uncomplete jj tnd

8/6/2019 Uncomplete JJ TnD

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PART (A)

JUNAID JAMSHED COMPANYINTRODUCTION:

In a short time span of 5 years, Junaid Jamshed has built a name and goodwill in the

market as a fashion designer wear outlet for men and women with a unique range of products.

Junaid Jamshed helps people build an elegant image that is in sync with their cultural and social

values. The distinct core values of J. define the company, its products and its customers; whether

internal or external. J. identifies strongly with indigenous cultural values and traditional ethos

produced in its products with sophistication. Dying crafts from centuries past like gota and block print are being revived at J. to present a glorious local heritage to the world in an aesthetic

package. Junaid Jamshed (Pvt) Ltd also launched discount cards.

MISSION:

J. has its eyes firmly on expanding to various cities nationally and internationally as wellas diversifying its product range in line with market trends to become a complete fashion stop for

its clientele. In the coming years, God willing, J. will be a market leader in manufacturing andretailing Pakistani specialist designer wear across the world.

PRODUCTS:

J. has been successful in introducing and popularizing formal and casualPakistani wear for men specially.

Bags Footwear J.Kids

The range of its exclusive products include formal kurtas, shalwar kameez, kurtis,hand woven kurtas and chappals for men and the entire wedding package for the

groom including the traditional sherwanis, turbans and khussas made in exquisitecuts and highlighting the fine art of eastern embroidery.

J. offers an exclusive line for women as well. Naerang or the µcolors for women¶is an impressive range of vibrant hand woven, block printed, screen printed and

Lawn fabric printed in vivacious colors, as well as trendy kurtis and traditional



HAJJ AND UMARA:

JJ Travels (Kurta Pvt) Ltd. A prestigious name added to the Travel Trade. As a trend

setter in fashion designing, Junaid Jamshed is committed to live up to your expectation by providing the high quality service in all travel related field. We, at JJ Travels (Pvt) Ltd. resolve

to make your Travel, Hassle free, be it an Official/Business trip or a Leisure one. A prestigious

name added to the Travel Trade. As a trend setter in fashion designing, Junaid Jamshed is

committed to live up to your expectation by providing the high quality service in all travel

related field.

PART (B)HRM STRATEGY:

An HRM strategy pertains to the means as to how to implement the specific functions of

Human Resource Management. An organization's HR function may possess recruitment andselection policies, disciplinary procedures, reward/recognition policies, an HR plan, or learning

and development policies; however all of these functional areas of HRM need to be aligned andcorrelated, in order to correspond with the overall business strategy. This is considered in simple

terms 'Staffing.'It is putting a policy in place for the following areas:

R ecruitment:How do you recruit the best employees?

How do we perform interviews? (standardized/subjective)Where do we post? (Ask current employees, job boards, headhunter, etc)What criteria do we establish? (Random drug screens, personality tests, etc)

R etain:

How do we keep the best employees?

Termination: How do terminate poor employees?How do we 'learn from' good employees leaving?

An HRM strategy typically consists of the following factors:-

y "Best fit" and " best practice" - meaning that there is correlation between the HRM strategy andthe overall corporate strategy. As HRM as a field seeks to manage human resources in order to

achieve properly organizational goals, an organization's HRM strategy seeks to accomplish suchmanagement by applying a firm's personnel needs with the goals/objectives of the organisation.



As an example, a firm selling cars could have a corporate strategy of increasing car sales by 10%over a five year period. Accordingly, the HRM strategy would seek to facilitate how exactly to

manage personnel in order to achieve the 10% figure. Specific HRM functions, such asrecruitment and selection, reward/recognition, an HR plan, or learning and development policies,

would be tailored to achieve the corporate objectives.y

Close co-operation (at least in theory) between HR and the top/senior management, in thedevelopment of the corporate strategy. Theoretically, a senior HR representative should be present when an organization's corporate objectives are devised. This is so, since it is a firm's

personnel who actually construct a good, or provide a service. The personnel's proper management is vital in the firm being successful, or even existing as a going concern. Thus, HR

can be seen as one of the critical departments within the functional area of an organization.y Continual monitoring of the strategy, via employee feedback, surveys, etc.

The implementation of an HR strategy is not always required, and may depend on a number of factors, namely the size of the firm, the organizational culture within the firm or the industry that

the firm operates in and also the people in the firm.An HRM strategy can be divided, in general, into two facets - the people strategy and the HR

functional strategy. The people strategy pertains to the point listed in the first paragraph, namelythe careful correlation of HRM policies/actions to attain the goals laid down in the corporate

strategy. The HR functional strategy relates to the policies employed within the HR functionalarea itself, regarding the management of persons internal to it, to ensure its own departmental

goals are met.

TRAINING AND DEVELOPMENT:

In the field of human resource management, training and development is the field

concerned with organizational activity aimed at bettering the performance of individuals andgroups in organizational settings. It has been known by several names, including employee

development, human resource development, and learning and development.Training and development encompasses three main activities:

y Training: This activity is both focused upon, and evaluated against, the job that an

individual currently holds.

y Education: This activity focuses upon the jobs that an individual may potentially

hold in the future, and is evaluated against those jobs.

y Development: This activity focuses upon the activities that the organization

employing the individual, or that the individual is part of, may partake in the future, andis almost impossible to evaluate.

Stakeholders:

The "stakeholders" in training and development are categorized into several classes: The sponsors of training and development are senior managers.

The clients of training and development are business planners. Line managers areresponsible for coaching, resources, and performance.



The part ici pants are those who actually undergo the processes. The f acilitators are Human Resource Management staff.

The providers are specialists in the field.

Each of these groups has its own agenda and motivations, which sometimes conflict with

the agendas and motivations of the others.

W hy Is There A Need For Training And

Development?

Training and development are needed because they enhance employees' skills and revealhidden capabilities in the area in which they work. By training and developing workers, the

productivity of a company can be increased and company growth in many areas can be realized.This increases company profitability and (hopefully) allows employees to make more money and

rise in the company structure. All this equates to a win-win for the company and those employedthere.

IMPACT OF TRAINING AND DEVELOPMENT

ON EMPLOYEES:

Responsibilities of Employees:

We can impact training and development significantly through the responsibilities in anemployee¶s current job.

Expand the job to include new, higher level responsibilities.

Reassign responsibilities that the employee does not like or that are routine. Provide more authority for the employee to self-manage and make decisions.

Invite the employee to contribute to more important, department or company-wide decisionsand planning.

Provide more access to important and desirable meetings. Provide more information by including the employee on specific mailing lists, in company

briefings, and in your confidence. Provide more opportunity to establish goals, priorities, and measurements.

Assign reporting staff members to his or her leadership or supervision. Assign the employee to head up projects or teams.

Enable the employee to spend more time with his or her boss. Provide the opportunity for the employee to cross-train in other roles and responsibilities.



Benefits OF Employee Training and

Development:

There are numerous sources of online information about training and development.Several of these sites (they're listed later on in this library) suggest reasons for supervisors to

conduct training among employees. These reasons include:

Increased job satisfaction and morale among employees Increased employee motivation

Increased efficiencies in processes, resulting in financial gain Increased capacity to adopt new technologies and methods

Increased innovation in strategies and products Reduced employee turnover

Enhanced company image, e.g., conducting ethics training (not a good reason for ethicstraining!)

Risk management, e.g., training about sexual harassment, diversity training

Importance of Employee Training:

y Communications: The increasing diversity of today's workforce brings a wide

variety of languages and customs.

y Computer skills: Computer skills are becoming a necessity for conducting

administrative and office tasks.

y Customer service: Increased competition in today's global marketplace makes it

critical that employees understand and meet the needs of customers.

y Diversity: Diversity training usually includes explanation about how people have

different perspectives and views, and includes techniques to value diversity

y Ethics: Today's society has increasing expectations about corporate social

responsibility. Also, today's diverse workforce brings a wide variety of values and moralsto the workplace.

y Human relations: The increased stresses of today's workplace can include

misunderstandings and conflict. Training can people to get along in the workplace.

y Quality initiatives: Initiatives such as Total Quality Management, Quality Circles,

benchmarking, etc., require basic training about quality concepts, guidelines and

standards for quality, etc.

y Safety: Safety training is critical where working with heavy equipment, hazardous

chemicals, repetitive activities, etc., but can also be useful with practical advice for

avoiding assaults, etc.



y Sexual harassment: Sexual harassment training usually includes careful

description of the organization's policies about sexual harassment, especially about whatare inappropriate behaviors.

W hy Employee Development Is Important:

Employee development is something that most people imagine as intrusive all-day group

training sessions. Unfortunately, this dreaded approach to employee development is just theopposite of how employee development should occur and feel to employees. Employee

development can manifest itself in many forms of training, evaluations, educational programs,and even feedback. If executed correctly, the effects of training on employee performance can

often encourage growth within the worker and the organization itself.

y Employee Development¶s ³Self-Fulfilling Prophecy´:

One of the larger aspects of developing employee's skills and abilities is the actualorganizational focus on the employee to become better, either as a person or as a contributor to

the organization. The attention by the organization coupled with increased expectationsfollowing the opportunity can lead to a self-fulling prophecy of enhanced output by the

employee.According to Organizational Behavior by Robert Kreitner and Angelo Kinaki, it¶s been

shown that employees that receive regular, scheduled feedback, including training, along with anincrease in expectations, actually have a higher level of worker output. Kreitner and Kinaki refer

to this as the ³Pygmalion Effect.´

y Employee Development Equals Decreased Operational Costs:

The hope is that employees who receive training in line with their individual or organizational goals will become more efficient in what they do. Organizations should look at

the positive effects of training on employee performance, and consider employee development asa targeted investment into making the front line worker stronger. More importantly, development

plans that include ³train-the-trainer´ (training that trains employees to become trainers of a skill)can provide exponential benefits to the organization. This training can be anything from how

employees can do their own jobs better to these employees being groomed to replace their supervisor. In addition, employees who are invested as a trainer might be further inclined to stay

with the organization, and possibly reduce employee turnover.

y Perceived Benefits of Employee Development:

Along with supporting the organization, employees might recognize that most types of employee development provide them benefits. Employee development programs that range from

certifications to education reimbursement, to even basic job skills training have a certain cost tothe organization that can easily be considered a benefit to the employee. Such awareness on the



part of the employee can also lead to greater loyalty to the organization as well as enhanced jobsatisfaction. Training and education that can be added to the employees resume are big ticket

items in terms of compensation plans, and should be treated as such.

y Employee Development Limits Organization Liability:

Most HR professional would agree that limiting organizational liability when trainingemployees is a very important aspect of employee development. Certain jobs require training and

certifications in order for an employee to successfully execute the minimum job requirementsrelated to their position. The proper documentation of employee development before or during

the employee¶s completion of their job can not only help follow and develop training, but alsolimit liability in the case of human error on the part of these employees.

An example of how documented employee training could be helpful would be if astockroom employee were assigned the position of forklift operator. Obviously, the organization

would be expected to put this employee through all necessary training to ensure the employeecan both operate the equipment and do so in accordance with any applicable policies and

regulations. In a worse case scenario, if the employee is involved in an accident that damagesobjects and/or other employees and this unfortunate event subsequently leads to a lawsuit,

development records are absolutely vital in showing that the employer provided everythingneeded for employee success. Although employee training documentation will almost never

completely protect an employer from legal liabilities, training and certifications can hopefullyreduce legal costs and reputation damage for the organization.

y Changing Goals and Objectives:

Beyond employee training and certification courses, evaluations and counseling sessions

are another form of employee development. They provide performance feedback and allow

employees to be apprised of changes to both their work goals and the overall objectives of theorganization. Employees who do not receive feedback on a regular basis usually end up feelingas though they might be forgotten by their supervisor, and this pattern may even lead to feelings

of dissent among the workforce. Going back to the Pygmalion Effect, employees who haveconsistent knowledge of their levels of performance, and who feel that their supervisors are

placing expectations on them, generally perform better on an individual basis. Another positiveeffect of consistent employee feedback is that is help limit organizational liability in case that the

employee needs to be discharged.

y Be Specific and Consistent with Employee Development:

Employee development should be tailored to the individual employee and address all

aspects of their job position. Training should be focused on developing current and future skillsets as they apply to the individual's basic job requirements. The training should also allow for

the widening of the skill set to include the possibility of cross functional training.As a follow up, employee reviews should be scheduled and done as needed.

Documentation and clear communication are vital when providing professional feedback toemployees. Performance appraisals should include both assessments of the employee's abilities,



as well as plans for the employee to increase their performance if it is found lacking. Employeedevelopment plans, when tailored correctly and executed in accordance with the individual and

organizational needs, can significantly increase the efficiency of the worker, and dramaticallydecrease any associated costs that may be generated by the employee.

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