Final Khursheed Report

CHAPTER 1

INTRODUCTION

1.1 Background of the study

Human Resource Development is the main stream through a country; a nation

can change its future. Hence it is realized finally that a country can, and a mostly an

under develop country can alleviate its poverty through the process to develop its

human resource. Now in Pakistan, as it is also a developing country taking more

interest in developing its human resource.

So in 1989, Security Exchange Corporation of Pakistan (SECP) created SRSP

licensed under section 42 of company’s ordinance 1984. Earlier it was named as

Sarhad Rural Support Corporation (SRSC) due to its some affiliation with the

provincial government.

The Human resources of an organization are their most important asset .The

successes and failures of an organization are largely determined by the caliber and

efforts of its work force. That’s why the HRM section of the SRSP was established in

the early 1996.

As the world is demanding to alleviate poverty in order to stop the social evils.

So for that development of the Human resource is very vital. HRM section focuses on

the development of both the employees and the community. The new challenges in

the world “Survival for the fittest” means that if one has some skill or knowledge so

that can only be develops. The world is now funding under develop countries like

Pakistan to upgrade their Human Recourse and develop them.

1.2 Purpose of the Study

1. This report is prepared for the fulfillment of the degree requirement for the

Bachelor of Business Administration at Institute of Business and Management

Science Studies Agriculture University, Peshawar.

2. The study involves the activities regarding the HRM section of the SRSP

where I carried out my internship and the whole organization of the SRSP in

general point of view.

3. At the end of the report there are some recommendation given for the

improvement of the section especially and for the Organization as well.

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1.3 Focus of the Study

The study is focus on the activities of the HRM section at the Swat region of

the SRSP, and is based on the 8-weeks internship performed by the internee in

section.

Merits of the Study

The study done will benefit students in general and Human Recourse

Development students in particular. Further the management of the section of SRSP

can also use the information, which will guide them in their course of duty and

supervision.

1.4 Methodology of the Study

The data used in this report is develops from two types of sources i.e. primary

and secondary data.

Primary Data

Personal observation of the activities performed in the HRM section of the

organization and meeting with the head of the HRM section and the other staff of the

HRM, during the entire internship period were the sources of the primary data used in

this study.

Secondary Data

HRM journals, Annual reports, Quarter reports, documents regarding the

sections, brochures, books on HRM and the Internet are the main sources of the

secondary data used in this report.

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CHAPTER 2

INTRODUCTION OF THE SRSP (SARHAD RURAL

SUPPORT PROGRAMME)

2.1 Introduction to the SRSP

Sarhad Rural Support Program SRSP is a non profit/non government

organization working in North West Frontier Province of Pakistan. It was established

in 1989 as the first replication of "livelihood centered" Rural Support Programme

(RSP) approach to rural development which had been successfully demonstrated in

the northern mountain regions of Pakistan. At the heart of RSP approach is the idea

that communities have an ability for self help which has enabled them to survive in

harsh environments. A catalyst organization is needed to provide them with technical

and material support and social guidance to bring out the latent abilities in the

communities. The USAID provided SRSP initial seed money and its board of

directors included eminent people from the civil society and civil services. Shoaib

Sultan Khan the founder of the RSP movement was inspirational in establishing it.

The withdrawal by USAID because of Pressler amendment created numerous teething

problems for the organization. But support from Novib and Government of Khyber

Pakhtoonkhwa’s decision to assist it by making it a partner in the two

2.2 SRSP Objectives

Building social capital by mobilizing communities for poverty reduction,

livelihoods and sustainable development

Enhancing individual capacities for leadership; and organisational capacity for

internal and external management

Building resource base of the poor and remove infrastructure constraints

utilizing potential existing in communities

Expanding the frontiers of finance by providing access to credit to the poorer

segments of the population 

Enabling communities to link up with providers of social services

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2.3 AGA Khan Rural Support Programme

AKRSP (AGA Khan Rural Support Programme)

AKRSP works in the Northern Areas of Pakistan including the hilly

areas of Swat, Baltistan, and Gilgit to alleviate poverty and to increase

development in education, health, rural development etc. It starts

working in December 1982. The major working area of this

organization includes; social organization, women’s development

(They are looking forward to create Gender balance), human resource

development, and enterprise promotion and credit saving services.

Their main donors are European commission, the government of UK,

Canada, Germany, World Bank and Aga khan foundation.

“The AKRSP verified that incomes had doubled in the first ten years of the

programme”

Vision.

The society where poverty is eradiated through promotion of sustainable

livelihood.

SRSP Mission:

The rural poor face many problems that can not be solved by individuals, but

require joint efforts for their resolution. Many of these problems relate to physical

infrastructure e,g water supply schemes, link roads, water course lining etc. The

provision of needed infrastructure often acts as a means of solving a significant

portion of community problems, provided the community identifies it as a problem

and participate in its execution. Infrastructure not only fulfills the basic need of the

community but also acts as a catalyst for institutional development at the grass roots.

It does this enhancing the managerial skills of the community and by mobilizing

community resources for collective action.

SRSP has always supported the implementation of small physical

infrastructure schemes. As part of its strategy for sustainability, SRSP mobilizes

communities to maximize their contribution to the costs of the CPIs. SRSP has been

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contributing to the cost of CPI schemes to demonstrate the capacity of COs in

implementing CPI schemes through community participation. SRSP assists

communities to undertake CPI schemes by developing linkages with government,

donors and private organizations.

The Organization

Sarhad Rural Support Programme was established in 1989 as private

(guarantee) Limited Company under Article 42, of the Company’s Ordinance 1984. It

has six Programme Regions located in South and North of Khyber Pakhtunkhwa.

There are in six regions

1. SWAT

2. Kohat

3. Mansehra

4. Abbottabad

5. Peshawar

6. Charsada

2.4.3 Board of Directors (BODs)

Company has a Board of Directors, which has enriched experience in and an

un-relinquishing commitment to people centered development. The experiences are as

entrepreneurs, past experience with the highest echelons of the government,

environmentalists, sociologists and technocrats. The Board sets the policy, monitors

its implementation and provides timely feedback on programme implementation.

2.4.4 MANAGEMENT

The next tier is the management, which is at the Head Office as well as

heading the regional teams. The regions are completely decentralized in terms of

operation, staff matters. The budget is allocated to the regional programme managers

(RPMs), which they manage for effective implementation of the programme. The core

management at the Swat region, provides backstopping support to the regions,

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streamline systems of finance, HRM, PMER, engineering, social sector and gender,

monitor programme progress and give feedback to the BODs. It has a total of 398

staff members, out of which 63 are women. From the total, 237 are professionals and

out of these 61 are professional women.

2.5.1 SOCIAL MOBILISATION

The process of organizing people.

Putting people o the track of development after social organization.

Process of bringing attitudinal change for social organization on continuous

process.

Motivating people for accepting social organization process.

Activating people for taking steps in a certain direction.

Continuous development process to achieve certain goal.

Create public opinion on a specific point.

Identification of problems and systematically plan for them;.

Facilitating people for sustainable development through collective efforts.

“Social mobilisation is based on the assumption that poor people especially the

poor,landless and the asset less are willing to do many things themselves to help

improve their situation and the community as a whole is interested in helping the

poor to attain their potential”.

2.5.3 Productive Investment’s (PIs)

Allocate separate PIs to women Organisations.

In case of commonly identified PI for a village by Male/Women Community

Organisations (M/WCO) the field staff to ensure meaningful participation of

women in decision making for PI need identification.

Initiate proper gender screening of PI proposals to ensure equity of impact.

Explore new nature of PIs to adequately address women’s needs and make

investments in social sector where community maintains the facility.

Impart proper operation and maintenance training to all PI management

committee members including women before PI initiation.

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Credit and Enterprise Development (CED)

To provide loans to very poor people for self –employment enterprise projects

that generate incomes, allowing themselves to care for themselves and their families.

The definition is different for every country means it varies from country to country.

Some suggest loans are micro, for income generation and enterprise development.

Small loans, which enables common men to invest in his/her enterprise and

regenerate or maximize his or her living. So SRSP provide that loans and guide the

entrepreneur, that in which best way he /or she will ables to get a best possible

achievable returns.

Training in skills improvement

Training for best production

Facilitating in Product Modification and new creation

Market linkages

Publicity of products at national and international level

2.5.5 Human Resource Management ( HRM)

Generally the basic aim of SRSP is to develop the human resource at gross

root level. The organization target that community which needs training to enhance

their skill. It is upgrading of human skills of the poor such as

Managerial skills

Productive skills

Cooperative skills

To enable them to make best use of available resources for the reduction of

poverty from the society. The development of human resource tries to bring the social

guidance which will organize themselves into communities for pooling of resources,

achieving economies of scale.

Further it covers also its staff members to develop and increase their level of

learning which will help them to communicate and work smoothly.

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2.6 Regional Office, SRSP

The six regional offices based in Swat is fully decentralized in their operation.

They work directly with the community organizations. Swat regional office has its

own Regional Programme Manager (RPM) who supervises and monitors the activity

of his/her region. The details of these regional offices are given below.

2.6.1 Regional Programme Office Swat

Swat the northern most district of Khyber Pakhtunkhwak, lies at a distance of

180 km from Peshawar. The total area of Swat is 14,850 Sq Km. with a total rural

population 288,000. SRSP started its activities in this district since January 2002.

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CHAPTER 3

ORGANIZATION SERVICES

3.1 Credit and Enterprise Development section (CED)

SRSP drew up a credit policy, which was implemented in January 1995.

According to the policy the CO/WO is the most equitable and sustainable receiving

mechanism through which credit can be channeled to the most disadvantaged,

particularly women. The credit and enterprise development section realize that credit

is becoming more and more significant in supplementing farm incomes, as there is a

drastic increase in population and subsequent land fragmentation.

3.1.2 Strategy

The community and women organization can avail of credit for livestock,

micro-enterprise and agriculture. Regular and compulsory savings are necessary as

this capital is used by communities for non-lending purposes. It was essential to first

create a capital pool for lending purposes. SRSP, however has a pool of capital (donor

funds) which it lends out as part of regular credit to villagers. For this purpose it is

necessary that the credit is easily available to the rural poor and the most important is

to identify an activist within each CO/WOs who will take the responsibility for the

repayment of loans. The operational strategy for this purpose is to identify a

democratic person with the help of SOs (Social Organizers) CO/WOs (Community

Organisations/Women Organisations). After this the credit need will be identified and

activist will submit a credit demand to SO, after this the loan will be sanctioned by the

SRSP. The village activist will be held responsible for the disbursement and recovery

of the loans. The SOs can do monitoring of loans periodically.

3.1.3 Credit Windows

The loans are given to the community and women organization on three credit

windows, which are based on the tenure and purpose of the loan.

1. Short-term

Loan tenure: 4 to 9 months

Loan purpose: agricultural inputs, shop keeping and trading.

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2. Medium-term

Loan tenure: 9 to 18 months

Loan purpose: micro enterprise, annual crops and livestock.

3. Long-term

Loan tenure: 18 to 24 months

Loan purpose: land development, micro enterprise and livestock.

To reach out its target population, SRSP has made a special provision of credit

line for all community members. SRSP made a special provision of credit facilities to

the most vulnerable groups, among these the women; homeless peasants and tenants

fall in the first group and landless herders and small peasant farmers in the second

group. Collateral free loans up to 25000 with 20 % services charges per annum are

offered to individuals for the fist group. For the second group there is no relaxation of

collateral and the desired loan/ equity ratio is 90:10. For this group the loan limit will

apply according to the existing credit policy. 2 % of the recovered services charges of

all loans are paid to the community activist for their services in loan processing and

recoveries. A services charge of all loans is reimbursed to the community activist for

their role in loan disbursement and recoveries.

3.2 Natural Resource Management Section

The Natural Resource Management (NRM) section of SRSP seeks to assist

farmers to maximize the productive capacity of their land and other natural resources

through improving local management systems and introducing new and improved

technologies in forestry, agriculture and livestock.

3.2.2 Strategy

NRM adopts a three pronged strategy to carry out its mandate within the

programme area: First Research Demonstration and Adoption (RD&A), Second

Human Resource Development and third Institutional linkages. RD & A is one of the

most important means of introducing SRSP to the C/WO.

3.2.3 Training of Village Extension Workers (VEWs)

The development of village specialist is the starting point of SRSP

intervention in any village after which NRM inputs are provided. The VEWs not only

play a vital role in the transfer of technology to other farmers but also are instrumental

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in establishing linkages with government line departments for procuring agricultural

and other inputs, which they sell at a profit to their communities.

3.3 Planning Monitoring, Evaluation and Research (PMER) Section

3.3.1 Role of PMER:

Any process must start initially with planning. The implementation process

must be monitored and for value addition into future learning, research and evaluation

must be carried out as well. Planning helps to focus on the direction and goal to be

achieved. Monitoring realigns the direction and focus during implementation and

allows necessary course correction. Evaluation ensures that future planning is of

improved quality and mistakes made during implementation are removed at that stage.

Research helps in introducing new and positive dimensions to the type of programme

being carried out.

3.3.3 Planning Support

PMER will facilitate the short term and long term strategic planning process

by introducing various modules e.g. the logical framework analysis and ZAP. The use

of these modules will assist sections in systematic and holistic planning of activities

and projects, setting realistic targets and gaining a picture of the wider objectives and

impact of the programme.

Strategy Planning

Due to the ever changing socioeconomic environment and the needs of the

people is also changing so SRSP will respond positively by revising its strategy after

every four to five years to appropriately address the practical need of the people and

this is done by a series of interactive dialogues with the concerned section, staff and

the communities.

Annual Planning

The annual planning will base on past performance s, the meeting of targets,

continuous assessment and appropriate adjustment of programs and activities, and

agreements reached with the government and with the donors.

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3.3.4 Monitoring:

For regular monitoring information is necessary for the improvements in

programme. Regular monitoring of activities at the field level as well as through

evaluation studies is carried out. In 1994, the PMER(Planning Monitoring, Evaluation

and Research) had design a monitoring system from the field to the Head Office level

for the purpose of regular monitoring.

Evaluation Case studies are most useful in assessing programme impact. These cover

technical as well as institutional aspects of the programme. PMER has put greater

emphasis on conducting evaluation of Programme activities in the field. For this

purpose they pursued two strategies: First training field staff for writing their own

case studies because they actually involved in implementing programme components.

Second more in-depth and less frequent, analytical case studies assessing the longer-

term impacts and progression towards sustainable development.

3.4.1 Health, Nutrition and Family Planning (HNFP)

The objective of this programme is to improve the basic health of rural

communities. The main objectives of this section are to upgrade the knowledge and

skill through community health awareness and reduce morbidity and mortality in

disadvantaged rural women and children. By awareness mean educating women about

basic health and hygiene practices. The second objective is to train the male and

female health workers in the project areas. In the workshop conducting in 2002 it is

felt that the training of female health workers is short and limited, which does not

allow them to respond to primary health care PHC (Primary Health Care) problems.

So proper and complete training must be given to female and male health workers.

The third objective is to establish and effective liaison with the government and non-

government health, education, family planning and water and sanitation services

providing agencies. In the family planning sectors, the SRSP links up WOs to the

government PWD (Population Welfare Department) by undertaking joint visits to

WOs with PWD staff. Many women are referred to family planning services through

the CHWs as (Community Health Workers) were as through SRSP health staff.

3.4.2 Education Programme

The adult literacy rate in the province stands at 37.3% with girls literacy as

low as 21.1%. Pakistan as a whole is lagging behind in all areas of social

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development. Therefore serious and effective activities in the Social Sector especially

education needs some serious thinking and working. SRSP education programme is

broadly based on service delivery. Primarily, SRSP has demonstrated a model based

on the concept of Community Based School (CBS) for adoption to the provincial

government education department. SRSP believes that education is a fundamental

right of girls and there is a genuine need to educate the communities on child rights

with special focus on the importance and value of girls’ education.

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CHAPTER – 4

STRUCTURE AND REVIEW

“An organization is a consciously coordinated social unit, composed of two or

more people that functions on a relatively continuous basis to achieve a common goal

or set of goals.”

Sarhad Rural Support Programme is an NGO (Non Governmental

Organization) was established in 1989 as private (guarantee) Limited Company under

Article 42, of the Company’s Ordinance 1984. It has Six Programme Regions located

in South and North of Khyber Pakhtunkhwa. These six regions are Charsadda, Kohat,

Mansehra, Abbottabad, Peshawar and Swat. The Head office of the SRSP is in

Peshawar.

4.1 SRSP Head Office Peshawar

As the regarding to the Head Office of SRSP, it is located in Peshawar.

Actually it is not working like Head Office. Usually the sub offices or the branch

offices are answerable to the center office. It has a Board of Directors, which has

experience committed people. The experiences are as farmers, entrepreneurs, past

experience with the highest echelons of the government, environmentalists,

sociologists and technocrats. The Board sets the policy, monitors its implementation

and provides timely feedback on programme implementation. The next tier is the

management, which is at the Head Office as well as heading the regional teams. The

regions are completely decentralized in terms of operation, staff matters. The budget

is allocated to the regional programme managers (RPMs), which they manage for

effective implementation of the programme. The core management at the Head

Office, provides backstopping support to the regions, streamline systems of finance,

HRM, PMER, engineering, social sector and gender, monitor programme progress

and give feedback to the BODs. It has a total of 398 staff members, out of which 63

are women. From the total, 237 are professionals and out of these 61 are professional

women.

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4.2 Organizational Chart

The organizational chart of SRSP is given on the next page, which shows

different layers of management of the organization.

HRM Section Organ gram

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BOD

CEO

PM HRM

MANAGER HRM

HRM OFFICER MALE/FEMALE

ASSISTANT HRM

4.2.1 BOARD OF DIRECTORS (BOD)

The boards of directors are the supreme authority of the Sarhad Rural Support

Programme (SRSP). In the actual meaning they are the body that run the organization.

The BOD are the policy makers for the SRSP. They are putting their efforts and in return

they receive an honorary membership. As they are non-paid staff of the organization.

The Bod includes and covers different peoples from the different fields of the society i.e.

Politicians, Bureaucrats, Social workers, Economists and etc. They are the people, which

are highly qualified and experienced. They help the organization in the time of crises and

check the proposals about different projects. Another responsibility of the BOD is to take

the progress report of the organization. The performance of the individual is also

discussed in the meetings of the Board. Further they give promotion to that employees,

who shows batter performance during their tasks, assign to them. They also layoff

certain employees that are non responsible and not committed to their work.

For the above very tasks the BOD make rules and procedures which are known

as the “SRSP Employees Service Rules 1994”. According to that service rules BOD is

group of qualified and experienced peoples, which are to help the organization. The

BOD also makes

Recruitment

Selection

Promotions

Amendments in the Service rules

Making approval for new projects

Looking for the funding body

Recruitment is carried out by the BODs. The recruitment is needed when new

position is made in the organization or a new project is assign to the SRSP. Recruitment

is the main function of HRM section. Board decides about the salary and other benefits

also. Usually the BODs makes the appointment of the new Chief Executive.

They create also new posts and their designations, for such reasons the board

may appoint a committee to:

Create additional position;

Downgrade the existing positions;

Abolish the existing positions.

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Selection of right man at time and at right place is the job of the BODs, because one

wrong decision can result in many losses either in terms of money or time.

Promotion is the result of good performance done by the employee. As the BOD

evaluate the overall performance of promoting individual. The negative aspect of the

performance evaluation is the Layoff from the job.

Making amendments in the Service Rules is the job of the BODs. Whenever the board

feels that the organization needs changes so they make amendments. These amendments

are made by the majority of the Directors vote in the favour of the amendment. For

example amendment in the titles like From Chief HRM to Programme Manager HRM

and Regional Programme Manager (RPM) to regional Programme Officer (RPO).

Making approval for new projects, when the project is prepared at first the proposal is

made for the BODs. When the board checks the requirements and applicability of the

project, then they issue orders for the detail project feasibility. The directors always have

close look on the funding body or agencies. They also see that the donor is interested in

which field and whether, we fulfill the requirements demanded or not. So they also make

certain proposal for such type of projects, to get the projects.

Chief Executive Officer

The CEO provides leadership on the strategic issues.

Keeps his BODs well informed and ensures that the organizations is achieving

the desired objective and goals specified.

He communicates directly with each employee to ensure the quality of work.

The CEO has close look on the key accounts personally and give them proper

time.

Over all Administration and Supervision of the SRSP and report to BODs on

every activity.

Issue various appreciation letters to the deserving staff for their performance

and motivation.

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Make recommendations for promotion of employees on the basis of their

activities.

Check and provide technical assistance in making projects to the staff.

Enhancement of the staff development inside or out side the country.

Link with the regions and check their activities with the RPO’s.

4.2.4 MANAGER HRM

The Manager HRM of the Sarhad Rural Support Programme shall report directly

to the Programme Manager HRM. The grade of the Manger HRM is 7. The manager

HRM is also the second person or assisting the PM HRM. While in the absence of PM

HRM he also takes over the responsibilities of the Programme Manager HRM. Further

he carries out the following duties and responsibilities;

Manager HRM is responsible for day-to-day operations of HRM section and

personnel matters, as well as long term Planning of the program

4.2.5 Human Resource Development Officer (HRMO)

The HRM Officer of the Sarhad Rural Support Programme shall report directly

to the PM, HRM incase of Head Office or to RPM incase of regions. The grade of the

HRMO is 5 and he is assisting the manager HRM in various functions of the section.

There are two HRMO, s in section at every region and also at Head Office, one is male

and one is female. The following are the general and specific duties and responsibilities

of the HRM Officer;

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CHAPTER -5

INTRODUCTION TO HRM

In order to achieve the priorities and needs of the impoverished communities,

and a proper building of capacities in these poverty-stricken areas was not possible

without the assistance of the Human Resource Development Section. As for as the

need of such department section was also really felt in the organization, because the

staff morale is also the main the focus of the SRSP. The organization also wants to

meet new challenges and goals so the employees must be updated with current living

(Salary), their development in future long term aspects, trainings and the proper

rights. SRSP HRM section is also act like a bridge between development agencies and

different NGOs.

5.1 Human Resource Planning (HRP)

Human resource planning is the process by which managers and teams ensure

that they have the right number and kinds of people in the right place, and at the right

times, who are capable of efficiently and effectively completing those tasks that will

help the organization achieve its goals and objectives. HRP translates the

organizations objectives into terms of the workers needed to meet those objectives.

Now every Human Resource planning consists of some steps, the HRM

Recruitment policy of SRSP also relies on some steps which are: -

Mission Formulating:

Establishing goals and Objectives

Assessment of the current Human resource

Developing a profile of the Organizations current employees

A) Human resource information system:

B) Replacement Charts

Assessment of future Human resource needs

Development of Future programs

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If the Organization indicates a understaffing then the management would feel

a need for more staff to be hired is such situations recruitment takes place.

And on the other hand if HRP indicates over staffing then Decruitment takes place.

5.2 Job Analysis

As the Human Resource development section or any personnel department

starts its HR functions with the proper planning for the prosperous future of the

organization. The Job analysis is the important step of the HRM section of the SRSP

for the effective planning. As far as the planning is concenered in SRSP it relates to

the BODs. The board considers many aspects of the planning in the context of job

analysis. This function is distributed among the BODs and the HRM section. As the

recruitment of the grade 10 and 9/8 which is the CEO, and RPO, s or PM respectively.

So the job analysis is done through the HRM section but the help and approval of the

CEO and then further by the BODs. The HRM section make job analysis for

Creation of the new jobs

The performance of the present job

Removal of the existing job

5.2.2 Job Description

Produce an outline of the broad responsibilities (rather than detailed tasks)

involved in the job the personnel department would then produce a job description.

This describes the nature of the job and the responsibilities involved, usually in great

detail.  The job description is useful for informing applicants exactly what the job

entails, and also for settling any later disputes about the tasks that the person

appointed has been asked to perform.

5.2.3 Job specification

Job specification is also written, stating the qualifications, skills, previous

experience and other personal qualities that the person must have. What skills,

experience, qualifications and attributes someone will need to do the job as defined in

the task analysis and job description.

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5.3 Recruitment of the SRSP

5.3.1 Appointment rules according to SRSP Service Rules 1994

Appointment shall be made only against established positions, for which

approved job descriptions ad budget provision exist.

Appointment shall be made in one of following ways:

1. By direct recruitment and selection (internal or through external).

2. By borrowing services of the personnel from Federal or provincial

Government Departments, or autonomous or Local Bodies, other

NGOs;

All regular appointments to the positions in grade 7 to 10 and grade 5 shall be

advertised appropriately. In the case of the grade 6 the open advertisement will

made if the employees from the internal organization is not available. But the

position in grade 1 to 4 will be advertised internally and the among the general

applicant and the other NGO’s.

There are appointing authorities for

Grades 10 Appointment will be made by BODs.

Grade 8/9 Appointments will be made by BODs.

Grade 5 to 7 Management Committee comprising CEO,

concenered PM, concenered RPO and the secretary of the

committee.

Grade 1 to 4 PM or the nominees for the head office,

RPO, SSO (Senior most).

A candidate for initial recruitment to a regular post must:

1. Possess the requisite qualifications/experience.

2. B.Sc (Engineering, M.B.B.S.,MBA, L.L.B.), B.Sc (Hon) Agriculture,

Livestock and Forestry, foreign B.A./B.Sc. to be considered equivalent

to Maters’ degree. A PhD degree will considered equivalent to four

years experience.

All applicants seeking position with SRSP shall submit an application on the

SRSP standard Specimen CV “Application Form”

A candidate shall in no case less than 18 years of age at the time of the

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recruitment to grades 1 to 4 and21 years for grades 5 to 10;

Every candidate shall selected for appointment, as a regular employee shall

undergo a prescribed probationary period, during which if found

unsatisfactory, his appointment may be terminated by the appointing authority

without assigning the reason.

5.4 Recruitment Sources Of The SRSP

Recruitment sources are the places where individuals can be found. There are

numerous ways in which you can find employees to fill your job vacancy. Many

recruiting sources are available, some of which are more affective then others.

Generaly there are two types of sources, which are used by the HRM section of the

SRSP: -

Internal

External

5.4.1. Internal Recruitment Of The SRSP

Usually all the organization wants to recruit and attract well-qualified and

good experienced candidates. But before that SRSP never forgets their own

employees working already with the organization. So SRSP first prefer its internal

pool for the recruitment for the new job. If the internal employee fulfills the demands

of the job, so then there is no need for external recruitment. But the internal

recruitment also required a series of the steps in its selection of the employees. In

internal recruitment, a job is offered only to current employees by advertising it on

staff notice boards in the HRM sections both at head office and regional level.

One big advantage of internal recruitment is that it enables the firm to create a

career structure for suitable employees. They can be promoted by being selected for a

more important job.

However, internal recruitment may cause resentment among other employees,

and it can make the organization sterile if long-serving employees fill all the top posts

with few new ideas.

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5.4.2 Advertisements

This is one of the most common methods of obtaining employees from both

the internal and external enviroment is the use of the Advertisement. The

Advertisement is usually given in the print media and some time also in electronic

media. SRSP is using the print media i.e. daily newspapers. They usually give the

Advertisement on the weekends like Saturday or Sunday. Plus they cover both

language papers like Urdu and English newspapers for their advertisements. HRM

staff tries to cover as much as most possible population for the jobs.

The following information are included in the advertisement in brief & direct form by

the HRM section of the SRSP

Major job responsibilities

Required and/or preferred qualifications (i.e.: experience, education, skills, etc.)

Special qualities of the parish/school as employer (i.e.: rewarding work,

dedicated co-workers, Generous benefit package, pleasant atmosphere, etc.)

Work hours and salary (i.e. can list salary as negotiable)

How to apply (i.e.: in person, sending resume, telephone, etc.)

Telephone number or address for receiving applications

Deadline for applications

Further Advertisement contains the following: -

Age, sex, religion, race, disability or national origin should not be mentioned

either directly or indirectly. They also include the statement, “An Equal Opportunity

Employer.”

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The recruitment follows the selection process of the HRM. The earlier guide

lines delivered in the recruitment process of the SRSP will help the HRM section in

making proper selection of the candidates. As recruitment is the development and

maintenance of adequate manpower sources. So the SRSP make selection either from

the inside or from the out side the organization. Not only SRSP but every good

organization gives more preference to their existing staff. The reason behind that is

many but one is the employee’s motivation in the belongingness with the

organization. The major sources are

Selection From Within The Organization

Selection From Outside The Organization

5.5 Selection From Within the Organization

HRM section of the SRSP is responsible to carry out the selection process.

And the staff of the SRSP is given more importance because the organization knows

the performance of all the employees. The internal organization selection starts from

5.5.1 Internal Advertisement

5.5.2 Short Listing of the Candidate

5.5.3 Aptitude / Written Test and Interviews

5.5.1 Internal Advertisement

The internal advertisement is done throughout the organization either with the

help of the display the job on the notice board, Employee referrals and etc. This

basic aim behind this advertisement is to well aware of the internal pool of the

organization. Once the advertisement is carried out then before the last date the

resume or the CV’s received of the existing employees.

5.5.2 Short Listing of the Candidate

Once the last date is over then the short-listing starts. As HRM section jobs

descriptions and specifications that makes the life easy of the HRM section. They

make the short listing of the deserving candidates and call them.

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5.5.3 Aptitude / Written Test or Interviews

The candidates on the specifies dates are called to the specific places like for

the post for Swat Region and of grade 5 will concerns with HRM Kohat regions and

will send the information about the selected candidates. The rejection of the

candidates for a post take place at two stages of the selection process i.e. before the

interviews at the short listing stage and after the final selection.

Flowchart of “The Components of the Employment process”

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Human Resource Plan“Identification of needs for people”

RecruitmentInternal and

External sources

Pool of the Candidates

SelectionComparison of the candidates with the job requirements via interviews, tests, backgrounds

check, etc.

Accepted Candidates Rejected Candidates

Job requirementJob description and

specifications

Job placement, orientation,

training, probationary status

5.6 Selection From Outside The Organization

The following is the detail selection process, involves

6.2.1 External Advertisement

6.2.2 Short Listing

6.2.3 Aptitude/written test/ interviews

6.2.4 Documentation and Verification

5.6.1 External Advertisement

The SRSP HRM section starts its external selection with the external

advertisement. They give the advertisement in the different medias i.e. print and

electronic media. The print media covers the daily newspapers. They give the

advertisement mostly on the weekends both in the English and Urdu newspapers. A

model advertisement is also given at the in Annexure IV.

5.6.2 Short Listing

Here the short listing is different and difficult comparing the internal selection.

Because the number of the candidates will be more and large in number. The short

listing is given more time and more care because once deserving or undeserving

candidate will affect the whole process of the selection. That’s why the SRSP always

gives importance to short listing.

5.6.3 Aptitude/written test /Interviews

After the short-listing then the race starts. In the tests the candidates is given

tasks and written assignments by the selection committee of the HRM section. So the

highest or top scorer given more points and chances are bright for the post. There is

also some presentation given by candidates during the interviews. Through the

lectures or the presentations on the specific topic they check the communication

skills.

5.6.4 Documentation and Verification

At the end of the selection process the Documentation and Verification about

the candidates takes place by the HRM section. They check the information given by

the candidate is either true or false. Plus verification of their documents before

offering them jobs or appointment latter.

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CHAPTER 6

SWOT ANALYSIS

Sarhad Rural Support program has some unique factors like being supported

by different donors, an organization working for eradicating the poverty and

improving the livening standards of the poor, which adds to its value. Further the

SRSP has got its major strength in the form of the HRM section. There is no

individual and no organization is perfect except Almighty Allah. So the formal

SWOT analysis constitutes of four different solid parts, which will thoroughly,

explains.

6.1 STRENGTHS

HRM section of the SRSP has some of its unmatched qualities that, which at

length makes it’s backing strengthened. Some of these points are as follows:

6.1.1 REPUTATION

SRSP is a renowned RSP (Rural Support Program) all over the Province

Khyber Pakhtoonkhwa. Its branches so called regional offices are spread across all the

11 Districts of Khyber Pakhtoonkhwa. Along with that the organization has strong

human resource department in all regions and also at the Swat region. The presence of

HRM in all the regions of Khyber Pakhtoonkhwa makes its reliability. This brings the

SRSP name generally a name of quality and trust.

6.1.2 ESTABLISHED

It is one of the well equipped and establish section of the organization. The

main assets of the organizations are there human resource and SRSP also makes feel

employees the sense of the belongingness with the organization.

6.1.3 ECONOMIES OF SCALE

The support from different donor national and international both and also the

support of Local Government with SRSP has alleviated the financial position of

themselves. It has increased the operational efficiency and has resulted in reduced

risk. The HRM section always helping the organization in opening new doors for the

organization. The donors are the main stream of the running the organization and

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good organizations demand staff qualified and skilled. Which further enhances the

better financial position of the SRSP.

6.1.4 LARGE AREA COVERED

The section is not limited to a single field of the society. It always provides its

technical assistance at every level especially at the village or the gross root level. For

the provision of the trainings to the community and the staff of the SRSP is the main

the aim of the HRM. The gender awareness is the important factor of the society and

HRM makes various policies and law to establish good possible coordination among

the staff and the community as well. As SRSP is working in not only in one field to

eradicate poverty but has entertained Khyber Pakhtoonkhwa in different aspects for

the empowerment. HRM section also gives assistance to other section i.e. micro

finance, natural resource management, monitoring and evaluation and social sector

development.

6.1.5 HUMAN RESOURCE MANAGEMENT

SRSP believes in hiring active and inspired candidates. Experience is an

important requirement for recruitment. The qualification, criteria for selection of

employee is related to the field the candidate is opting for. At SRSP Head Office,

most of the management has communication skills in local as well as foreign

languages.

The SRSP attracts qualified pool of applicants by offering a superior salary to

their staff. The SRSP pays satisfying salaries to its employees with many other

incentives like medical facilities etc.

6.1.6 NEW METHODOLIGIES

Through the introduction of new technologies and methodologies by the HRM

section SRSP has been in the field of facilitating the poor in different ways. The

introduction of the new trainings and the development Programmes upgrades the staff

skills and the motivational level. The development Programmes enables the

employees of solving the present problems and plus helps them in their future tasks.

Like the introduction of the HRM training will understand them to manage their

office presently and in future as well.

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6.1.7 EMPLOYEE RELATIONSHIP

A pleasant operational atmosphere develops the efficiency of the staff and also

boosts the employee’s motivation. Fortunately at HRM section employees are in good

relations with each other. There exists no back biting between the employees. The

burden of work is generally willingly shared between the employees of the Bank.

When any of the employees is on a short leave so other subordinate takes his work

with care.

6.1.8 RELATION WITH DONORS

HRM relies deeply about the importance of the donors for the organization

just like the blood in a body. So the section helps the NGO in making good relations

with the donors. So it has to keep cozy relations with the Donors. SRSP have Donors

like, PPAF, ILO (International Labour Organization), GFP( Gender Focus

Programme), RSPN, UNDP and etc.

6.2 WEAKNESSES

Weaknesses, like strengths are a part of almost every organization. These

weaknesses points out the potential areas of improvements and make the

organizational beha vior intelligent. A cumulative effort to overcome these flaws

makes success possible.

During the internship period the weaknesses that generally surfaced and were

visible at HRM Head Office are as described below in detail.

6.2.1 OUTLOOK

The outlook of an organization plays important role in portraying its image to

customers. Similarly the image of the sections also matters because a section makes a

structure of the organizations. The HRM Sections has a structure that is simple and

not enough eye-catching that will attract customers. It is located in Defence Colony of

Peshawar. Further the NGOs are mostly hired a rental house for the office. The

interior of the SRSP gives a normal look. The atmosphere is professional. Though it is

proper arrangement for the heating and air conditioning, so as to provide the staff with

better working condition in every climate. There is less seating arrangements in the

bank for both the employees and the customers. Further the section especially HRM is

very compressed and the manager and the HRM officer male sharing the same office.

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6.2.2 STIPEND

Some of the Internees at the section are paid and some are not paid a stipend

for their internship. They normally are provided with support and encouragement,

which has its effect on their performance. With no stipend the motivational level of

the internees is stumpy. The HRM must keep equality among the internees, if those

who are not paid will not be devoted to work than those, which are paid.

6.2.3 OVERSTAFFED DEPARTMENT

The root problem at HRM Swat region.which is normally ignored, is that it is

overstaffed. Thus when in a department there is a need of one man job there will be

more than three people working on the same task. There is usually less work in the

department and more people staffed on that task. An example can be seen in the form

of HRMO male and HRMO female, what is the need of such two peoples for single

job.

6.2.4 PERFORMANCE APPRAISAL

Performance appraisal is generally considered a motivational as well as

evaluative tool. At SRSP and HRM its use is normally made in an exploiting fashion.

Evaluation is made on the basis of the achievements of market targets. Unfortunately

the market targets are always unachievable. Thus employees face the condition of

being called inefficient at times. This is an annoying factor for some of the

employees, which leads towards de motivation and anxiety.

6.2.5 TRAINING

Training is not the only tool to upgrade the employees motivation and the

inefficiency of the work force. There can some other reason for the employees

dissatisfaction i.e. promotion, salary increment or the burden of the work (Exposure

trips), so it one of the management tool.

6.3 OPPORTUNITIES

“Success, more than anything is all about converting into opportunity what

everybody else considers danger” Opportunities, when exploited properly reap profits

and earn success. They are almost always a matter of time. They are to be sought,

picked and made use of, before any body else gets up and do so. It’s just about being

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smart and accurate. SRSP and HRM section also have some opportunities it can

utilize and obtain good market position. Some of the opportunities are hinted below.

6.3.1 STABLE ECONOMIC CONDITION

The post September 11, 2001 conditions have turned fruitful for Pakistan’s

economy. The United States of America giving its consent in relaxing foreign debt

policies and providing Pakistan with additional loans without interest are factors,

which have boosted Pakistan’s economy. Thus the forthcoming picture seems one

with economically more stable Pakistan. In this period Pakistani nationals living in

foreign are bringing money back home. Foreign investors are getting encouraged to

bring money and invest it here in Pakistan.

And above all the position of NGOs like SRSP gives more support and

donations from the outer world. Similarly the present is showing more interest in

developing the human recourse only in that manner they can regenerate. Further more

than half of the world living below the poverty line and the poorness in itself gives

birth to more crimes like terror and smuggling etc. so the funds for the HRM is also

allocated by the donors. New NGO’s are taking birth. Several countries companies

are coming to Pakistan to help the Afghan people.

6.4 THREATS

Threats are the unseen, futuristic, probable events that can occur and prove

dangerous in consequences. Every organization is faced by some category of threats

in its operations and functions. Opening new outlets, altering existing policies,

designing fresh marketing strategies, bringing change in physical structure, almost

every activity that an organization do face some kind of threats, just like the benefits it

seeks.

The section also faces some threats, which can just prove minor assumed

fears; as well as can become events with grave consequences. The prevailing

condition indicates the following as the possible threats.

6.4.1 LAW AND ORDER SITUATION

The government must maintain the law and order situation in order to attract

foreign investor. The suicide bomb blast in diffrent places , which killed thousands of

People,created an atmosphere of being unsafe amongst the foreigners residing in

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Pakistan. Incidents like these enormously affect the economies of countries. If the

foreign investor won’t feel safe in Pakistan, then how come it is possible that he will

invest money here?

6.4.2 COMPETITORS

SRSP also faces competitors in the market. There are great numbers of NGO’s

in line with SRSP. SRSP has to bring out different products for the empowerment o

the poverty and to attract the donors to itself. The HRM section also provide trainings

in the HRMDC (Human Recourse development Center) means providing services so

they should look deeper look on their sisters NGOs.

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CHAPTER 7

FINDINGS, CONCLUSION & RECOMMENDATION

7.1 FINDINGS

1. There is no organizational web site. There should be an organizational web

site for a bigger organization like SRSP; So HRM section should take

serious step for it.

2. As the name of the SRSP is changed from SRSC. But there are still reports

and assignments prepared in the name of SRSC. So it makes several

questions in the mind of the new comer to the organization. As the SRSP

is changes its due to technical applicability in the case of SRSP. The HRM

section clear this question in the orientation programs to the new intakes.

3. According to SRSP service rule, they facilitate the married female staff,

near to their home station, but I don’t observe such activity over there in

HRM section.

4. The Monogram of the organization is very complex and difficult to

understand so it needs to remodel zed. For the purpose to convey the

massage easily to the community, proper modification is required by the

HRM section.

7.2 CONCLUSION

As far as Administration section is concerned, the section provide pick and

drop facility to the staff. The out of station staff members are dropped to their

houses on every Friday, however measures should be taken in providing

picking facility as well, from their homes on every Monday morning as well.

In order to motivate the gender staff HRM section must discuss issue with the

Administration section.The Administration and HRM section have some

mixed of the functions. In a sense the HRM is responsible for the employees

insurances but that carried out by the administration.The administration of the

SRSP is only limited in some functions. While in some cases the section has

got more authorities. The PMER section is usually the over stressed section of

the SRSP because of making so many reports to the concenered sections than

HRM.

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7.3 RECOMMENDATIONS

1. The basic function of the SRSP HRM is to provide training to the

employees but the Human resources development doesn’t have the only

tool of training. You can motivate your employee through different

methods like promotion, exposure trips, appreciation letters and etc.

2. There is no real gender balance in the HRM section and organization

presently, as they aims for 50:50 Ratios.

3. The HRM section of SRSP should take proper measure to accommodate

the internees and facilitate them.

4. Finance and HRM should ensure this aspect that they will give equal

Monterey and material benefits to the men’s and women’s.

5. There must be a method of the exit interviews. For the reason to know the

reason of leaving and making some sound suggestion by the PM or

Manager of the HRM department before of the employee.

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BIBLIOGRAPHY

Books/ Internet/ Notes Of SRSP/ Journals/ News Latter

CASIO, Managing Human Resource

Ten Decades of Rural Development by Akhtar Hameed Khan

Decenzo and Robbin, Human Resource Management (Seventh Edition)

Dale S.Beach Personnel (The Management of people at work)

Barry cushway, HR management, crescent publishing house

M.M.Vembra, Aggraval: Personnel Management an d industrial relations.

Kings book Nai sarak, New Delhi

Hall, Jones, raffo, business studies, 2nd edition, Causeway press ltd.2000

reprint

www.navis_gr-recruitment.

www. Business bureau. Uk, www.navis_gr-recruitment.com.

www.navis_gr-recruitment.com, www .LGI. Org.

www.dow.org/doc/recruitmentprocess.pdf

Rural Support Programme Network, Pakistan. Supported by DFID, Islamabad

March 2003

Sarhad Rural Support Programme, Briefing Notes January 2001

The Rural Support Programme Network, 2002

Gender Policy of SRSP, Gender Issues are everyone Issues

Concept Paper, Entrepreneurship Development Programme, SRSP

htt://www.unescap.org/drpad/vc/conference/ex_pk_56_srs.htm

1. htt://www.developmentgateway.org/node/403452

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