Perfomnce Apraisl on General Tyre and Shakarganj

SUBITTED TO:MISS AFSHAN SEHARSUBMITTED BY:QURAT-UL-AIN (15)SARA KHAN (26)SIDRA RAFIQ (37)

Report 0n Perfomance Appraisal Process 0f 0F General Tyre And ShakarGanj

Report 0n Perfomance Appraisal Process 0f 0F General Tyre And ShakarGanj

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Table of ContentsINTRODUCTION...........................................................................................................................................5

Vision...........................................................................................................................................................7

Mission........................................................................................................................................................8

OBJECTIVES..........................................................................................................................................8

MANAGEMENT..........................................................................................................................................10

STRATEGIC HUMAN RESOURCE MANAGEMENT AT GENERAL TYRE:....................................12

HR POLICIES IN GENERAL (GENERAL TYRE):.............................................................................13

Policies in General:.................................................................................................................13

1. WORKING HOURS:...............................................................................................................13

2. PROTECTION OF COMPANY ASSETS & PEOPLE POLICY:.........................................14

3. DRESS CODE POLICY:........................................................................................................15

4. SECURITY AND SAFETY POLICY:.....................................................................................17

5. COMPANY PUBLICATIONS POLICY:.................................................................................18

6. ATTENDANCE POLICY.........................................................................................................18

Critical Review on HR policies of GENERAL TYRE in General:.................................19

HUMAN RESOURCE ANALYSIS...................................................................................................................19

RECRUITMENT AND SELECTION PROCESS:................................................................................20

GENERAL TYRE Policies for Recruitment and Selection:...........................................20

Recruitment policy.....................................................................................................................20

Policy guidelines:........................................................................................................................20

General conditions for recruitment:.....................................................................................22

Application:...................................................................................................................................22

Conditions for selection:...........................................................................................................23

Practices at GENERAL TYRE regarding Recruitment and Selection:.....................25

Critical Review on Recruitment and selection process:............................................25

TRAINING...............................................................................................................................................26

Training needs assessment Policy at GENERAL TYRE:...............................................26

Foreign training policy:.........................................................................................................27

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Objective:.......................................................................................................................................27

Policy Guidelines:........................................................................................................................27

Conditions for Overseas Training:.........................................................................................27

Surety for Mutual Benefit:........................................................................................................28

Training: Practices at GENERAL TYRE..............................................................................29

Types of Training in GENERAL TYRE:...................................................................................29

GENERAL TYREs Training programmes:..............................................................................30

Critical Review on Training at GENERAL TYRE:.............................................................32

: CAREER PLANNING & DEVELOPMENT:....................................................................................................32

Critical Review:........................................................................................................................32

PERFORMANCE MANAGEMENT:...............................................................................................................33

PERFORMANCE APPRAISEL........................................................................................................................34

Essay evaluation method in performance appraisal..................................................................................35

PROCESS OF CRITICAL INCIDENT TECHNIQUE......................................................................38

Rewards System:................................................................................................................................39

Policies on Reward system at GENERAL TYRE:.............................................................40

SALARY...........................................................................................................................................40

Practices on Reward systems at GENERAL TYRE:........................................................44

Critical Review:........................................................................................................................44

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INTRODUCTIONINTRODUCTIONTHE GENERAL TYRE AND RUBBER COMPANY OF PAKISTAN LTD.

Gentipak is a public limited listed company with majority shares held by Bibojee Services Ltd., Pak Kuwait Investment Company (Pvt) Ltd. and National Investment Trust. CONTINENTAL AG (Germany’s # 1 tyre manufacturer) is also Company’s share holders, providing Gentipak all the technology needed for production under a long term Technical Service Agreement (TSA) as well. It also allows Gentipak to use it's international brand name “General”.

The awareness of the “GENERAL” brand name is very high. Recently, Gentipak has also launched a new line of passenger car tyres of latest European designs under the brand name “EURO.” All the radial tyres are tubeless and steel belted and have a full cap ply for safety and durability.

Gentipak produces radial tyres for passenger cars and light trucks in rim sizes ranging from 12” to 16”. It also produces bias (cross ply) tyres for light trucks, trucks/buses and farm (agricultural) tractors. 

Gentipak is the major supplier of tyres to the local automotive and tractor assembly plants. It has contracts to supply 15” radial passenger car tyres to Toyota and Honda approved after stringent testing by their principal companies in Japan. Beside above, Gentipak is also supplying tyres to Pak Suzuki Motor Company, Hino Pak, Ghandhara Industries, Ghandhara Nissan, Al-Ghazi Tractors, Millat Tractors and others.

Gentipak is also exporting tyres to few neighbouring and Middle East countries. It is currently exploring other markets as well for export.

Gentipak employs directly and indirectly approx. 1800 persons all over the country. It has offices in three other cities of Pakistan besides having its Head Offices in Karachi. It is selling its products in the replacement (after) market through a network of more than 100 dealers and has a backup in the shape of sales and technical force covering the entire territory. 

All tyres produced by Gentipak are marketed after stringent testing and quality assurance and backed up by a comprehensive after sales warranty.

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VISION

To be the leader in tyre technology by building the Company’s image through quality improvement, competitive prices, customers’ satisfaction and meeting social obligations.

MISSION To offer quality products at competitive prices to our

customers. 

To endeavor to be the market leader by enhancing market share, consistently improving efficiency and the quality of our products. 

To improve performance in all operating areas, so that profitability increases thereby ensuring growth for the company and increasing return to the stakeholders. 

To create a conducive working environment leading to enhanced productivity, job satisfaction and personal development of our employees. 

To discharge its obligation to society and environment by contributing to social welfare and adopting environmental friendly practices and processes.

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OBJECTIVESThe following are the outlined objectives of the GENERAL TYRE.

To build & sustain a high performance culture, with a continuous improvement focus.

To develop a customer-service oriented culture with special emphasis on customer care and convenience

To build an enabling environment, where employees are motivated tocontribute to their full potential.

To effectively manage and mitigate all kinds of risks inherent in thebankingbusiness.

To maximize use of technology to ensure cost-effective operations,efficient management information system, enhanced delivery capability and high service standards

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To manage the bank's portfolio of businesses to achieve strong. andsustainable shareholder returns and to continuously build shareholder value.

MANAGEMENTMANAGEMENT

Lt. Gen (Retd) Ali Kuli Khan Khattak  

Chairman  

Mohammad Shahid Hussain  

Chief Executive Officer  

Nasser Kamal Asif Jameel Ashraf Teli Hussain Kuli Khan

Executive Director Marketing & Sales

Executive Director Corporate Affairs / HR

Chief Financial OfficerChief Operating Officer(Plant & Projects)

Sarfraz A. Zahid Muhammad Amin Khan Jeelani Baig Brig (Retd) Najam uz

Group Resident Islamabad

General Manager - O.E & Government Sales / CS

Sr. General Manager Works

Sr. General Manager Corporate Services

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Raashid I. Malik Zubair A. Mufti Mussarat AhmedMuhammad Arshad Ansari

General Manager Sales  General Manager Finance Head Internal AuditDiv. Manager Industrial Engineering

Naveed Rehman Tariq Soulat  

Div. Manager ProcurementDiv. Manager Administration

STRATEGIC HUMAN RESOURCE MANAGEMENT AT GENERAL TYRE :

Humans are the basic tool for having competitive edge in the market for most of the organizations and GENERAL TYRE is one of these. GENERAL TYRE has one of the best HR systems in Pakistan that gives it an edge over its competitors.

HR strategy refers to the specific human resource management course of actions that a company pursues to achieve its objectives.

But how these strategies/policies/practices are formulated and implemented at GENERAL TYRE. There is a whole process behind this.

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Competitive EnvironmentEconomic, Political,

Demographic, Competitive and Technological Trends

Company’s Strategic Situation

Company’s Internal Strengths and Weaknesses

Organizational Performance

Company’s Strategic Plan

Company’s HR strategies

Formulation of HR policies Formulation of HR practices

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Like most big organizations, this process is also done in accordance with company’s mission. First, Strategic planners analyze what actually is he prevalent culture of the organization, what are the strengths, weaknesses, opportunities, threats (SWOT analysis) of business and its market, and on the basis of all the above analysis, company’s strategic plan is established. In the end HR strategies are formulated in accordance with this overall business’/companies’ strategic plans.

Based on these HR strategies, HR policies and practices are also formed and implemented. Any abrupt change in the market requires the organization to follow this analysis in order to be successful. That why organizations continuously keeps on updating their strategies and policies.

Whole system for development of HR strategies/policies/practices is as below:

HR POLICIES IN GENERAL (GENERAL TYRE):

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Policies in General:

1. WORKING HOURS:

Purpose: Hours of work are scheduled to meet the production and work requirements of the Company, and are in conformance with all applicable local laws and practices.

Working Hours: The Company shall determine the hours of work:

Office Hours:

Monday through Friday (09:00 am. – 6:00 pm.)

Sixty (60) minutes meal breaks each day from Monday through Thursday.

Ninety (90) minutes meal / prayer break for Friday.

Shift work:

Employees working in shifts will follow the shift roasters prepared by the line management.

Exceptions: Employees may be requested to work on any of the holidays or regularly scheduled day of rest including Saturday/Sunday, if the Company’s business so requires.

Breach: Any employee not abiding by the working hours Policy will initially be counselled by his /her immediate supervisor / office manager. Any repeated act will be reported to the Human Resources in writing who will refer the discipline policy for further proceedings.

PROTECTION OF COMPANY ASSETS & PEOPLE POLICY: Purpose: GENERAL TYRE’s continued success depends on the protection as well as the development of technology. Each employee is responsible for preventing the unauthorized use or disclosure of the Company’s sensitive and proprietary information.

By following security policies and procedures, employees will protect themselves as well as the physical, proprietary and intellectual assets of the Company.

Procedure: Employees to identify themselves to the security guards by showing Company issued Identity Cards.

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Employees will sign confidentiality and proprietary agreement at the time of leaving the Company stating that no information will be passed on to any other person / organization. Human Resources is responsible for signing of the agreement by the employee leaving the Company before handing over a full and final settlement cheque to the concerned employee.

2. DRESS CODE POLICY :

Purpose: Following are the main purposes for this policy.

A) To provide all employees with the reasons for suitable attire, acceptability of appearance and enforcement procedures.

B) For the benefit of the employee and all other employees in the working area. The employees clothing, hairstyle and jewelry shall not be of the type, which may interfere with the appropriate performance of his/her duties.

C) Employees whose duties involve Customer contact must maintain a suitable appearance, as customers judge the Company not only by the quality of product and services the Company provides, but also by the appearance of the people with whom they deal.

D) Employees who deal with the general public must maintain a suitable appearance as their dress and actions reflect upon Company Corporate image.

Procedure

All female employees shall observe the following dress code:Shalwar Kameez

Sari / Blouse

Dress Pants / Blouse or Shirt with Jacket or Waist Coat

Skirts / Blouse or Shirt with Jacket or Waist Coat (No minis / long slits)

Light makeup

Light jewelry

No Low Necks

All male employees shall follow the following dress code:

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Dress shirt / pants / Tie with Jacket or Coat or Sweater

Dress shoes and socks

Well trimmed moustache, hair and beard / “shaved face”

Hair length should not go below the shirt collar

Employees who work on Saturdays, where they have customer contact will wear Business casual. Business casual is defined as follows:

Dress shirt / pants

Dress shirt / pants /coat

Dress shirt / pants / sweater

Dress shoes and socks

No joggers

No jeans

Dress code for female employees will remain unchanged on Saturdays.

All Officers / Department Heads shall be responsible for the implementation of the dress code for their employees.

Any employee not abiding by the Dress Code under this Policy will initially be counseled by his /her immediate supervisor / office manager. Any repeated act will be reported to the Human Resources Department in writing.

3. SECURITY AND SAFETY POLICY:

Purpose: The safety of employees is everyone’s responsibility. Accidents, precaution and efficient work go hand in hand. All levels of employees have a primary responsibility for the safety and well being of all of us.

Therefore, interest in practicing safety prevention must be encouraged by:

a) Setting good examples.b) Acting upon safety records.c) Reviewing safety programs.

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d) Holding personal interviews or group conferences.e) Starting activities that will stimulate and maintain employee’s interests.

No phase of operation of administration is of greater importance than accident prevention. It is the policy of the Company to provide and maintain safe and healthy working conditions and to follow operating practices that safeguard all employees and result in safe working conditions and efficient operations. Proper First Aid Kit will be available at all GENERAL TYRE Offices including remote locations.

4. COMPANY PUBLICATIONS POLICY:

Purpose: To provide a means of communicating GENERAL TYRE’s policies, objectives, plans programs and development of all employees.

To report on all GENERAL TYRE activities. To provide an outlet for employees to express themselves in their literary and artistic talents.

Policy Guidelines: The Company publishes booklets, news articles and newsletters for the benefit of the employees.

The Company maintains the rights to change, discontinue, reverse or edit the content of any publication issued by the Company.

Only brochures, pamphlets, newsletters, handbills or posters approved by the Company may be issued or distributed on Company premises.

The President and the VP Human Resources & Administration must approve all publications intended for all employees.

5. ATTENDANCE POLICY

Purpose:

To prevent unauthorized absence of employees, this creates serious problems for normal and efficient operations and could result in disciplinary action including termination.

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Guidelines:

In case of any absence continuing for more than 24 hours must be reported to concerned department, in case of illness, a medical statement concerning the illness must be submitted to GENERAL TYRE within 24 hours from the time by which the employee was to be on duty. The Company may request an examination by a doctor designated by the Company.

Critical Review on HR policies of GENERAL TYRE in General:

Most of the General HR policies are well practices at GENERAL TYRE with a few discrepancies. This indicates that the organization does have a strong HR system with an effective HR strategy. We may also see this thing as the predictor of good Telecom level policies in Pakistan. The reason being that the general policies, as mentioned above, are more or less the same for all telecom companies. Most of these policies are formulated by the PTA (Pakistan Telecom Authority). So reviewing the success of these policies at GENERAL TYRE shows good strategy formulation by PTA as well as GENERAL TYRE.

Moreover, these policies are not only practiced and observed in telecom sector only. We see such dress code policy, asset protection policy and like in many other business organization. So these policies have a general tendency of being followed.

Employees seem to have a stable type of approach towards these general HR policies. They do not seem to show any disagreements over these policies and are pretty contented with what is imposed in such policies.

HUMAN RESOURCE ANALYSIS:Human resource analysis of GENERAL TYRE is mainly depends on the following four categories.

1 . R e c r u i t m e n t a n d S e l e c t i o n

2 . T r a i n i n g a n d D e v e l o p m e n t

3 . P e r f o r m a n c e a n d E v a l u a t i o n

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RECRUITMENT AND SELECTION PROCESS:

GENERAL TYRE Policies for Recruitment and Selection:

Policies for Recruitment and Selection as experienced at GENERAL TYRE are:

Recruitment policy

Objectives: The policy is meant to ensure an effective and efficient method of recruitment and selection. It is aimed at hiring without any discrimination based on race, colour, sex, nationality, ancestry, religion or disability.

Policy guidelines:

The recruitment policy must comply with regulations set out by the Government of Pakistan.

The Sources of recruitment for different job vacancies in PMCL shall include:

Internal Advertisement.

Databank.

Advertising.

Head hunters/executive search organizations.

Walk in candidates.

Colleges and Universities

External Recruitment:

i. No candidate under the age of eighteen will be considered.

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ii. To avoid conflict of interest, hiring of close relations (brothers, sisters, spouses, first cousins, brothers/sisters in law) will not be encouraged. However candidates falling in this category who have exceptionally good credentials may be considered. Hiring supervisors will need to explain in their assessment of the candidate their qualities that justify hiring. A final decision will rest with the concerned Divisional Head who will need to ensure that there is no conflict of interest.

iii. Human Resources will advise Department Heads on salary ranges to be offered to the applicant keeping internal and external equity in perspective.

iv. Minimum qualifications must be a Bachelor degree or equivalent. A-Level or equivalent may be considered for call centre/support staff however will require approval of the VP Human Resources & Administration.

This criteria does not apply to technicians/riggers and ancillary staff.

Internal Recruitment

i. Internal candidates must be confirmed employees of GENERAL TYRE who have completed one year of service. However exceptionally good candidates may be considered.

ii. Selected candidates will join the new job/position after getting clearance from existing line manager.

iii. Spouse of an existing employee will not work for direct competition and either one will have to resign from service. Prospective candidates whose spouses work for competition will not be considered for hiring.

iv. Hiring from vendors, franchises, and clients is not encouraged. Exceptionally where offers are made to employees of these entities their prior consent must be obtained.

General conditions for recruitment: All recruitment will be done through the Human Resources Department in consultation with the Officers and Heads of the concerned Department.

An applicant’s knowledge, skill and aptitude related to the position shall be judged according to a range of factors including:

a) Education (Academic / Professional).b) Experience.

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c) Profile and Psychometric Testsd) Interviews.e) References.

Application:Applicants may apply online by registering with the web based recruitment portal. However, when considered for a specific position, they will be required to fill the standard application form of the Company.

All applications will be kept on HR database for a period of 6 months only.

Conditions for selection: Departments must submit Hiring Request and / or Transfer Request Form to the HR Department and duly signed.

Information regarding qualifications and job description should be forwarded for identification of suitable candidates.

Lead-time of at least ten working days should be given for selection of candidates.

The Human Resources Department would place internal advertisements and / or shortlist suitable candidates from the databank. If no suitable candidate is found, advertisements will be placed in media.

The Human Resources Department shall, upon the department’s request, provide screened CVs. The department will do another sift if necessary and conduct interviews with the immediate Supervisor / Department / Divisional Head or his / her nominee and any job related selection tests. Short Listed Candidates will be invited for a final interview with the HR department.

The Human Resources Department may conduct Profile and Psychometric Tests for the selected candidate in order to evaluate the suitability of the candidate.

Two Reference checks will be completed for the selected candidate either before hiring or during the probationary period. Appointment will be subject to satisfactory references being received.

On Selection the following information will be forwarded to HR to be kept in the Employees Personal File:

a. Interview Evaluation form b. Passport size Photos.c. Any other special clause.d. References.e. Copy of N.I.C.

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f. Copies of degree(s): Bachelors and above only and copies of experience certificates.

g. Duly filled application form

In the Case of Consultants the Company will sign a contract with the Consultant for a duration ranging from 3 months to 1 year.

The Human Resources Department shall prepare and deliver the Employment Letter to the Employee and obtain signatures on a copy.

These were the practices but what actually are the practices for Recruitment and selection at GENERAL TYRE. Let’s explore.

Practices at GENERAL TYRE Practices at GENERAL TYRE regarding Recruitment and regarding Recruitment and Selection:Selection:

Practices regarding the recruitment and selection are in accordance with the policies formulated by the HR department. According to employees following were the recruitment practices. Two types of Recruitments: Internal and External.

Sources of Internal Recruitment Sources of External RecruitmentEmployee referrals

Internal advertising

Job fairs

University Hunts

Advertising

Emplacement Agencies

Walk in candidates

All recruitment and selection process is handled by the Human resource department. Applications for jobs are mostly made via internet.

Selection criteria are totally based on merit. A series of interviews are conducted followed by a panel interview and a group discussion. Only deserving from a lot of applicants are considered

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TRAININGTRAINING

Training needs assessment Policy at GENERAL TYRE:

Objective: Identifying the most appropriate solutions to performance problems

Procedures: All Company Heads should differentiate between problems that require

training and problems that require coaching or other solutions. Usually, only about 20% of performance problems require “training” solutions. The other 80% are best dealt with by looking at the quality of supervision or by factors in the work environment (rewarding good performance, punishing poor performance, and removing obstacles to good performance).

DEVELOPING A COMPANY – WIDE MANAGEMENT TRAINING PLAN

Objective: Select/identify the needs, by management level, for the total Company. The

Company wills also Facilitate Employees with Short Management Courses from time to time.

Procedures: The HR Department will develop the TNA according to the

recommendations made by their Supervisors in the performance appraisal form.

The plan is the result of focusing on the individual discipline needs into one schedule designed to meet the training needs of the total Company.

The trainer should be under the headcount of HR so that adequate training sessions can be planned and conducted nationwide.

The training requirements of the employees will be picked from the recommendations made by their supervisors in the appraisal forms.

The training requirement could also be forwarded by the supervisor if it is not mentioned in the performance appraisal.

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FOREIGN TRAINING POLICY:

Objective: The purpose of this policy is to enhance skills and knowledge of GENERAL

TYRE employees and build their capacities to enable them to perform their jobs more effectively and to develop them for future growth.

Policy Guidelines: The Company shall pay all Training Expenses, Round Trip

Airfare, living Allowance, and Local Transportation in accordance with Company regulations in this regard.

Conditions for Overseas Training: Employees who are

nominated for enrolment in an overseas training program should meet the following conditions:

Should meet the prerequisites of the intended training.

Being knowledgeable of the language in which the training program will be conducted.

In case an expatriate / contract employee needs to attend a foreign training, he/ she has to be on a one year and above contract, with a duration of 6 months of service to perform at PMCL – GENERAL TYRE from the date of starting the training.

If the expatriate / contract employee being sent on the training does not meet the above conditions, a waiver could be made on the recommendation of the concerned Chief/ VP and the approval of the president/ CEO.

Surety for Mutual Benefit: To ensure that both, PMCL – GENERAL TYRE and the employees mutually benefit from overseas professional training provided to employees. The employees returning from training should continue to be in the employment of the Company for following minimum periods as mentioned in Para (4.2) depending on the training days. Failing of which employees will be liable to pay the PMCL - GENERAL TYRE expenses incurred by the PMCL - GENERAL TYRE on their training including travel and accommodation expenses.

In the event of an employee wishing to leave the employment of the Company he/she will reimburse the Company the expenses incurred by the PMCL- GENERAL TYRE on providing the training. PMCL- GENERAL TYRE will make appropriate deductions from the employee final settlement including Provident fund. And remaining amount will be deposited by the employee in the Company account.

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In case an employee doesn’t pay back the due amount to the company, HR will issue notice to the concerned employee mentioning that he/she has to pay back the amount to the company, otherwise, company reserve the right to take legal action.

If the employee is terminated for cause he will be absolved from any deductions/ recovery of Training cost.

Employee Surety Period and Cost

Number of Days of Overseas Training

Duration of Surety Cost to be recovered

Up to 6 Days 6 Months Full

Between 7 and 10 Days 1 Year Full

Between 11 and 15 Days 1 ½ Year Prorated after One Year

More than 15 Days 2 Years Prorated after One Year

Cost of Training will be determined by finance in consultation with Technical for Technical Training and Human Resources.

Training Practices at Training Practices at GENERAL TYREGENERAL TYRE

On contacting personnel in the GENERAL TYRE office it was found out that GENERAL TYRE mostly trains its employees by On Job Training which means that the employees are trained as they perform their jobs and along with their duties. The manager or supervisor guides them how to perform their jobs and guides them to efficiency in the work.

Internees are trained in various departments and then mostly hired by GENERAL TYRE itself and their training is basically teaching them the ropes and the basics of everything.

Types of Training in GENERAL TYRE:

On a general basis the training done in GENERAL TYRE can be divided into two categories:

• Soft skill training

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• Technical Training

Soft Skill Training: Helping your employees develop a stronger base of knowledge on topics that affect their personal lives can make them more productive and less distracted in their jobs. Soft skill development courses in areas like personal finance and childcare can help your team better manage the most important areas in their personal lives.

This may include the following things for e.g.

• Conflict management training

• People management training

• Communication skills

• Anger management

• Time management training

• Teamwork training etc

Technical Training: This type of training has direct effect on the job of the employee. Specific skills are focused and developed accordingly. The engineering trainings of GENERAL TYRE are also included with this along with

• Customer Services training

• Sales related training

• Marketing and technology training etc.

All these types of training are done to enhance the employees job skills at the level he is at.

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GENERAL TYREsGENERAL TYREs Training Training programmes:programmes:

GENERAL TYRE with its large workforce invests aggressively in developing its human capital through international and local trainings as well as a structured employee ‘well-being’ programs, making it one of the most sought after companies to work for in Pakistan.

Graham Burke, the President PMCL GENERAL TYRE, said

“GENERAL TYRE will provide proper training programmes to its employees in order to make them more aware of their responsibilities”

Their training methods maintain interest throughout; put emphasis on the practical aspects; and ensure that delegates understand the knowledge gained so that they can immediately and effectively apply it within their own organizations.

All training sessions are delivered in a highly participative style, introducing topics in a challenging and thought-provoking way.

Practical examples, exercises and case studies are used to illustrate the topics covered and show delegates how they can relate the techniques introduced during the course to their own work situation.

Programmes can be tailored to meet the required goal.

The various training programmes of GENERAL TYRE focus on specific skills for e.g. the annual or monthly reports of performance are evaluated by the manager and the weak areas are considered and the respective training is taken up.

GENERAL TYRE trains its employees in the following fields’ aswell:

1. Customer service training: The employees are trained in communication skills, negotiating skills in order to serve the customers whether in the call centre or customers services centre. They are taught on how to talk appropriately to the customers, how to recognize their problems, solve their problems and how to deal with them.

2. Supervisors training: Leading a department or an organization is a very difficult job and the person at this level must be properly skilled. The supervisor training programme helps those people who are at this post to develop the right skills required and asked for at this job.

3. Leadership workshop: Becoming a Leader Good leaders are made, not necessarily born. You can become an effective leader by developing yourself through a

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never-ending process of self-study, education, training & experience. To inspire your people to higher levels of teamwork there are certain things you must be, know & do. Leadership makes people want to achieve challenging goals & objectives. This workshop is for managers who have the desire to ‘make things happen’ & have a team who need to be inspired into action! GENERAL TYRE offers this workshop for is specific employees.

4. Conflict management training: We are living in times where chaos and conflict are on the rise. Lack of conflict can be as damaging for any organization, as having conflicts that go out of hand. In fact conflict is the very source of creativity, without which innovation is not possible. Usually these conflicts are resolved, but occasionally they grow to hinder one's job performance. This program is designed to increase a supervisor's ability to prevent conflicts from reaching a crisis stage and how to resolve it when a necessary conflict occurs. A framework for tackling conflict is also provided that helps managers who find dealing with conflict an unpleasant experience.

5. Development of oratory skills: With fit, healthy and active minds perform faster and more accurately with minimal stress. How people speak indicates their state of mind. Nervousness in making public appearance is often the result of not knowing WHAT to do and HOW to do it! Learn to control your nervousness and feel the confident - professional image many seek! This workshop will provide hands-on approach to polish oratory skills, use projected media, and present like a "pro."

6. Motivating, Coaching & Delegating: Any approach to develop management skills must involve a heavy dose of practical application. At the same time, practice without the necessary conceptual knowledge is sterile and ignores the need for flexibility and adaptation to different situations. They will also discover ways to manage performance of individuals and teams in order to achieve departmental/ organizational goals and objectives. All these programmes are aiming at developing specific skills in specific people for specified purposes.

7. Belief: It is believed that leadership skills and business goals are achieved through the training and development of the employees. To make it more motivating the participants of the training programme are awarded a course completion certificate at a graduation ceremony .

CAREER PLANNING & DEVELOPMENT:CAREER PLANNING & DEVELOPMENT:

GENERAL TYRE faces much competition in the telecom industry so now they are focusing on career Management of their employees in which they enable the employees to better understand and develop their career skills and interests and to use these skills and interests most effectively both within the company and after they leave the firm. Career planning is the deliberate process through which someone becomes aware of personal skills, interests knowledge, motivation, and other characteristics; acquires information about other opportunities and choices; identifies career related goals and establishes action plans to attain specific goals. Career development is the lifelong series of activities (such as workshops) that contributes to a person career exploration, establishment, and success ad fulfillment.

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GENERAL TYRE gives promotion of their employees on the performance basis. The GENERAL TYRE HR department develops the employee’s career development plans in which the HR department predicts the next logical step for their employees within five years.

PERFORMANCE MANAGEMENTPERFORMANCE MANAGEMENT

GENERAL TYRE has an effective performance management system. HRD in alliance with the different departments evaluates the performance of employees at annual basis. For this, Annual Performance Report (APR) of each employee is made and 3600 feedback (36) is used as a tool for completion of APR..In APR employees are evaluated on basis of following skills and are graded on scale of grades starting from A to E, which have different percentages.

Leadership Qualities.

Marketing Skills.

Productivity.

Initiative.

Communication

Job Knowledge.

Technical Knowledge. Etc.

This is the most important practice of HRD as, the promotions, increase in salary; training needs of an employee etc. all are dependent on it.

PERFORMANCE APPRAISEL

Definition:

“It is a formal process and structured process through which management measures, evaluates and assesses

job related attitudes behavior and out comes.”

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Importance of performance appraisal in GENERAL TYRE: It identifies employees current job i.e. what is he doing? It will help in identifying in weak and strength points. It will help an employee to improve his or her performance. Organization compensation and rewards are all based on performance

appraisal. It motivates the individual to face constructive criticism when there is

negative performance appraisal. It also helps in assessing in training and development needs. It helps in documenting the HR policies. It helps in decision making of retention and termination. It is important for promotion, transfer and termination.

Method used in GENERAL TYRE for performance appraisal:A special document is used for performance appraisal in GENERAL TYRE, which is known as GDD (grade development document)

Following are the main things, which are included in document.

Assignments Job duties Achievements Audit objectives ComplaintsThese things are discussed in document with regard to performance of employee.

Performance appraisal is done on annually basis.

Some other methods of performance appraisal normally used in GENERAL TYRE:

Written essay:Here you write the employee weak and strong points, future potential and past achievement and area for improvement.

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Critical incident method:Here the appraisal based on those factors which are very effective and the events where your performance was efficient

ESSAY EVALUATION METHOD IN PERFORMANCE APPRAISAL

1. Definition of essay evaluation

“This method asked managers / supervisors to describe strengths and weaknesses of an employee’s behavior.

Essay evaluation is a non-quantitative technique.”

• This method usually use with the graphic rating scale method.

2. Input of information sources

• Job knowledge and potential of the employee;

• Employee’s understanding of the company’s programs, policies, objectives, etc.;

• The employee’s relations with co-workers and superiors;

• The employee’s general planning, organizing and controlling ability;

• The attitudes and perceptions of the employee, in general.

3. Disadvantages of essay evaluation

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• Manager / supervisor may write a biased essay.

• A busy rater may write the essay hurriedly without properly assessing the actual performance of the worker.

• Apart from that, rater takes a long time, this becomes uneconomical from the view point of the firm, because the time of rater is costly.

• Some evaluators may be poor in writing essays on employee performance. Others may be superficial in explanation and use flowery language which may not reflect the actual performance of the employee.

CRITICAL INCIDENT METHOD INCRITICAL INCIDENT METHOD IN PERFORMANCE APPRAISALPERFORMANCE APPRAISAL

1. Advantages of Critical incident method

• Critical incident is a method used for many sectors.

• Critical incident method- Recording of events by appraiser. An incident is critical when it illustrates what the employers has done or failed to do

• The critical incidents for performance appraisal is a method in which the manager writes down positive and negative performance behavior of employees throughout the performance period.

• Each employee will be evaluated as such and one’s performance appraisal will be based on the logs that are put in the evaluation form.

• The manager maintains logs on each employee, whereby he periodically records critical incidents of the workers behavior.

• At the end of the rating period, these recorded critical incidents are used in the evaluation of the workers’ performance.

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• The critical incidents file of performance appraisal is a form of documentation that reflect all data about employee performances.

2. Disadvantages of critical Incident

This method suffers however from the following limitations:

• Critical incidents technique of evaluation is applied to evaluate the performance of superiors rather than of peers of subordinates.

• Negative incidents may be more noticeable than positive incidents.

• It results in very close supervision which may not be liked by the employee.

• The recording of incidents may be a chore for the manager concerned, who may be too busy or forget to do it.

• The supervisors have a tendency to unload a series of complaints about incidents during an annual performance review session.

COMMON PROBLEMS OF CRITICALCOMMON PROBLEMS OF CRITICAL INCIDENT TECHNIQUE:INCIDENT TECHNIQUE:

• Respondents may be reluctant to express incidents that reflect badly on themselves.

• The critical incidents are recorded after the events have already taken place – both routine and non-routine.

• The process of collecting a fairly good number of incidents is a lengthy one.

• The analysts overseeing the work must have analytical skills and ability to translate the content of descriptions into meaningful statements.

• Respondents may reply with stereotypes, not actual events (using more structure improves this).

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• The meaning of “critical incident” must be clear to participants.

PROCESS OF CRITICAL INCIDENT TECHNIQUE:

Critical incident technique includes five steps as follows:

1. PREPARE CRITICAL INCIDENT:

• Make interviews plan and inform to individuals who concerned

• Critical incidents can be collected using questionnaires, critical reports, phone interviews, or computerized incident reporting systems.

2. OBTAIN MATERIALS:

• Obtain reco rds such as investigation and accident records from departments or agencies concerned.

3. GATHER FACTS:

• Interview individuals who have experienced problems or who have observed others who have had problems.

• You can use critical incident technique in order to do interview.

4. ANALYSIS:

• Brainstorm and create lists of dimensions, events of job behaviors

• The analyst looks for events that occur with some frequency, how often they occur and under what conditions the events occur.

• Create categories of these frequent events.

• List examples of effective and ineffective behavior for each dimension

5. INTERPRET:

• The analyst rate each incident according to its value to the company

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• Review results of a critical incident technique can be fed back into system to reduce or eliminate the cause of loss.

• The final and most important aspect is the evaluation, which will determine if the solution that was selected will solve the root cause of thecritical incident.

MOTIVATION IN EMPLOYEESAt GENERAL TYRE Ltd the employees have a motivation factor that is dominant over other factors.

They are motivated through different ways like

Fair job appraisal system.

Fair reward system & satisfaction of the employees.

Good environment for working conditions.

Job place is according to the convenience of employee.

After job starting they don’t transfer their employees.

REWARDS SYSTEM:

Policies on Reward system at GENERAL TYRE:

There is a list of policies regarding the reward system at GENERAL TYRE. It offers both kinds of rewards: Intrinsic and Extrinsic. Following are the main reward related policies:

SALARY

Objectives:

The purpose of this policy is to have salaries subject for review in January of each calendar year in the light of merit and inflation.

An employee, who is employed on a job with title and specifications, will receive compensation that is relevant to field experience matching with approved salary structure of his / her position.

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Policy Guidelines: The Company will pay salaries of the employees and all other amounts due to them during office hours and on the job site as follows:

All New Employees have to open bank accounts in specified banks prescribed by the Company so that their salary will be credited at the end of each month.

Upon termination of service (end of service), the employee will receive his / her salary within 15 working days up to the time of date of his / her last working day.

Upon resignation, the employee will be paid his / her dues during a maximum period of 15 working days from the date he / she left the job.

Salary Administration Program:

Salary Objective: The salary administration program is designed to meet the following

objectives:

1. Attract & retain the services of competent qualified employees.

2. Provide fair and equitable compensation to each employee and to ensure that the value of each job relative to all other jobs within the Company is established and maintained on a fair and equitable basis.

3. Provide annual performance appraisal for employees to improve their job performance and to encourage them to aspire for promotions to jobs with greater responsibilities i.e. fairly compensate employees based on individual accomplishments and annual performance appraisals.

4. Ensure that salaries are competitive and in line with salary levels that prevail in the industry.

5. Instill employee confidence in the Company’s compensation policies and practices.

Salary Outline:

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The “Basics” of the salary administration program can be summarized in the following manner;

o The VP Human Resources & Administration and the concerned Department Head will analyze each job classification.

o The HR Department determines an appropriate salary range in relation to similar jobs at other well respected companies (salary survey).

o The HR Department will analyze each job and assign a job code, hire rate, minimum, mid and maximum point rate. (Salary Structure)

o The HR Department will prepare the salary structure to be reviewed and approved by the Director & VP HR.

Salary Scale:

Each job is assigned a minimum salary, established according to the salary survey results, which specifies the minimum salary that may be paid to incumbents in each job.

Minimum through maximum scales is built on a system of mathematical calculations to allow for overlapping between levels as a result of salary, merit or promotional increase.

Setting Starting Salaries:

Objective: To ensure that each employee is given the starting salary of the title level in which

his / her position and experience fall. Also to ensure that consideration is given to past experience and qualifications when setting starting salaries

Factors to be put into consideration for setting salaries within the range determined by the departmental Head & the HR department

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The starting salary offered to new candidates by GENERAL TYRE will be dependent on two factors:

The particular job level for which the job offer is being made. The candidate’s education, experience, qualifications as compared to the minimum

qualifications required by the job specification and prevailing industry rates.

Salary Administration Procedures:

Human Resource Department: Prepare all documentations and their summary affecting salaries, and forward payroll section for processing that includes:

o Recruits, transfereeso Promotion and incrementso Allowances, bonuses and incentiveso Disciplineo Review the all documents affecting salaries.o Entry of all salaries based on Salary, allowances, deductions and commissions.

Besides there are other intrinsic and extrinsic awards that leads towards one objective only and that is: To compensate employee sufficiently so that he may be motivated and constitutes an integral part of Human resource of organization.

Other intrinsic and extrinsic rewards include:

Medical care

Life insurance

Vacations

Relocation

Credit advance policyprovident policy/advance against provident fund and acapping of gratuity

EOI

Recreation

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Club Policy Travel

Education assistance policy

Mobile phone

Business mobile phone policy

Official Blackberry Policy

Practices on Reward systems at

GENERAL TYRE:

Policies regarding the reward systems are practiced quite strictly at GENERAL TYRE. Employees are paid when they are supposed to pay. Other rewards are also fast but they are mostly tenure based rather than performance based.

In policies it is mentioned that the rewards are totally performance based. However, this policy is not that much followed strictly. Rewards are mostly determined by the organizational membership and seniority rather then by performance. Promotion is given on the basis of performance, as well as tenure.

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INTRODUCTION OF SHAKARGANJ FOODS

Shakarganj Food Products Limited (SFPL) is a subsidiary of Shakarganj Mills Limited – a pioneer in sugar business in Pakistan. At present, SFPL is producing a whole range of dairy products as well as fruit juice concentrates, and has a well-established and diverse procurement, sales and marketing network in the country.

With combined experience of over 40 years in the sugar and food industry, Shakarganj knows what it takes to deliver high-quality goods.

SFPL products include UHT milk, cream, flavoured milk, pure desi ghee, milk powder, and fruit concentrate of mango and orange/kinnow.

From HACCP certification, ISO 9000 and Kosher Certification, our products meet customer’s demand in every sense of the word. Shakarganj’s customers know exactly where its products are coming from and the suppliers know where their product is going.

The SFPL corporate office is located at Lahore, while the dairy and juice divisions are in Jaranwala and Chiniot respectively.

For the efforts undertaken towards the community, Shakarganj recieved the 2008 Intel-AIM Corporate Social Responsibility Award and was the first Pakistani company to receive this prestigious distinction." 

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MISSION & VISION

Shakarganj Food Products Limited strives to be among the leading companies in the food industry and is committed to manufacturing and selling consistent, high quality world class products.

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OBJECTIVE OF SHAKARGANJ FOODS

SFPL is a public limited company (unquoted) set up by the Crescent Group with the objective to diversify its business activities. The group has been conducting business in the region for over 100 years and has a varied industry portfolio in sugar, textile, steel and farming. Its head office is located atLahore, Pakistan while the production plants are in central Punjab - the main fruit growing and milk supplying region of the country.

The company is professionally run by experienced management. The CEO of the company is also the serving Chairman of the Pakistan Dairy Association. SFPL's human resource has a vast experience in the dairy and food industries. Continuous development and skill enhancement are an integral part of the employee development programme at Shakarganj. Shakarganj is working hand in hand with the Dairy Industry of Pakistan to improve milk productivity and animal health.

HR POLICIES:HR Policies are Friendly, conversant, flexible and congruent with business environment.

Policies are legally compliant with clearly expressed processes for timely revisions and a framework in place to foster employee adherence.

HR Information System:

Development of interactive web-site aligned with all HR sub-functions to facilitate

communication between employee and organization through dialogue boxes and speedy

availability of information.

Enhancing overall perception of HR, as with the help of HRIS the function of HR is

changing direction and heading towards Relationship Building, in this all the links are being

recreated and employees are given much more weight as compared to past.

HR PLANNING:

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HR planning’s purpose is to determine what HRM requirements exist for current & future supplies

& demands of workers. The organization ensures that they have the right number and kinds of

people at the right place; this task is accomplished by regular recruitment and selection,

performance evaluation, Promotions, Regular Training and development programs.

JOB DESCRIPTION

Company Name: SHAKARGANJ

Job Title: Assistant HR Manager

Job Code: 310-4

Salary: Rs.35000

Reporting Relationships:

Assistant HR manager reports to HR Manager, and then he reports to the HR Secretary. Then all

other HR people get information from the HR secretary.

Job Summary:

Manage the HR activities of the department. Plans and develops the systems and procedures for

recruiting. Supervises staff in accordance with company’s policies and procedures. Responsible for

coaching and training.

Job Duties:

HR manager’s major duties include assisting the HR activities, for instance if any recruiting

procedure needs to be implemented then the HR manager is responsible for it. HR manager in

SHAKARGANJ has to make some plans for assigning duties to the employees

Recruiting and staffing logistics;

Performance management and improvement tracking systems;

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Employee orientation, development, and training logistics and recordkeeping;

Assisting with employee relations;

Company-wide committee facilitation and participation;

Compensation and benefits administration and recordkeeping;

Employee safety, welfare, wellness, and health reporting; and

Employee services;

Maintaining employee files and the HR filing system;

Assisting with the day-to-day efficient operation of the HR office.

Company’s employee communication.

WORKING CONDTIONS:

Working conditions are normal for an office environment. Work may require occasional weekend

and/or evening work.

Performance Standards:

SHAKARGANJ expects from its employee’s specific performance expectations for each major duty

and also expects certain behaviors like friendliness, helpfulness, courtesy, and punctuality.

Job Specifications:

In SHAKARGANJ the minimum job requirement for a HR Manager is Master degree in HRM with

relevant work experience.

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RECRUITMENTSHAKARGANJ employs through both formal and informal ways of recruitment. Departments tell

their need to HR department. And then recruitment is done on the requirement by the project. All

candidates send their CV’s by post; they are then short listed and called. So those candidates then

report at the SHAKARGANJ from where they are sent to the Human Resource Department for

further interviews. But recently SHAKARGANJ has devised a new way of recruitment i.e. Online

Applications. They give Ads in leading newspaper and use some other mass media communication

channels and then receive applications and CV’s online. In this way huge paper work is reduced and

recruitment process is improved in terms of efficiency and convenience with the use of technology.

Sources of Recruitment

SHAKARGANJ uses both Internal and External Recruitment. But the priority is given to the internal if the employee has the capabilities, required by the management for working on that post. In Internal recruitment they ask for employee referrals. Any employee can refer any competent and potential person and if the referred person comes up to their expectations and hired and rewarded with a bonus. In External environment the company’s corporate Image matters a lot in a way that not only new candidates are attracted but also people who became a part of it in past.

Internal Methods

SHAKARGANJ usually prefers “Job Posting” in which employees from with in the organization are

preferred but if the organization feels that the employee is not competent enough then they go for

external methods. Such announcements are made through bulletin boards, memos and other

internal sources.

External Methods

SHAKARGANJ usually prefers advertising through newspapers and their official website for their

recruitment purposes. They give an open invitation to everyone to apply, so people who are interested

come and if they are capable enough they are hired. They don’t prefer any specific universities or

colleges to get the applicants, what matters are the potential talent and caliber of the person and his

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commitment to work. Last year a scheme is started in which a team of HR professionals visit

different colleges and universities to recruit fresh and passionate candidates.

STRATEGIES FOR RECRUITMENTThe recruitment process is likewise the same but minutely varies in the organization depending upon

the ranks. In recruitment SHAKARGANJ keeps certain things in front e.g.

What the person was getting (in terms of salary) prior to Shakarganj’s Job.

Whether the person is polished enough to adjust in their environment.

Whether he or she has the required technical skills or the required qualification for that

specific job.

In SHAKARGANJ they surely see qualifications but they prefer a person with required

skills, aptitudes, experience and capabilities.

SELECTIONIn SHAKARGANJ, selection Criteria is based on numerous factors such as education, health,

background and previous experience.

SELECTION PROCESS1. The Application

The employment application is candidate’s first chance to present his qualifications to the

Organization. As such, it is extremely critical for his/her continued participation in the examination

process. Before beginning, one has to review thoroughly what the Job Announcement specifies as

the requirements to qualify for the position. Candidate must meet these criteria to be considered for

the position; ensure that, otherwise candidate will be wasting his effort in completing the

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application. Most entries on the form are self-explanatory, but a few pointers on filling it out may

help

2. Written Exams:

Written exams are usually obtained from one of several test construction firms available to them.

These tests are designed to determine level of technical and/or analytical abilities associated with the

particular position for which candidate had applied. The test which is conducted in SHAKARGANJ

selection purpose is TEST OF COGNITIVE ABLITIES. This test is mostly taken from fresh

graduates. Whereas, some people are selected on the basis of experience.

3. Performance Exams:

Performance exams test ability to accomplish specific job-related tasks by providing the opportunity

to actually perform them. These tests are scheduled through the Human Resources Department

office, with notification in writing of the date, time, location and duration of the test. Instructions

will be given on the tasks to be completed and then asked to complete them. Individuals with

considerable relevant experience will conduct the evaluations. Safety, quality of work, adaptability,

performance under stress, etc. are evaluated.

4. Specialized Testing

Some positions will require specialized testing, such as technical skills, agility and communication

skills etc. These tests are scheduled just as like other tests.

5. The Panel Interview

The results of this component of the exam process will be used to determine if candidate should be

included on the List of Eligible Candidates forwarded to the hiring authority for consideration for a

departmental Selection Interview.

This portion of the examination is normally weighted 100% (or as indicated on the Job

Announcement). Typically, previous test results are used only to qualify you for participation in the

Panel Interview.

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The Panel is comprised of qualified individuals, which may or may not be employees of the City.

Normally, the panel will consist of three evaluators. These individuals will evaluate responses to a

variety of job-related questions over the scheduled time period.

6. The Selection Interview

Once the List of Eligible Candidates is established it is sent to the Department(s) that is hiring to fill

a current vacancy. The Department Head is responsible for setting up Selection Interviews. He/she

may interview anyone on the list, since all persons referred to the department are qualified. The

Department Head will be looking for the candidate with the best qualifications for their particular

position. The candidate selected to fill the vacancy will undergo a medical examination, drug screen,

background investigation, and a probationary period before attaining permanent employment status.

TRAINING & DEVELOPMENTSHAKARGANJ has trained and developed many of its senior and fast track managers and

supervisors. For lower and technical staff the organization have a complete training calendar for the

year, if organization thinks and feel that an employee requires training to update his knowledge

about the field, he just have to report the HR department and he will be listed for the next training

program.

On-the-job Training:

As compared to other competitive organizations the training program of SHAKARGANJ is quite

different. It provides full opportunity to its employee to develop themselves and also train them

according to the requirements of their job. In return they will be greatest asset for their organization.

The employee is being trained in many ways while they are on job.

External sources

These are formal training opportunities that SHAKARGANJ offers to employees either internally or

externally. A trainer, facilitator and/or subject matter expert are brought into the organization to

provide the training session or an employee are be sent to one of these learning opportunities during

work time. These training opportunities are provided in the form of seminars, classroom training

courses and workshops.

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PERFORMANCE APPRAISALThe jobs are evaluated on yearly basis under 360o method; the competent employees are

rewarded in shape of promotions, bonus, increments and annual holidays and promotion.

The results of an appraisal can be used to identify areas for further development of the

employee.

The organization also uses different questionnaires, which consist of numerous questions

about the behavior of the employee, and then on the basis of these answers personality of the

employee is judged.

When evaluation is made the unsatisfactory performers are given warning. The employee

after warning is put under observation, for some period of time and if the employees’

performance is still unsatisfied then are demoted or fired.

COMPENSATION & BENEFITSPromotion

Promotion is direct shift only to the next level from the current grade, the employee’s performance is

evaluated and if his performance is above average he is given promotion. SHAKARGANJ promotes

only those candidates who are experienced and eligible for that particular vacancy.

Increments

The company decides at the end of the financial year, according to its financial condition, whether

increments should be given or not.

Free transport

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SHAKARGANJ provide free transport to local employee.

Medical facility

SHAKARGANJ provide free medical facility to workers depending upon the position/rank of the

employee.

House loans:

They give the facility of house loan only to deserving individual. The loan approval depends upon

the post of the employee.

Overtime payment:

Overtime payment is pay for only those workers who are working more than their working hours

mostly overtime payment is given to low level staff.

CONCLUSION

To conclude General Tyre has a strong HR system. That is the reason we didn’t found much discrepancies in what management says, what policies state and what employees say. 90 % of the times they were same. There are some minor discrepancies but they are adjustable with little effort.

Shakarganj a name of standard and quality product. Shakarganj is stressing more on its

short term planning strategies to make its image good enough in the world community. And

is stressing more on the customer services and health and nutrition factors. It has a strong

management to keep the Shakarganj on the height of professionalism and commitment to

quality. Management functions have a strong impact in the Shakarganj. The management of

the Shakarganj does not compromise on the quality and the values to be followed. This way

the company is prospering by accelerating its functions in a well mannered way.

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