hrm report strategic goals of pak suzuki motor co. ltd

7/21/2019 HRM Report Strategic Goals of Pak Suzuki Motor Co. Ltd

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HUMAN RESOURCE MANAGEMENT PAK SUZUKI MOTOR (PVT) LTD

HUMAN RESOURCE MANAGEMENT

REPORTON PAK SUZUKI MOTOR (PVT) LTD

Prepared for__________________________

In!r"#!or$ In!rod"#!%on !o HRM

Prepared &'$MUADDAS ISRAR (

Dated:_________________

PAGE 1 OF 26




ACKNOWLEDGEMENT

Firstly I would like to thank ALMIGHT ALLAH for giving me the

opportunity and resources to be able to do something productive with my

life. Without His blessings I would not have been able to come as far as I

have.

!hen my sincere thanks to my respected course instructor __________________ for valuable guidance in human resource

management practices owing to her immense e"pertise and related

e"perience in the study.

T*an+

PAGE 2 OF 26




Ta&,e of Con!en!EXECUTIVE SUMMARY.................................................4

INTRODUCTION...............................................................5

#$%&'() %I*+,!$(+,:..............................-

I,I$(........................................................./

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,$*4!I$(, WI!H ,!1$(2 #4,!$%+1 #'1+.........../

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6. , !1I+ !$ %'17+! '*4+ &'#7+D +HI#*+,

!H'! %++! #4,!$%+1,5 +8&+#!'!I$(,................/

H4%'( 1+,$41#+ DII,I$( '! &'7 ,4347I.9

VALUES..................................................................9 HRD FUNCTIONS.................................................9

POLICIES & PROCEDURES..............................10

ORGANIZATION & REPORTING STRUCTURE OF

HRD......................................................................11

FUNCTIONS / SERVICES PERFORMED......... .12

&*'((I(2.................................................6

1+#14I!%+(! &1$#+,,............................6;

RECRUITMENT POLICY....................................15

TEMPORARY, CASUAL OR CONTRACTUAL BASIS

................................ Error! Bookmark not defined.

MANAGEMENT TRAINEES / PROBATIONARY

OFFICERS...........................................................15

RECRUITMENT PROCEDURES.................... ....1

IDENTIFYING, !HEN TO RECRUIT"........ ..... .1

E#ISTING VACANCY / NE! POSITIONS..........1

UNDERTA$ING A %OB ANALYSIS.....................1

,+*+#!I$(................................................69

THE MERIT PRINCIPLE....................................1'

SELECTION COMMITTEE.................................1'

STRATEGIC GOALS OF TRAINING DEVELOPMENT

.............................................................................................1!

I(!1$D4#!I$(.........................................69

&$*I#).......................................................6<

&1$#+D41+,............................................6<

MEASUREMENT EVALUATION METHOD..........2"

I(!1$D4#!I$(.........................................=>

#$%&+(,'!I(2 +%&*$)++,.....................=6

PROMOTIONS.....................................................21

INCREMENTS......................................................21

ALLO!ANCES.....................................................21

#H'**+(2+, F$1 &'7 ,4347I %$!$15, H1D..................................................................=6

1+#$%%+(D'!I$(,:................................==

CONCLUSION.................................................................22

#I#LOGRAPHY...............................................................2$

PAGE $ OF 26




E-ECUTIVE SUMMAR

' famous adage is: “Everything is in a state of ux ? so this is very true and

for that whether it5s an individual or an organi@ation should keep on developing

itself A keep on planning for new goals A its strategies. In getting the target

problems always arises. &roblems are to crop up continuously and opportunity

for improvements always e"ists and if they are left unaddressed they get

worse and become plague for everyone especially for organi@ations in which a

host of individuals works for mutual beneBt. ,o tackling with the problems or

being proactive to them or to sei@e the opportunity for improvements makes the

organi@ation pull oC its goals proBciently.

!he pace of change in the global business environment is moving at ever

increasing rate. !he globali@ation of markets and the surge in information

technology has e"pedited the business process at an unimaginable scale.

In order to achieve the targets planning should be done properly. In this report

the planning strategies A procedures of Human 1esource Department of &ak

,u@uki %otor is discussed. !he main function of any H1 department is to cope

with strategies of the business A to make sure the e"ecution of policies A

strategies.

H1 department performs many functions but the planning policies A strategies

for achieving goals of department like recruitment performance management

training A development of employees etc are being discussed.

DiCerent kinds of compensation packages oCered by organi@ations are also

discussed. ision mission A long term obEectives of human resource

department are discussed deeply. !he report is concluded by few

recommendations.

PAGE 4 OF 26




INTRODUCTION

&ak ,u@uki %otor #ompany *imited &,%#*G is public limited company with itsshares uoted on ,tock +"changes in &akistan. !he #ompany was formed in'ugust 6<9 in accordance with the terms of a Eoint venture agreement

between &akistan 'utomobile #orporation *imited representing 2overnment of &akistanG and ,u@uki %otor #orporation ,%#G Japan. !he #ompany startedcommercial production in January 6<9 with the primary obEective of progressive manufacturing assembling and marketing of #ars &ickups ansand " vehicles in &akistan. !he #ompany5s long term plans interaliaincludes tapping of e"port markets.

!he foundation stone laying ceremony of the #ompany5s e"isting plant locatedat 0in Kasim was performed in early 6<9< by the &rime %inister then in oLce.0y early 6<<> on completion of Brst phase of this plant inhouse assembly of all the ,u@uki engines started. In 6<<= the plant was completed and productionof the %argalla #ar commenced. &resently the entire range of ,u@uki productscurrently marketed in &akistan is being produced at this plant. 4nder the2overnment5s privati@ation policy the #ompany was privati@ed and placedunder the Japanese management in ,eptember 6<<=. 't the time of privati@ation ,%# increased its euity from =;M to >M. ,ubseuently ,%#progressively increased its euity to /.><M by purchasing remaining sharesfrom &'#$.

PAGE 5 OF 26




PAGE 6 OF 26




COMPAN MILESTONES$

./01 ,u@uki %otor #orporation Japan started assembly of " vehicleat (aya Daur %otor.

./02 'ssembly of &ickup started at 'wami 'utos *td.

./23 Joint enture agreement was signed between ,u@uki %otor#orporationJapan and &akistan 'utomobile #orporation to set up&ak ,u@uki %otor #o.*ocally assembled ,u@uki 9>>cc F8G car launched.

./24 &ak ,u@uki as a public *imited #ompany incorporated. Industrial#ollaboration 'greement e"ecuted with ,%# Japan.

./25 #ommercial operations were started with production of ,u@uki F8.

./21 %r. $samu ,u@uki #hairman ,%# was awarded ,itarae &akistanby the 2overnment of &akistan.

!he #ompany was listed on ,tock +"changes of &akistan.

./22 9>>cc 'lto now called %ehran and 6>>>cc ,wift car later oncalled 7hyber were introduced through local manufacturing.

./2/ Foundation stone of &,%#* 0in Kasim &lant was laid by the then&rime %inister of &akistan shaheed mohtarma 0ena@ir 0hutto.

.//3 (ew &lant was commissioned with the &roduction of %argalla.

.//6 !he #ompany setup waste water treatment plant to control+nvironmental &ollution.

.//0 +"ports of 1avi &ickups to (epal N 0angladesh commenced.

.//2 6>>cc #ar 0aleno was introduced replacing %argalla.

3777 6>>>cc #ars #ultus A 'lto were introduced.

377. #(2 version of %ehran 0olan and 1avi were launched.

3773 #(2 version of 0aleno 'lto and #ultus were launched.

3775 (ew &lastic InEection %olding ,hop commenced &roduction.

3771 #ompletion of First &hase of #apacity +"pansion to 9>>>>

vehicles per year.

3776 ,econd phase of capacity e"pansion of up to 6=>>>> vehicles

PAGE % OF 26




was completed.&roduction of locally manufactured *iana #ar.

3770 !he !hird &hase of e"pansion to 6;>>>> vehicles per year wascompleted.

=nd Waste Water !reatment &lant was installed&roduction of =;>>>>th #(2 vehicle.%erger of ,u@uki %otorcycle &akistan *imited into &ak ,u@uki%otor #ompany *imited.

3772 &ak ,u@uki #ompleted =; )ears of operations.

377/ 6 %illionth ehicle produced.

37.7 6>>cc #ar ,u@uki ,wift was launched.

9>>cc ,u@uki #argo an was introduced&roduction of ;>>>>>th #(2 vehicle.

37.. Inauguration of new motorcycle manufacturing plant at 0inKasim.

37.3 'utomatic version of ,u@uki ,wift 6>>cc was introduced.(ew ,u@uki %otorcycle O1aider 66>cc? was launched replacingO,hogan?.#omplete range of ,u@uki products was upgraded to +uro IItechnology

VISION

!o be recogni@ed as a leading organi@ation that values #ustomers5 needs andprovides motoring solutions with strong customer care.

MISSION

6. ,trive to market value packed vehicles that meet customers5e"pectations.

=. &rovide a platform where our stakeholders passionately contribute investand e"cel.

. %ake valuable contribution to ,ocial development of &akistan.

INTEGRATED MANAGEMENT POLIC &ak ,u@uki is built on the idea of a responsible corporate citi@enship therebymanaging uality environmental safety A occupational health matters as anintegral part of our business. In fulBlling this responsibility &ak ,u@uki adheres tothe following fundamental principles.

PAGE ! OF 26




.8 We are committed to provide top uality products at competitive price tothe satisfaction and reuirement of our customers.

38 We conduct our operations in compliance with applicable environmentaloccupational health A safety laws and regulations. +ven where e"isting

laws A regulations are not adeuate we undertake to operate in aresponsible manner by assuring the H,A+ integrity of our processes andfacilities.

48 We recogni@e the interrelationship between energy and the environmentand we promote the eLcient use of energy throughout our system.

58 We ensure safe disposal of waste generated from our facility and willminimi@e the discharge of waste materials into the environment byutili@ing responsible pollution control practices.

;. We will continuously seek opportunities to improve our adherence tothese principles.

CORE VALUES

P #ustomer FocusP IntegrityP !eamworkP #reativityP %eritocracyP Humility

PAK SUZUKI 9OARD O: DIRECTORS

6 H%rof";% Na<aoC*a%r;an=C*%ef E>e#"!%?e

= Sa!o*% Ina D%re#!or

H%de+a@" Terada D%re#!or

Ken%#*% A'"+aa D%re#!or

; Ba;%, A*;ed D%re#!or

- M";!a@ A8 S*a%+* D%re#!or

/ a@%r A,% K*oa D%re#!or

HUMAN RESOURCE DIVISION AT PAK SUZUKI8Human resource is the most important A critical weapon of any organi@ation in

achieving its targets or obEectives. 's the new A modern studies are done on

the reason of the success of any organi@ation it5s always its workforce A then

the strategies A planning comes. In today5s highly dynamic ever changing A

PAGE & OF 26




competitive environment besides other factors it5s the work force or employee5s

competencies which helps an organi@ation to gain a competitive advantage

over other organi@ation.

If a Brm5s competitiveness depends on its employees then the businessfunction responsible for acuiring training appraising A compensating those

employees. !he notion of employees as competitive advantage has therefore

led the linkage of human resource management with strategic goals A

obEectives in order to improve business performance A develop organi@ation

cultures that foster innovation A creativity. !op management along with H1

personnel crafts the company5s business strategy. !hat strategy then provides

the framework that guides the design of speciBc H1 activities such as recruiting

A training. !his should produce the employee competencies A behavior that in

turn should help the business implement its business strategy A reali@e its goals

.H1 strategies are the courses of action H1 uses to help the company achieve

its strategic aims.

+ven the mission of the 'utomobile sector says that they want to improve the

uality of human resource which depicts the value it gives to its most valuable

resource i.e. its work force or human resource. Human 1esource Department in

the automobile industries is performing number of Eobs related to the

development of employees which eventually results in the development or

progression of organi@ation. Human resources department of organi@ation has

become the most important element of success of any organi@ation. Human

resource personnel use to design strategies from an individual level till

organi@ational level. H1 department has to balance two primary responsibilities

%8e8 of &e%n< a !ra!e<%# &"%ne par!ner F e#ond,' repreen!a!%?e of

e;p,o'ee8 In order to gain competitive advantage H1 have to design certain

strategies that can retain best staC but being a strategic business partner it

also has to support business strategy.

VALUES

!he H1 team values:

UALIT SERVICE (SERVICE E-CELLENCE) that is responsive courteous

supportive and accurate.

PAGE 1" OF 26




DIVERSIT fostering appreciation of diversity and having a welcoming

inclusive and cooperative environment for everyone and unity among all

staC at diCerent levels.

TEAMORK cooperation and collaboration among all staC members of H1and with other members of the organi@ation.

TECHNOLOG enhancements that improve operations and staC services.

A9ILIT to anticipate embrace and manage change.

HRD :UNCTIONS

H1D Functions are being performed under two sections as under:

SECTION I

1ecruitment

1esignation N 1etirement N !ermination

*eave 1ecord

,taC 1ecord

,taC Finances

Internship

Disciplinary 'ctions

+mployees Data and 1eporting

!'ND'

!ransfers and &ostings

#onBrmation of +mployees

Implementation of *abour *aws

Hiring from private agencies

,taC 2roup N Hospitali@ation

SECTION II

&olicies

!raining and Development

$nline Q &ayroll

&erformance %anagement

#ompensation %anagement

Increment and &romotions

H1 computeri@ed Database

PAGE 11 OF 26




&robationary $LcersN%anagement trainee scheme

,ervice 1ules and 1egulationsN %anual

&rocedures and Implementations

Job Descriptions ,uccession &lanning

&ersonnel 0udget A H1D 0udget

%atters related to ,taC !raining #entre

POLICIES F PROCEDURES

!he H1 policies and procedures presented below have been framed by oLcials

keeping in mind a number of long term obEectives including the following:

• Develop the highest caliber people in the right number.

• +nsure corporate culture fostering strong working relationships

competitiveness amongst the employees of &ak ,u@uki.

• &rovide a working environment conducive to professional development of

employees and providing them with opportunities to build a longterm

career in the 'utomobile sector.

• 'ssist in development of positive attitude and opinion of employees

towards management.

ORGANIZATION F REPORTING STRUCTURE O: HRD

#urrently all the activities related to Human 1esources including the payroll

preparation is handled by the H1D of &ak ,u@uki organ gram for H1D is

generic in nature and may vary depending upon branch si@e and personnel it

staCs. '& I A '& II perform following functions:

INCHARGE HR OPERATIONS

&ersonnel 'dministration

• *eave record

• ,taC record

•

Increments and promotions• #ompensation management

INCHARGE HR POLIC

PAGE 12 OF 26




• &olicies

• Disciplinary actions

INCHARGE HR RECRUITMENT

• 1ecruitment

• Internship

INCHARGE HR TRAINING F DEVELOPMENT

• &erformance management

• !raining and development

INCHARGE HR SALAR F COMPENSATION

• ,taC Bnances

• +mployees Data

• +mployees Data

• !' N D'

:UNCTIONS = SERVICES PER:ORMED

!he H1D of the automobile sectors performs following function A services:• ,upports the H1 needs and its constituents.

• &romotes organi@ational vitality through eCective and eLcient

administration of the organi@ations H1 functions.

• Works to maintain an environment which encourages all employees to

achieve their professional goals aspirations and highest potential as they

work toward achieving the automobile5s mission and their departmentRs

goals.

• ,upports the continued growth and development of most valuable

resource its &+$&*+.

• $ther services included within the ambit of H1D are but not limited to:

• Formulation updating revision of various H1 policies rules and other

regulations.

• ,taC training and development.

• &erformance management.

• %anagement of ,taC beneBts as per rules.

PAGE 1$ OF 26




• $nline payroll.

• Database %I,.

• &erformance based rewards polices.

• #ompensation management and maintenance of leave record

• ,upply of trained professional highly motivated men power

GENERAL RESPONSI9ILITIES

!he H1D has speciBc responsibilities in the following areas:

RECRUITMENT F EMPLOMENT

!he H1D is responsible for initiating and maintaining an employment process.

!he recruitment and employment functions of the H1D include:

• 'ccepting reuests from all oLces and departments of the company for

assistance in employing staC personnel both supervisory and non

supervisory.

•

1ecruiting and interviewing applicants for administrative classiBed andother staC positions

• 1eferring employable applicants to reuesting oLces and departments

• &rocessing new staC employees who have been accepted for positions

with the &ak ,u@uki %otor &vtG *td.

PERSONNEL POLICIES F PROCEDURES

!he H1D is responsible for the formulation of new or revised H1 policies and

procedures within the scope of e"isting statutes and regulations.

BO9 CLASSI:ICATION ADMINISTRATION

!he H1D is responsible for the development and maintenance of the

organi@ation5s &ay &lan. It will monitor classiBcation and compensation of

positions in order to ensure standardi@ation and consistency in the system.

EMPLOEE RELATIONS

PAGE 14 OF 26




It is the responsibility of the H1D to promote positive relations among all

employees and to help individuals learn to work together to solve problems and

improve the uality of the work environment.

STA:: DEVELOPMENT PROGRAM

!he H1D is responsible for the development and maintenance of procedures for

evaluating the performance of staC members. It assists other departments of

the &ak ,u@uki %otor in the evaluation process particularly in encouraging

standardi@ation of appraisal areas and uniformity of interpretationS investigating

the relation of such appraisals to wage and salary administrationS and

submitting appropriate recommendations.

PERSONNEL RECORDS

!he H1D is responsible for the development and maintenance of a centrali@ed

personnel records Ble. 'll reuests from outside sources for employee

information employee reference checks and veriBcation of employment are the

direct responsibilities of the H1D.

TRAINING F DEVELOPMENT OPPORTUNITIESIt is the responsibility of the H1D to provide progressive !raining and

Development opportunities that increase personal and professional skills

support the automobile sector mission assist departments with speciBc training

needs and promote life long learning for staC.

STRATEGIC PLANNING O: HR DEPARTMENT8

%anagers irrespective of any department have to perform Bve common

functions that complete Omanagement process? i.e.

PLANNING$ establishing goals A standards developing rules A procedures

developing plans A fore casting

ORGANIZING$ 2iving each individual a speciBc task Sestablishing

departmentsS delegating authority to subordinatesS establishing channels of

authority A communicationS coordinating the work of subordinates.

STA::ING$ determining what type of people should be hiredS recruiting

perspective employeesS selecting employeeS setting performance standards

PAGE 15 OF 26




compensating employees evaluating performance counseling employees

training A development of employees.

LEADING$ getting others to get the Eob doneS maintaining the moraleS

motivating subordinatesCONTROLLING$ setting standards such as sales uotas uality standards or

production levelsS checking to see how actual performance compares with these

standardS taking corrective action as needed.

0esides theseS decision making is the essence of manager5s task. His every

action is the step to make a decision.

PLANNING

!op management set the standards for the divisions A then leaves the rest over

the managers to achieve them. 'fter getting the targets managers along with

his or her team Bnd out the ways to achieve the target make strategiesG human

resource department of automobile industries similarly after knowing their

targets work out together to achieve it. H1 department is basically a facilitator

on both the sides i.e. organi@ation A employees. It pans !re"ruits! see"ts!

"o#pensate! #otivate! train $ #aintain the work uality through appraisal

for an organi@ation so that its work force give their full eCorts to achieve the

targets of the company A help it achieve the competitive advantage over other.

$n the other hand they solve matters of employees compensate them. &roper

H1 department in any organi@ation is a sign of valuing human resources in that

organi@ation.

RECRUITMENT PROCESS

!he automobile sector5s goal in recruitment and selection is to hire and retain

the most ualiBed individuals. 1ecruitments may be made either by direct

recruitment or by promotion therefore %anagers N Divisional Heads are

encouraged to Brst consider employees from within their department.

If the position remains unBlled after internal research the H1D assists

departments by coordinating all aspects of the employment process to present

departments reuesting such recruitments with ualiBed applicants from a

variety of sources to the organi@ation. !he recruitment process application

PAGE 16 OF 26




review reference and background checking and the selection and hiring

processes are subEect to pertinent Federal and &rovincial laws and regulations.

#andidates for recruitment must be &akistani #iti@ens and will be reuired to

declare their domiciles at the time of Eoining their duties with the organi@ation.+mployment decisions are based on the reuired standard of the post N vacancy

ualiBcations and are made without regard to race color ethnic origin and se".

RECRUITMENT POLIC

!he policy is mainly in four G parts:

• 'naly@ing the need for recruitment

• 'dvertising

• Interviewing

• ,election

1esponsibility for the oversight of all recruitment activity and the management

of related processes including the option to employ e"ternal agency services

resides with the Divisional Head of H1D or any other competent authority. !he

competent authority in accordance with the policy laid down by the 0oard of

Directors shall make all recruitments of employees.

MANAGEMENT TRAINEES = PRO9ATIONAR O::ICERS' person selected as %anagement !rainee or &robationary $Lcer under

%anagement N &robationary $Lcers ,chemeG shall be governed by the terms

and conditions of his N her letter of oCer for appointment. 'uthority in

accordance with the policy laid down by the 0oard of Directors shall make all

recruitments of employees. #ontracts can be renewed N e"tended at the sole

discretion of the #ompetent 'uthority.

RECRUITMENT PROCEDURES

1ecruitment into the &ak ,u@uki is the establishment of an employer N employee

relationship and this process can be divided into the following procedures:

• Identifying When to 1ecruit

•

4ndertaking ' Job 'nalysis i.e. reviewing the position

• 'dvertisement if necessary

• ,electionPAGE 1% OF 26




• 1eview of 'pplications and 1esumes

• ,election of 'pplicants for Interview ,hort *istingG

• Interviewing of 'pplicants

• 0ackground and 1eference #hecks

• ,election recommendation

• 'pproving recommendations

• &reemployment physical e"aminations

• 1ecord 1etention

• #onBdentiality

IDENTI:INGJ HEN TO RECRUIT0efore beginning the recruitment process H1D will enuire from the concerned

%anager N Divisional Head and consider the following uestions:

• Is the work essential for the operation of the speciBc area of the

organi@ation or could it ceaseT

• #ould other staC in the automobile sector undertake the work or some of

the dutiesT

• What would be the best way to structure the workT

• What are the budget N Bnancial implications of recruitingT

E-ISTING VACANC = NE POSITIONS

Whether Blling an e"isting vacancy or creating a new position the %anager

NDivisional Head needs to consider:

What knowledge skills and abilities are reuired to perform the positionT

What type of attributes would be best suited to the positionT

Would it be possible N appropriate to Bll the position through

redeploymentT Internal temporary transferT

Does the position have to be advertisedT 'nd if so:

o What advertising strategy will attract the best possible applicantsT

o ,hould the position be advertised internally or e"ternallyT

o Where is the most appropriate place to advertiseT

o (ewspapers N publications or maga@inesG

PAGE 1! OF 26




• Focuses on the skills e"perience ualiBcations and abilities that are

genuinely reuired for acceptable performance in the position.

• Do not contain reuirements that would unfairly discriminate directly or

indirectly against any person or group.

THE MERIT PRINCIPLE

!he H1D is committed to the principle of selection on the basis of merit

whereby the best available applicant will be appointed to any advertised N

unadvertised position. ,election on the basis of merit refers to the relationship

between an applicantRs Eobs related ualities and those genuinely reuired for

performance in a particular position. Job reuirements are identiBed through an

analysis of the Eob and are translated into selection criteria. !he focus of a

merit selection process is on what the applicants possess by way of skills

e"perience ualiBcations and abilities that are reuired to achieve the

outcomes e"pected from eCective Eob performance.

SELECTION COMMITTEE

' selection committee approved by the 0oard of Directors will be constituted for

all the recommendations. !he purpose of a selection committee is to assess the

comparative merit of each applicant and to recommend for appointment the

best person for the Eob. !he deliberations of the selection committee should at

all times be remained conBdential.

STRATEGIC GOALS O: TRAINING FDEVELOPMENT

INTRODUCTION !he &ak ,u@uki %otor is committed to optimi@e opportunities for all the staC to

improve their levels of skills and knowledge by enhancing their eLciency and

competency levels uality of workplace and productivity through eCective

training and development.

!he development of staC is a Eoint responsibility shared by individual staC

members. !he need based targeted training in this regard plays an important

PAGE 2" OF 26




role in ma"imi@ing the eCective operations and is therefore seen as an integral

part of management development.

POLIC +mployees of the automobile sector will be assessed before being nominated to

attend any training program sponsored by the higher companies. !raining will

be provided to all the employees wherever and whenever reuired keeping in

view the following points:

• !o provide and enhance knowledge and skills in their present Eob function.

• !o prepare the employees for other Eob functions so that they may

perform eCectively in diCerent Eob functions.• !raining may be based upon identiBcation of the gaps between

reuirements and actual competencies to arrive at the training needs to

close the gaps.

• !raining will comprise functional and speciali@ed training to enable

employees to perform more eCectively in their present Eobs and to groom

employees for future promotions.

• !he H1D will be responsible to organi@e training programs. H1D will workclosely with Divisional Heads N 1egional #hiefs.

• !he H1D will keep itself updated about the availability of uality !raining

#ourses in the market.

• !raining courses will be conducted inhouse or may be outsourced as per

the reuirement. However eCorts must be made to conduct inhouse

training courses.

PROCEDURES !he speciBed procedures are described below:

• 't least once in a year in JanuaryG H1D will conduct a V!raining (eed

'ssessmentV !('G of all the employees of the &ak ,u@uki %otor through

their respective %anager N 1egional #hief N Divisional Head.

• !(' will be conducted through a prescribed format for standardi@ation.

!his form will have to be completed by the respective %anager NDivisional Head N 1egional #hief in respect of the employees posted at the

0ranch N Division N$Lce.

PAGE 21 OF 26




• H1D will identify available resources methods or approved institutions

capable of fulBlling the training needs of the organi@ation5s employees.

• +mphasis will be made to arrange N conduct the reuired training program

at the &ak ,u@uki %otor. However if reuired and found feasible coursewill be outsourced to a reputable training institute.

• In cases where a training program is available from e"ternal sources

which can be beneBcial and useful for the employees of the organi@ation

H1D will obtain recommendations from the 1egional chiefs N Divisional

Heads for the nominations of their concerned staC for such course.

&reference will be given to those employees whose Eob functions are

related to the topic of the course. However nominations can also bemade to provide training to the employees for future reallocation on

assignments.

• &rior approval for the outsourced training program or outsource

facilitator N trainer will be obtained from the &resident of the &ak ,u@uki

%otor. However where training courses N programs have to be arranged

at very short notice a post fact

• 'pproval will be obtained from the &resident N #ompetent 'uthorities.

• 'fter the conclusion of the training program H1D will obtain a report on

the training e"perience from the employees who participated in the

training program through a V#ourse +valuation FormV #+FG.

• !he copies of #+F will be sent to the concerned Divisional Head N 1egional

#hief N %anager for their review and necessary action.

• ' database of training courses attended by the employees will be

maintained by the H1D.

MEASUREMENT F EVALUATION METHOD

INTRODUCTION

!hese procedures are to be applied in the management of all the categories of

the &ak ,u@uki %otor5s staC. !he H1D is committed to ensuring that fair and

eCective systems e"ist for managing unsatisfactory work performance andallegations of unacceptable conduct or workplace behaviors.

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!he following procedures are intended to assist staC members responsible for

the supervision of staC when faced with handling unsatisfactory work

performance or conduct in the workplace and to provide guidance in taking

appropriate action.

!hey are also intended to provide staC members whose work performance or

conduct is identiBed as unsatisfactory with a clear understanding of the

associated process.

COMPENSATING EMPLOEES

In order to retain their staC H1 Department has number of ways to compensate

their permanent staC like following:

PROMOTIONS

!o be considered for promotion an applicant must be permanently employed in

the organi@ation. ' promotion shall refer to the advancement of a currently

employed person to another personNrank with a higher level A salary range.

!he salary of a person who is hired or advanced to a higher pay grade through

promotion reclassiBcation or classiBcation regarded shall be established within

the range of the assigned pay grade as per B"ation rules.

!he performance of every employee shall be assessed at least once each year

according to the performance appraisal procedure laid down.

INCREMENTS

'nnual salary increment is eCectively linked to the performance of the

employee. ' certain amount of salary increment is given to all employees to

enable them to cope with national inUationary trends. However additional

increments are awarded in recognition of an individual5s eCectivenessS

accomplishment competence A superior performance in hisNher Eob assignment

A serve as an incentive for greater achievement.

ALLOANCES

Following allowances are forwarded to employees:HOUSE RENT ALLOANCE$ 'll permanentNregular employees will be allowed

House 1ent 'llowance ;M of the basic pay.

PAGE 2$ OF 26




CONVEANCE ALLOANCE$ no conveyance allowance is for oLcers of level

& A above but the oLcers up to the level of '& enEoy it at currently decided

by &resident.

UTILITIES ALLOANCE$ all permanentN1egular employees are entitled toallowance 6>M of basic pay.

MEDICAL ALLOANCE$ the rates oC allowance are diCerent from level to

level.

CHALLENGES :OR PAK SUZUKI MOTORS HRD

&ak ,u@uki %otor H1D has following challenges which needs to be catered to

streamline the business activities:

• (eed for workload balance.

• (eed for the proper allocation of the Human 1esource.

• (eed to address perceived ineualities

• (eed for more delegation.

• (eed to identify drawbacks A obstacles

• *eadership skills to motivate staC

• (eed to mentor and develop staC.

• &re A post retiring staC A their work allocation issue

RECOMMENDATIONS$

!he following are the recommendation which needs to be implemented in &ak

,u@uki %otor5s H1D:

•

Human resource department should focus on Work as well as &eopledimensions.

• !hey should work for the ,ervices which are rendering to their customers

and the processes technology which are being used for this.

• Job 'nalysis A 1edesigning conduct should be more energetic and

sophisticated in order to cater the induction of “Mr% & Ms% 'ight(

• H1D should work for +mployee +mpowerment.

• H1D should develop and maintain the Kuality #ircles in order to have

best performance monitoring and evaluation for the employees and

organi@ationPAGE 24 OF 26




• 2roup A !eam 0uilding would also help H1D to get the betters results for

the organi@ation rather than working on individual basis

• H1D should also develop the phenomenon of $pen *ines of

#ommunication.• 0eneBts A #ompensation should be well deBned and drafted so there

would be no Eustice with anyone.

• Intrinsic A +"trinsic 1ewards should also be awarded to encourage the

staC5s performance.

CONCLUSION$rgani@ation survives A prospers if only they planned well. &lanning of H1

division directly or indirectly depends upon the strategies of organi@ation

because H1 plays a role as a Obusiness strategy partner? whose task is to make

sure the implementation of the business strategies policies A procedures in the

company.

In order to implement the business plans the recruitment process is mainly

eCects H1 department has to make sure that human resource is available

adeuately to carry out those strategies. !he technology factor is not been used

as a recruiting techniue the implementation of H1I, Human 1esource

Information ,ystemG A internet recruiting can make task easy to e"plore new

talents. 's mostly recruitment is done through internal hiring or through

advertisement in newspaper or agencies.

In order to make sure that the staC is completely euipped with latest skills A

knowledge training programs should be arranged more freuently. !he problem

of integration between diCerent departments must be solved by arrangingemployee5s picnic or party annually of semiannually which will promote informal

relationship between employees A will also rela" them.

In the end &ak ,u@uki %otor in order to reach at the heights of success it has

planned such goals which are achievable for the employees because

unachievable goals and targets will demotivate employees A result in

frustration and low performance.

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9I9LOGRAPH

SECONDAR DATA GATHERING

• [email protected]• #onsultation with Human 1esource Development 0ook A #lass

lecture (otes.

hrm report strategic goals of pak suzuki motor co. ltd

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