and acquisitions, talent management, succession planning,
industrial and labor relations, and diversity and inclusion.

In the 21st century, challenges for any business setup have gone hyperactive creating demanding
situations, which is hard to manage efficiently. Now, organizations are facing an unbelievable
“organizational” and “environmental” pressures with evolving HR trends. To give you a brief of what
exactly organizational and environmental influences are, the list would help:

• Huge changes in workforce

• Massive variations in employee priorities
• Multiple corporate associations
• New ways of assigning work
• Employee capabilities

• Expanding globalization
• Frequent technological changes
• Fierce competition

Making the shift to a new HR role will raise unique issues for every HR group that attempts it, but
there are some common steps and activities that will increase the likelihood of success. Some of these
steps and activities are:

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As with any major change effort, a strong leader can develop a clear vision, motivate others to share
that vision, and help them work toward achieving it. In order to change the role of HR in an
organization, the HR leader will need to work both within the HR group and with the organizational
leaders to reshape everyone's expectations of what HR can and will deliver. The success of the change
will depend upon HR's ability to meet the real needs of the organization and the credibility it
develops.

One of the ways that HR can provide value is to understand how changing environmental,
organizational, and workforce factors will likely influence the business, anticipate the associated HR
needs, and be prepared to deliver appropriate solutions to meet those needs. By maintaining a focus
on workplace trends, for instance, HR can prepare to evaluate the impact that particular changes are
likely to have on an organization's people and processes, and be prepared to work with the business
leaders to decide how to respond-being ahead of the curve, not behind it. For example, one
movement that is likely to have significant impact on the way people are hired, managed, and valued
is that of intellectual capital. A "new role" HR department is one that has learned about intellectual
capital and its implications, evaluated the impact on current practice, and developed ideas and
recommendations for changing HR practice and other business processes.

An HR group that is successful in the future will likely be one that is responsive to the changing needs
of its client organization. Responsiveness in the changing world of work will require being flexible-as
the organizations change, so will their needs and priorities. In addition, traditional activities and
processes may not be sufficient to meet the unique needs of the future-HR leaders will likely rely on
creativity of their groups to achieve effective results. Increasing globalization of the market will create
a need for both flexibility and creativity as businesses try to succeed in new locations, with a new
workforce, and with new customers.

Although this is not a new challenge for HR, it remains a critical one. HR is still perceived by many
within today's organizations as simply a non-revenue generating function. It is important to make
apparent the value provided by working with the management team to hire the right people, manage
them well, pay them appropriately, and build a working environment that encourages success. Beatty
and Schneier (1997) extended the concept of delivering value within the organization by arguing that
HR must deliver economic value to the customers, as well as to employees.

When a human resource department strategically develops its plans for recruitment, training, and
compensation based on the goals of the organization, it is ensuring a greater chance of
organizational success.

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Let's think about this approach in relation to a basketball team, where Player A is the strategic HR
department, and Players B through E are the other departments within the organization. The whole
team wants to win the ball game, and they all may be phenomenal players on their own, but one
great player doesn't always win the game. If you've watched a lot of sports, you understand that five
great players won't win the game if each one of those five great players is focused on being the MVP.

That's not how a basketball team wins, and it's not how an organization wins either. A team wins
when its members support each other and work together for a common goal. Player A, our strategic
HR department, must work with players B, C, D and E, our different organizational departments. They
must run plays that they have planned out beforehand, assist when necessary to help another player
get the basket, and compensate for the weaknesses of one in order to create a stronger team as a
whole. When a team works together to reach that common goal, only then can they be truly
successful.

You could also look at strategic HRM as the team captain or coach, as his or her responsibilities are a
little bit different from those of the other players. Human resources departments are charged with
analyzing the changes that need to occur with each 'player' or department and assisting them in
strengthening any weaknesses.

Changes are inevitable everywhere i.e. in our personal life, social life, work life, in nature, in society, in
universe etc. We cannot avoid changes but we can adjust and adapt to such changes for betterment.
HRM has to play a crucial role in today’s business scenario. Today’s age is age of globalization which
is characterized by intense competition, technological innovations, consumer satisfaction, competitive
advantage etc. It is the human resource that provides impetus to business organization to deal with
such complex situations in the business world. Human Resource Management (HRM) is concerned
with the human beings in an organization. Unlike in the past, the term HRM which is quite new in its
inception reflects a new philosophy, a new outlook, approach as well as strategy as it considers an
organization’s manpower as its valuable assets just like other tangible assets such as land, building,
machinery etc. Today people in the organization are not treated as liabilities or mere hands.

In the subject Human Resource Management, the term ‘Resources’ denotes the means which can be
drawn on Human Resources are human wealth. To be more precise, the recent terminology is Human
Capital as valuable as money (capital) another input of a business organization. Human Resources is
the sum total of inherent abilities, acquired knowledge and skills represented by the talents and
aptitudes of the employed persons in an organization. In earlier days, the role of HRM was restricted
only to limited activities as this department used to hire and fire the employees. The role was more of
record keeping type. In fact, HR department was called as “Health and Happiness Department” in
earlier days since it used to arrange for employee picnics and farewell parties after their retirement.
Evolution of HRM is directly related to evolution of business or industry itself.

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According to changing role of HRM, the terminology of the subject has also undergone changes. In
the past it was known as employment management. Then it became personnel management i.e.
during 1930s. Whereas the same subject was known as manpower management during 1960s. And in
now-a-days term, Human Resource Management became popular. The latest one in the field is
human capital management. The change in attitude of management towards labor is mostly
responsible for the changing role of HRM. Today’s labor is no more treated as commodity but as a
valuable asset. Because of this change in attitude, various concepts emerged in due course of time
such as workers’ participation in management, collective bargaining, total quality management,
employee empowerment, QWL, outsourcing, flexi time etc.

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 dunya ko bataa do

Jazz is the largest mobile network in Pakistan formed by the merger of Mobilink and Warid. It was
formerly known as Mobilink, a subsidiary of Orascom Telecom which started its operations in 1994.
However, in November 2015, it announced a merger with WaridTel Pakistan, both companies re-
launched under the 'Jazz' brand name. Both merged companies now collectively serve 53 million
subscribers in Pakistan with 37.5% of the total market share. Jazz provides a range of services for
prepaid and postpaid customers to individual and corporate clients. Its Headquarters are located on
Kohistan Road, F-8 Markaz, Islamabad and the current CEO is Aamir Ibrahim.

Jazz has over 8500 active cell sites in the country, with over 6500 kilometers of Fiber Optic cable laid.
Huawei, Nokia-Siemens, Alcatel and ZTE are the primary vendors for networking equipment at Jazz,
including Radio Base Stations, Microwave equipment and network switches. Over 20 cities are also
covered under Jazz's recently launched LTE service as well. Jazz uses Ericsson for its intelligent
networks and Acision for its SMSC. Jazz has invested over $3.9 billion in their network.

Jazz is part of the Veon Group, an international communications and technology company driven by
a vision to unlock new opportunities for customers as they navigate the digital world. Present in some
of the world’s most dynamic markets, Veon provides more than 200 million customers with voice,
fixed broadband, data and digital services. Veon’s heritage as a pioneer in technology is the driving
force behind a major transformation focused on bringing the digital world to each and every
customer.

Veon is headquartered in Amsterdam, the Netherlands, and is traded on the NASDAQ Global Select
Market under the symbol “VIP”.

Jazz is Pakistan’s leading telecom service provider, spearheading service excellence and product
innovation in the country. With a subscriber base above 50 million and a legacy of more than 20

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years, Jazz maintains market leadership through cutting-edge, integrated technology, the strongest
brands and the largest portfolio of value added services in the industry.

Housing a nation-wide network of contact centers and an unparalleled fibre optic backbone of more
than 10,000 kilometers, Jazz has already invested billions of dollars in the country to date. It also
provides uninterrupted countrywide connectivity, unmatched customer services and international
roaming in over 150 countries.

As a responsible entity, the company passionately supports education, health and environmental
initiatives and promotes sustainable business practices. Jazz offers exclusive & personalized tariff plans
that empower customers and cater to the communication needs of a diverse group of people, from
individuals to businessmen to corporate and multinationals.

Through its innovative services and products, Jazz is set to bring about a digital revolution that will
enable and transform societies towards a more progressive Pakistan.

Jazz requires employees with various skills to meet its needs in an ever-growing industry. Various jobs
at Jazz require different sets of skills and abilities. These skills usually include high competency,
sportsmanship and problem solving. The jobs are well compensated and include a variety of benefits.
Jazz usually hires employees for these sectors:

• Business Services Division

• Commercial
• Regulatory & Corporate Affairs
• Technology
• Finance
• Human Resources & Admin
• Internal Audit
• Office of Strategy Management
• Legal Affairs

Jazz recruits new employees mostly through their web portal. Moreover, recruitment agents from Jazz
personally visit university campuses across the cities including LUMS, IBA, IMS, FAST, SEECS, GIKI, ISE
etc. They conduct one to one interviews right at the university campus. Jazz also offers internship
programs for university students and graduates alike.

Other sources of recruitment include:

• Internal Advertisement.
• Databank.
• Advertising.

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 • Head hunters/executive search organizations.
• Walk in candidates.

Recruitment & selection process at Jazz web portal consists of six steps:

In this step, jobs are advertised on Jazz’s website.

Candidates interested in the job apply by making their online profiles.

Candidates are shortlisted based on their fit.

Shortlisted candidates are tested on their knowledge.

Upon Passing the test, functional interview

is conducted.

Top candidates are assessed in behavioral competency interview.

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Being the biggest telecom service provider in Pakistan, Jazz is very concerned about the
competitiveness of its employees. That’s why the tech giant pays special attention to the training and
development of its employees. Jazz holds training workshops for its employees every year.

Jazz also collaborates with Coursera, the global leader in online education and learning offer high
quality leadership development courses to its employees digitally. Through this initiative, Jazz
reinforces its commitment towards building stronger leaders across the organization by enhancing
their skills through world class content designed by world’s top universities.

Moreover, all new Jazz employees are required to attend a formal orientation program within 30 days
of employment, which includes:

1. Nature of business
2. History-philosophy and structure of company
3. Structure chain command within the company
4. Company benefit plans
5. Layout and facilities offered by the company.

Few of the organizations in Pakistan use 360° feedback method for evaluating the performance of the
employees. Fortunately, Jazz is one of those. This method is to create the fairness in evaluating the
department and to build the environment of trust in the organization.

A 360° performance appraisal is conducted on an annual basis in Jazz. The immediate supervisor
prepares an annual report and increments, promotion and bonuses are awarded on the basis of the
performance of the employees. Other than 360° feedback, Jazz also uses these performance
assessment techniques:

1. Multiperson Comparison.
2. Behavioral Anchored Rating Scales (BARS).
3. Written Essays.
4. Graphic Rating Scale.
5. Critical Incidents.

Jazz, like other organizations has three levels of management. Their pay & packages are as under.

1. Basic Pay (unknown/confidential).

2. Utilities (food, cell phone connection and monthly allowance).
3. Transport facilities (only for females).

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4. Annual Increment.
5. Subsidized rate (discount at company products).

1. Basic Pay (unknown/confidential).

2. House rent.
3. Utilities (food, cell phone connection and monthly allowance).
4. Transport facilities.
5. Annual Increment.
6. Medical allowance.
7. Subsidized rate (discount at company products).
8. Cell phone (Blackberry).
9. Training & Development.
10. Promotions.

1. Basic Pay.
2. Annual Increment.
3. Annual Bonus.
4. Medical allowance.
5. Car (limited fuel & maintenance).
6. Utilities (food, cell phone connection and monthly allowance).
7. Cell Phone (Black berry).
8. Laptop.
9. Training & Development.
10. Life insurance.
11. Promotions.
12. Subsidized rate (discount at company products).

1. Basic Pay.
2. Annual Increment.
3. Annual Bonus.
4. Car (unlimited fuel & maintenance).
5. House.
6. Cell phone (Blackberry +postpaid connection).
7. Laptop.
8. Training & Development.
9. Promotion.
10. Medical Allowance.

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 11. Life Insurance.
12. International Trips.
13. Social Clubs Memberships.

The annual increment is subjected to the annual performance appraisal results. Therefore, this
increment varies from individual to individual working on same position in same department or other.

It is the company policy to ensure that the required standards of performance and conduct are
maintained. The disciplinary procedure is intended only as a statement of Company policy and
management guidelines. It does not form part of the contract of employment or otherwise have
contractual effect.

In case of insubordination or breach of discipline, Jazz holds the right to take the following measures,
which will remain upon the employee's personal file indefinitely, but will normally be disregarded for
disciplinary purposes after the following periods:

• Stage 1 - Verbal warning: 03 months.

• Stage 2 - Written warning: 06 months.
• Stage 3 - Final written warning: 12 months.
• Stage 4 – Dismissal.

Jazz is highly aware of how to motivate its employees in the best way. This can be judged by the
enthusiasm and good spirit that its employees show in performing their jobs. There is a well-devised
system that Jazz follows for the purpose of motivation of its labor. It includes both financial and non-
financial rewards.

Jazz has about 4500 permanent employees. Moreover, 500 internees and probationers also work at
Jazz. Among them, approximately 5% are managers and 40% are operatives. Rest are either
contractual or are not directly involved in core business. Jazz has very strong communication with its
employees. Besides, Jazz’s pyramidal organization structure helps to keep employees in check and
allows better communication between the employees and management.

There is no need for such measures at Jazz as most of the jobs do not expose employees to health
hazards and are not such that require safety measures. However, Jazz does provide security to its
employees and outsiders are required to fulfill various safety measures before entering the premises
of a Jazz building.

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To conclude, Jazz has a strong HR system. That’s the reason it is hard to find discrepancies in what
management says, what policies state and what employees say. There are some minor disaccords
which can be adjusted with little effort.

To establish core competence and to bring competitiveness, Jazz should implement numerous
effective plans to improve the performance of its various departments. Supervisors must manage
employee performance well in order for Jazz to accomplish its mission and achieve its goals.

1. "Benefits of Human Capital Management". Emptrust. Retrieved 8 August 2017.

2. Johnason, P. (2009). HRM in changing organizational contexts. In D. G. Collings & G.
Wood (Eds.), Human resource management: A critical approach (pp. 19-37). London:
Routledge.
3. Collings, D. G., & Wood, G. (2009). Human resource management: A critical approach.
In D. G. Colligs & G. Wood (Eds.), Human resource management: A critical approach
(pp. 1-16). London: Routledge.
4. Paauwe, J., & Boon, C. (2009). Strategic HRM: A critical review. In D. G. Collings, G. Wood
(Eds.) & M.A. reid, Human resource management: A critical approach (pp. 38-54).
London: Routledge.
5. Klerck, G. (2009). "Industrial relations and human resource management". In D. G. Collings
& G. Wood (Eds.), Human resource management: A critical approach (pp. 238-259).
London: Routledge.
6. Beatty, R. W., & Schneier, C. E. (1997). New human resource roles to impact
organizational performance: From "partners" to "players." In D. Ulrich, M. R. Losey, and G.
Lake (Eds.), Tomorrow's HR management: 48 thought leaders call for change. Boston:
Harvard Business School Press.
7. Johnson, H. E. (1997). "Don't send me one of those typical human resource people": A
true life adventure story. In D. Ulrich, M. R. Losey, and G. Lake (eds.), Tomorrow's HR
management: 48 thought leaders call for change. Boston: Harvard Business School Press.
8. Ulrich, D. (1997). Human resource champions: the next agenda for adding value and
delivering results. Boston: Harvard Business School Press.
9. Junaidi, Ikram (2017). "Mobilink, Warid become Jazz after merger". Dawn.com.
10. Ali, Samana (January 9, 2017). "Don't call me Mobilink, I am Jazz now".
11. "Our Business Network Advantage - Jazz"
12. http://jobs.jazz.com.pk/content.php?ulid=1601-recruitment-process – Jazz Recruitment
Process
13. https://propakistani.pk/2017/07/21/jazz-partners-coursera-transformational-leadership-
training-courses/
14. Hamza Amjad - Associate Staffing & Compensation at Jazz HQ

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