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Report on Human Resource Management "Khpal Kor Foundation Swat"

Report on Human Resource Management "Khpal Kor Foundation Swat"

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Intren ship report approved Intren ship report approved Document Transcript

  • Contents EXECUTIVE SUMMARY...........................................................................................7 OBJECTIVES OF STUDYING THE ORGANISATION............................................9 OVERVIEW OF THE ORGANISATION..................................................................10 ORGANISATIONAL STRUCTURE.........................................................................11 HUMAN RESOURCE PLANNING AND FORECASTING....................................15 ORGANISATIONAL STRUCTURE OF THE HRM DEPARTMENT....................16 Admin Cell..................................................................................................................16 Legal Cell....................................................................................................................16 RESOURCE PLANNING AND FORECASTING....................................................17 HRP PROCESS..........................................................................................................17 FORECASTING HR REQUIREMENTS..................................................................18 METHODS TO FORECAST HR NEEDS................................................................19 EMPLOYEE RECRUITMENT AND SELECTION............................................... 20 SOURCES OF CANDIDATES (INTERNAL, EXTERNAL) .................................20 INTERNAL SOURCE................................. ................................. ...........................20 External Sources................................. ................................. ...................................21 Regular Employment................................. ................................. ............................21 Visiting staff..............................................................................................................21 Contingency Basis, Employment.............................................................................22 Outsourcing................................. ................................. ............................................22 EMPLOYMENT SELECTION PROCESS................................. .............................23 TRAINING AND DEVELOPMENT................................. ......................................23 TRAINING NEED ASSESSMENT (TNA) ................................. ............................24 EMPLOYEE DEVELOPMENT................................ ...............................................24 PERFORMANCE MANAGEMENT................................. .......................................25 SETTING PERFORMANCE STANDARDS AND..................................................25 PERFORMANCE REPORT WRITING PROCEDURES.........................................26 EMPLOYEE COMPENSATION AND BENEFITS.................................................27 TYPES OF COMPENSATION AND BENEFITS................................................27 ORGANISATIONAL CAREER MANAGEMENT..................................................27 JOB CHANGE WITHIN THE ORGANISATION....................................................28
  • PROMOTION................................. ................................. ........................................28 TRANSFER................................. ................................. ............................................29 DEMOTION. ................................. ................................. .........................................29 SEPARATION (LAYOFF,TERMINATION, RESIGNATION................................29 Layoffs..................................................................................... ..................................29 Termination................................................................................................................30 Resignation.................................................................................................................30 Retirement..................................................................................................................30 LABOR MANAGEMENT RELATIONS..................................................................30 SWOT ANALYSIS. ...................................................................................................31 STRENGTHS.............................................................................................................32 Target Customers.......................................................................................................32 Management...............................................................................................................33 Administrative experience.........................................................................................33 Human resources.......................................................................................................33 Infrastructure................................. ................................. .........................................33 Goodwill................................. ................................. ................................................34 Co-curricular Activities................................. ................................. ........................34 WEEKNESSES................................. ................................. .....................................34 Openness To Competition............................................... .........................................35 Financial instability and cost control.......................................................................35 Job Security and Employees turnover......................................................................35 Hire And Fire Policy.................................................................................................36 Employees Compensation.........................................................................................37 Less Prominent Positions in Exams.........................................................................37 OPPORTUNIES........................................................................................................38 Goodwill enhancement.............................................................................................38 Financial strategies and future plans.......................................................................38 Recruitment policy enhancement............................................................................38 Customers’ satisfaction............................................................................................39 THREATS.................................................................................................................40 Emerging organisations............................................................................................40 Existing organisations may enter the same business..............................................40
  • Losing smartness.......................................................................................................40 Detrimental Performance..........................................................................................41 The H.R Factor..........................................................................................................41 RECOMMENDATIONS...........................................................................................41 RESTRUCTURING THE SERVICE STRUCTURE..............................................42 DRAFTING REQUIREMENTS AND SKILLS NEEDED....................................42 ADVERTISEMENT OF POSITIONS......................................................................42 QUALIFICATION LEVEL......................................................................................42 TECHNICAL SKILLS LEVEL...............................................................................42 RELEVANT EXPERIENCE....................................................................................42 WRITTEN TEST.......................................................................................................42 INTERVIEW..............................................................................................................43 SELECTION..............................................................................................................43 PROMOTION POLICY.............................................................................................43 TRAINING AND DEVELOPMENT........................................................................43 RELATIONS WITH STAKEHOLDERS..................................................................44 ONLINE FACILITY..................................................................................................44 OTHER SUGGESTIONS FOR IMPROVEMENT....................................................44 REFERENCES & SOURCES USED.........................................................................46 ANNEXES..................................................................................................................46
  • Acknowledgment ll acclamations and appreciations for Almighty ALLAH who bestowed us with sight to observe, mind to think and judge, and power to achieve something. Peace and blessing of Allah be upon the Holy Prophet and his pure and pious progeny. I am very thankful to the management of regional office of AIOU at Swat for making sure the necessary arrangements for the MBA program at Swat region. I feel immense pleasure to express my cordial gratitude to all of my tutors of the MBA program for their guidance, support, encouragement, and their invaluable effort to inculcate in me the skills and knowledge needed for professionalism. In accomplishment of this report, my tutors Prof. Abdus Salam, Tutor AIOU MBA program, Assistant Professor Government College of Management Sciences Sangota, Swat; Sir, Mujeeb Alam, Asstt. Prof. & Coordinator Management Sciences DEC Sarhad University, and e-tutor COL MBA Program; Sir, Mohammad Ishaq, Tutor AIOU MBA program, Controller of Exams BISE Saidu Sharif, Swat; and Sir Arshad Ali, Chairman Department of Business Administration University of Malakand provided me the required support and guidance for which I am really obliged to them. I am also thankful to all my fellow students for their co-operation. In addition, I am grateful to my family members for allowing me happily and willingly to consume part of their time that was really a great source of my strength to go through successfully and satisfactorily the course of my studies. SARZAMIN KHAN Student of MBA (HRM) Session (Spring 2007– Autumn 2009) Business Administration Department Allama Iqbal Open University, Islamabad. Presently serving as: Manager HR/Admin & Finance CARAVAN, Swat A
  • List of Table & Illustrations S. No. Description Page # 1 2 3 4 5 Organizational chart Organizational Structure of HRM Department Staff Annexure-A Annexure-B Annexure-C 11 16 46 49 51
  • Acronym TERMS DESCRIPTION ACR Annual Confidential Report Assistant An immediate upper level above clerical staff BOG Board of Governors BPS Basic Pay Scale CBC Committee of Boards’ Chairmen Chairman The Executive president or head of a department Contingent employees Purely temporary Employment at the discretion of Chairman on fixed pay for duration up to six months. Controller Mainly responsible for the conduct of examinations marking of papers, and award of Transcripts Controlling Authority The final authority responsible for policy of the organization. Deputation Hiring employees from education department for a period Forecasting Future estimation HR Human Resources HRM Human Resource Management Junior Clerk A lowest level of clerical pay scale Naib Qasid A peon or an attendant at a section KKF Khpal Kor Foundation Regulatory authority The authority to check and regulate the functions and activities of institutions under its jurisdiction. Restructuring To change or alter the present structure Section A department of an organization Senior clerk A clerk with higher pay scale than Junior Clerk SOPs SOPs Standing Operating Procedures
  • Page 7 of 54 1. EXECUTIVE SUMMARY The Khpal Kor Foundation (KKF) was founded by scouts in collaboration with local philanthropists in the year 1996. The foundation has been functioning since its inception in the fields of disaster management, disaster response, and free of cost education and boarding facilities to the orphans and the deprived ones. The main campus and building of the KKF is situated in Makanbagh, Mingora, District Swat, Khyber Pakhtunkhwa, Pakistan. The Khpal Kor Foundation is a non governmental organisation functioning under the authority Registrar Societies of Government of Khyber Pakhtunkhwa under societies act. Matters relating to The Khpal Kor Foundation are dealt with in accordance with the rules and regulations of the foundation also known as Rules and Regulations of The Khpal Kor Foundation. Any issue not covered in the rules of the foundation is subject to the law of the land and the state. Any alterations or changes in the rules and regulations of The Khpal Kor Foundation are affected by the approval of the Board of Governors (BOG) of the organisation. The Director acts as the Chief Executive Officer (CEO) of the organisation. The director is also responsible for dealing with administrative matters and HR related functions. The functions of the foundations are carried out by several sections or departments of the organisation. The HRM is dealt with by the Director through the Establishment and Administration Section. This section functions with the following staff: one personnel each to every position as section head, superintendent, clerk, computer operator, and office attendant. Major functions of the section include: recruitment, hiring and firing, payroll, settlement of terms and conditions of contract, especially in employment, compensation and benefits, Training and Development, HR forecasting, management of assets of the Organisation, and management of daily administrative matters.
  • Page 8 of 54 There are several categories of employees working on The Khpal Kor Foundation. These are: permanent basis, regular contract basis, and contingent employees. The recruitment and selection of employees are carried out through Establishment and Administration section. The Director vests the power to selection subject to the approval of BOG/controlling authority. However, contingent employees may be hired directly by the Director for a specific duration. The HR requirements forecasting is carried out by trend analysis method. However the hiring and selection process of the organisation needs improvement because there is no uniform and specific policy for appointments and selection. There are no formal training and development programs carried out at The Khpal Kor Foundation. Specific training sessions and short term training programs have been arranged on the need basis for specific personnel now and then at the foundation. The compensation and benefits permissible to the employees of the foundation are same as to all other civil servants namely, medical, house rent, casual and earned leave, CP and GP fund, loans, etc. The director carries out the transfers, promotions, and other administrative tasks through Administration Section. The Khpal Kor Foundation needs improvement in its HR policies, quality of services, and training and development programs.
  • Page 9 of 54 2. OBJECTIVES OF STUDYING THE ORGANISATION  To study HR of The Khpal Kor Foundation.  To relate theory to the practice of HR of the organisation.  To carry out a critical analysis of the HR practices of the organisation.  To uncover strengths and weaknesses of the organisation, especially in the HR practices.  To provide a strong foundation for best adaptation to the competitive environment in order to better address the challenges of tomorrow especially in the HR.  To give suggestions for making the internal as well as the external customers satisfied with entirety without adverse effect on the organisation.  To suggest and recommend the changes and improvements needed, especially in the HR for the success of the organisation.
  • Page 10 of 54 3. OVERVIEW OF THE ORGANISATION2 The Khpal Kor Foundation aims at facilitating the orphans by providing various services including Education, Financial assistance, co- curricular activities etc. The Controlling Authority of The Khpal Kor Foundation rests with the Board of Governors who in turn controls the foundation through the General Body and the Executive Body whereas the organisational functions are carried out through the management. Aims & objectives of The Khpal Kor Foundation To provide food, lodging and boarding facilities to orphan children. To continue education until such stage that they may be able stand on their own feet and could support their mother and genuine dependents. To arrange modern and technical education for such children. To train them on the lines that they may become good citizens of the society and save them from child labour. To save them from ill practices like drug, crimes and abuses. To look after them in a best possible way. To strive hard for their legal rights. To make them useful citizens of the society. To look after their health and cleanliness. To provide them a positive opportunity for constructive academic and co- curricula activities. To provide quality educational facility to community children at a reasonable fee besides The Khpal Kor children. To work for child rights.  To work for better environment The executive head of The Khpal Kor Foundation is Director, who is responsible for running of the daily and routine functions of the organisation. The director controls the organisational functions through executive committees. The latter mentioned the committees, carry out its functions as defined, it its responsibilities and job description.
  • Page 11 of 54 3.1 ORGANISATIONAL STRUCTURE 1 The organisational structure of Khpal kor foundation has been furnished for the perusal of the reader as follows. (Muhammad Ali, 2011 Standard Operating Procedures (SOPs) of The Khpal Kor Foundation) The Khpal Kor Foundation 170 Members15 Members 03 11FemaleTeachingStaff 06 Purchaser Store Keeper Assit:AccountOfficer Account Officer SupportStaff Wardens Superintendent (Gulkada Campus) Superintendent Makanbagh Campus 03 10SupportStaff Wardens HR-Deptt12 HRM 03Admin PRO04 SectionHead PRO SectionHead(Female)12FemaleTeacheringStaff 23MaleTeachingStaffSectionHead(Male) Assist: Coordinator Principal (Makanbagh Campus) Principal (Gulkada Campus) Construction 03 Members Education 03 Members03 Members Health Public 03 Members03 Members Look after 03 Members Recreation 03 Members Tech: Edu 03 Members Sports 03 Members Sub-Committees Executive Committee 15((1 General Body Organogram Finance &Admmin DIRECTOR Coordinator
  • Page 12 of 54 We will focus on the management side of the organisation in this section as it is the relevant human resources part of the organisation. We will briefly give the description of each position in the hierarchy as follows: DIRECTOR The director of The Khpal Kor Foundation is the executive head of the organisation. The director controls the daily functioning of the organisation. Therefore, the director is mainly responsible to get the tasks of the organisation get done efficiently and effectively. PRINCIPAL The Principal is responsible for the management of the School and College side of The Khpal Kor Foundation. The school and college portions maintained separate both for male and female are run by the Administrative and Teaching staff in collaboration with each other. VICE PRINCIPAL The vice principal assists the Principal and coordinates the activities of the school teaching and administrative staff. COORDINATOR The coordinator functions as a bridge amongst the different cadres of the employees. For example, this position ensures working of teaching, admin staff, and non-teaching staff in consonance, so that the objectives of the organisation are achieved effectively and efficiently. HRM & ADMIN The human resources manager and admin officer, department is mainly carried out the responsibilities of the human resources of the organisation as well takes care of the administrative issues. We will detail
  • Page 13 of 54 the human resource management and admin in other sections of this report. SECTION HEAD The section head of the school manages the administrative issues of the organisation. Therefore, the section head is a human resource management officer as well as administrative personnel of the section which he or she is in charge of. ACCOUNTS OFFICER The accounts officer takes care of the accounts of the organisation. Also, the accounts officer helps the management take financial decisions. The main responsibilities of the accounts officers include:  Budget preparation  Accounts management of the organisation  Keep track of the payroll  Maintain cash book  Management of TDRs  Assist management in financial decisions  Management of the expenses of the organisation DIRECTOR SPORTS & PHYSICAL EDUCATION The main responsibilities of the director sports & physical education, as the designation indicates, include:  Management of the sports  Training of sports and physical education  School’s assembly management  Physical exercises management  Any other task assigned by the Director LOGISTICS ASSISTANT The main responsibilities of the logistics assistant are given below:
  • Page 14 of 54  Procurement / purchase  Stock management  Updating stock  Physical verification of the stock items with the stock register  Timely supply of the demanded item(s) to the organisational section CLERICAL STAFF The clerical staff accounts for:  Typing/ printing  File maintenance  Filing and pagination  Keep proper records  Ensuring the “red tape”
  • Page 15 of 54 4. HUMAN RESOURCE PLANNING AND FORECASTING The Khpal Kor Foundation does not deal its HRP and forecasting by a separate Department rather the HR plans are those as mentioned in the annual financial budget of the organisation. Therefore, the HRP process is one requiring improvement in effectiveness. In a nutshell, the HRP is effected by the Director of The Khpal Kor Foundation with major assistance of the Establishment & administration department. Each Section or department head reports the need of the staff for present and future to his immediate officer for subsequent filling up in the future. In case, the need of the staff cannot be made up from the internal sources, then the management of the organisation will raise the issue in the BOG meeting for discussion and subsequent approval for creating new vacancies. If the BOG approves new vacancies/ posts/ positions then the summary will be put forward to the Controlling Authority for approval. If the Controlling Authority approves the seats, then that number of positions will be subject to subsequent recruitment and selection by ways and means as per rules by management of the organisation. The selection of the new stuff will still be subject to final approval of the BOG and the Controlling Authority. In case of approval, the selectees will become regular staff of the organisation.
  • Page 16 of 54 4.1ORGANISATIONAL STRUCTURE OF THE HRM DEPARTMENT 1 4.1.1 Admin Cell The human resources manager is assisted in the field of administration by the admin cell staff. At the school side the Section head functions as the admin officer, whereas in the case of the foundation as a whole, the admin cell functions under the HRM as sub-section of the HRM department. 4.1.2 Legal Cell The legal issues are dealt with the assistance of Legal Cell of the HRM department. Therefore, all the legal affairs of the organisation are managed through the legal cell which is a sub-section of the HRM Department. Thus, all the cases on behalf of the organisation and against the organization are managed through the legal cell. Filing of legal cases, tracking Executive Director Incharge Admin Cell Clerk Clerk Clerk computer Operator Incharge Legal/HR cell Manager HRM
  • Page 17 of 54 of the legal cases, and progress, etc. are maintained by the legal cell staff. 4.2 RESOURCE PLANNING AND FORECASTING The Khpal Kor Foundation does not deal its HRP and forecasting by a separate Department rather the HR plans are those as mentioned in the annual financial budget of the organisation. Therefore, the HRP process is one requiring improvement in effectiveness. In a nutshell, the HRP is effected by the Director of the Khpal Kor Foundation with major assistance of the Establishment & administration department. Each Section or department head reports the need of the staff for present and future to his immediate officer for subsequent filling up in the future. In case, the need of the staff cannot be made up from the internal sources, then the management of the organisation will raise the issue in the BOG meeting for discussion and subsequent approval for creating new vacancies. If the BOG approves new vacancies/ posts/ positions then the summary will be put forward to the Controlling Authority for approval. If the Controlling Authority approves the seats, then that number of positions will be subject to subsequent recruitment and selection by ways and means as per rules by management of the organisation. The selection of the new staff will still be subject to final approval of the BOG and the Controlling Authority. In case of approval, the selectors will become regular staff of the organisation. 4.2.1 HRP PROCESS The top management is hired through the Executive body. The positions, when they are required to fill up immediately or in the near future, are reported by the director to the Controlling Authority.
  • Page 18 of 54 In case of contingency, the Director has the power to appoint the required staff on predefined terms and conditions of the contract. This type of arrangement may facilitate the foundation in the hiring of the required staff immediately. The contingency basis appointments will require very short term plans or the plans specifying a seasonal work load. For example, school and college sections, may require staff in new educational session. The Khpal Kor Foundation, Swat does not deal the HR planning and forecasting separately. Rather the foundation jointly takes into account the HR planning and forecasting in the annual budget of the foundation. The HRM department working under the immediate authority of the human resource manager takes care of these type of issues. The HRM department in collaboration with the Accounts Section allocates the seats and positions that are to be filled up are mentioned separately in the annual financial budget. This facilitates the management in recruitment of the new staff. 4.2.2 FORECASTING HR REQUIREMENTS The jobs and tasks of the Sections of the organisation are analysed. In case there is room for new personnel then a position or a seat needs to be created. The summary of such position(s) will be put forward by the Section concerned to the director for further necessary action. The Director is responsible for forecasting of HR Requirements. However the two sections HRM and administration section jointly works together to carry out the task of forecasting of HR requirements under the authority
  • Page 19 of 54 given to them by the Director as per organisational rules. The Accounts section is responsible for preparing the annual budget of the organisation while the HRM deals with the HR needs and requirements. 4.2.3 METHODS TO FORECAST HR NEEDS Being a smart organisation in terms of the number of employees, the organisation does not need to do much and take many pains in forecasting of the HR. The sectional in charge of each section may report the HR needs and requirements for better performance of the section. Thus, the collective Sectional reports can lead to total HR requirements of the organisation for a whole year financial year. There are, however, three methods commonly employed by institutions for forecasting of the personnel requirements namely:  Trend analysis,  Ratio analysis, and  Scatter plot. The trend analysis method is concerned with “study of a firm’s past employment needs over a period of years to predict future needs.” The second method is about using a ratio between, for example, the sales volume and the number of personnel. The scatter plot method, also known as the graphical method, is to identify a relationship between the two variables. The Khpal Kor Foundation utilises, as it comes out of its practice, the method of trend analysis for personnel needs forecasting.
  • Page 20 of 54 4.3 EMPLOYEE RECRUITMENT AND SELECTION PROCESS Recruitment and selection of employees are carried out as per Organisational Rules and regulations subject to the policy and the law of the land and the state. The Khpal Kor Foundation’s policy defines the parameters for recruitment and selection. 4.3.1 SOURCES OF CANDIDATES (INTERNAL, EXTERNAL) There are several means of the candidates for recruitment and selection as follows:  Regular Contract basis appointments  Permanent appointments  Contingency basis employment  Seasonal and part-time employment  Promotion and transfers 4.3.1.1 INTERNAL SOURCE The regular employees of the organization provide a basis for internal sources of the recruitment and selection process. These include: promotion, and transfers. An employee may be promoted to a position. Thus, promotion provides a major source for a position to be filled internally from the present on-the-job employees. The Khpal Kor Foundation follows the promotion policy as per established rules and regulations framed in light of the rules and regulations of the Government. The following restrictions and requirements are taken into consideration in promotion cases.
  • Page 21 of 54  Educational level  Professional and technical educational level  Experience and skills  Seniority 4.3.1.2 External Sources External sources include fresh recruitment and selection from any of the following categories:  In regular employment,  Contingency basis employment,  Seasonal service hiring for once and all basis, and  Outsourcing.  We describe each very briefly in turn. Regular Employment Presently there are about 110 employees serving in The Khpal Kor Foundation on regular basis. All of them are entitled to the pays and benefits as enjoyed by other equally employed employees in other comparable organisations. Regular recruitment and selection is made as per foundation’s rules and regulations. Generally the following procedure is adopted.  Advertisement in the daily newspapers (local and national)  Scrutiny and processing of applications in light of the criteria  Conduct of test, if any  Interview  Selection Visiting staff The Khpal Kor Foundation may take such decision as and when needed to hire the services of visiting staff if the
  • Page 22 of 54 foundation deems it necessary. Such employees are also entitled to receive an aided monetary benefit known as the remuneration for their services which will be paid to them by the foundation. Contingency Basis, Employment Depending upon the workload and the necessity of the time, the Director has got the power to appoint staff up for the duration of six months after which the service of the contingent employees must be approved by the Board of Governors (BOG) for continuation. Appointments on a contingency basis are purely temporary, and the employees are, generally paid a fix pay or a pay as decided by the Director. The service of contingent employees is terminable at any time of the contract period by either the employer or the employee or as described in the terms and conditions. Outsourcing Outsourcing is a beneficial means for an organisation in the sense that it provides the organisation an opportunity to get the required services at a comparatively low cost and preferably less headache and the employee related problems. There are many organisations which offer services in different categories to other organisations. For example, a service organisation, Make, gives its services of “security guards” personnel to other organisations.
  • Page 23 of 54 4.3.2 EMPLOYMENT SELECTION PROCESS Depending upon the category of the employment and the position to be filled, the selection process varies. It is briefly described below. In case of regular employment, the organisation’s policy is followed. Generally, the performance of the candidates is appraised by their scores in the academic qualifications, written tests, and the interview. The one scoring higher in order of merit will be recommended for selection. The Director of the organisation is responsible to issue a final selection order in order to effect appointments. Selection process in case of promotion depends on the sweet will of the Director keeping in view the qualification and experience of the employee; it is the Director who signs the final order of promotion, if any. Selection of the promotion of the employees is carried out on the basis of: qualification, seniority, experience, and technical expertise, and skills of the employees. In accordance with the organisation’s policy, the Director has got the discretionary power to appoint staff at The Khpal Kore Foundation on a contingent basis up to duration of six months on a fix pay or as decided by the foundation. 4.4 TRAINING AND DEVELOPMENT Training and development of the employees is most important for the efficiency and effectiveness of the individual employees as well as the organisation. Every organisation has got it unique setup to carry out its activities. Employees must get the required know-how to do the business efficiently without the loss of assets, and time. The Khpal Kor Foundation has arranged very few programs for the training and development of its employees during the course of its history. For
  • Page 24 of 54 example, it facilitated financially its prospective computer operators to get the requited skills on their own from the market. 4.4.1 TRAINING NEED ASSESSMENT (TNA) Training need assessment is the most important factor which will lead to an efficient and successful organisation. The sole responsibility of the training and development need assessment lies upon the liaison personnel. However, unfortunately there is no proper and regular training need assessment program at The Khpal Kor Foundation. 4.4.2 EMPLOYEE DEVELOPMENT 3 To keep the level of knowledge and skills of the employees up to date, it is important to concentrate on employee development. Colleagues often learn from each other during the activities, and tasks performance. Sectional in charge often helps the new employee to learn how to do the required task(s). Similarly, technical personnel may help the employee learn how to handle or operate certain machine or program. For example, computer operators are acquainted with the running and functioning of the programs they will have to work with. Employees may enjoy the opportunity to keep their level of education and skills up to date and better equipped in order to cope with the needs and requirements of the organisation and the market. But the employees have to do all such activities on their own because, unfortunately, there is no support program by the organisation. After all the concerned has to take care of his or her career personally, and must not wait for the organisation.
  • Page 25 of 54 4.5 PERFORMANCE MANAGEMENT All humans are born with different potentialities and capabilities. So there is always a difference between two individuals of the same educational grades and the same training levels. Therefore, it is natural for employees to have a different level of efforts. Many employees, as a natural tendency, will shirk. Therefore, in order to get the highest possible level of performance, performance must be managed. The Khpal Kor Foundation, like all other Government organisations, follows the rule: “authority and responsibility entail accountability”. Thus, tasks are assigned to individuals who will be responsible and accountable for the task. For the same reason, job descriptions are followed. 4.5.1 SETTING PERFORMANCE STANDARDS AND EXPECTATIONS The Khpal Kor Foundation uses the Standard Operating Procedures (SOPs), designed by it, as a standard for performance judgment. The SOPs specify the procedure for performance of a job. Any job performed in accordance with the SOPs will be acceptable. Thus, the SOPs provide a guide line for doing a job. The SOPs set the standard for a job of “how to do acceptably?” or “what is acceptable?” The Khpal Kor Foundation policy and rules give a general guideline while the SOPs show the specific path to traverse for completion of a job’s activity or task. The Khpal Kor Foundation has got the jobs defined, responsibility, and accountability fixed in terms of the
  • Page 26 of 54 jobs. Depending on the nature of the jobs, jobs are fully defined and hence assigned to individual position(s). The individual position holders, i.e; official clerks and officers are expected to perform their tasks on regular basis as per requirements of the tasks and the jobs. The employees are expected by the management to be regular and punctual in performing their duty. Best performers may be awarded in many ways, for example, certificate of best performance may be awarded by the organisation or the best performer may be awarded in monetary terms and so on. On the other hand, the employees falling short of the standards are subject to disciplinary action in accordance with the rules and regulations of the foundation. 4.5.2 PERFORMANCE REPORT WRITING PROCEDURES Like other Government organisations, The Khpal Kor Foundation follows the trivial method of performance appraisal in the form of annual confidential reports (ACRs). The contents of the report (ACR) may be altered or changed from time to time by the foundation in light of the changes made by the Ministry of Education. Immediate officer of the Section concerned (Middle management), for example, Assistant Section Head, Accounts Officer etc. write the ACR of each individual and subsequently submit the completed report to the Director. The Director fills in the ACRs of the officers of the middle management. ACRs are filed for record. It is the most important document about an employee’s performance, and hence promotions and rewards, if any, and the otherwise.
  • Page 27 of 54 4.6 EMPLOYEE COMPENSATION AND BENEFITS The Khpal Kor Foundation follows the policy of Government of Khyber Pakhtunkhwa for compenation and benefits of The Khpal Kor Foundation’s Employees.Abriefaccountofthebenefitsisgivenbelow. TYPESOFCOMPENSATIONANDBENEFITS These include the following.  Earnedleave  Casual leave without deduction  Medicalallowance  Medical expenses reimbursement  Earnedleave  Gratuityfund  Contribution provident (CP) fund  Pension (if applicable)  TA/DA (if any) as admissible per rules  Loan facility for employees  Transportation, pick and drop facility 4.7 ORGANISATIONAL CAREER MANAGEMENT The Khpal Kor Foundation offers a career management program for its students in terms of education and co-curricular activities; however it offers a very limited assistance in career management program for its teaching and administrative staff. It has got no proper program about the career management. However, the organisation may like to facilitate an employee by awarding him paid leave for training and development program or a degree program. Some employee might like to avail the facility to join a distance learning program as offered by the AIOU Islamabad or Virtual University of Pakistan. Also an employee may like to join
  • Page 28 of 54 training or a professional certificate program at an organisation offering classes after noon i.e; in second shift. Career management of the students, however, is much focused in terms of gaining of the qualification level, behavioral and social improvement of the personality. Employees experience job changes in the form of job rotation. Periodically there are transfers of clerical staff from section to section. The Director orders transfers of employees from a section to another section. These changes are geared towards keeping in mind the need of the section, and to give employees the opportunity of acquaintance with the work of other sections. The teaching staff on the other hand will experience virtually no job changes because of the specialisation of the educational level. However teaching staff at junior educational level can be assigned different classes so as to gain experience as well as impart knowledge to the learners. 4.8 JOB CHANGE WITHIN KHPAL KOR FOUNDATION The upper management often brings about the changes in the positions of the employees (clerical staff, and the Class IV personnel). 4.8.1 PROMOTION Promotion changes the position held by the employee totally. After promotion, the same person now has a different position than the previous one. The authority, responsibility, and perhaps the accountability of the personnel increase. Though he or she fills up the new
  • Page 29 of 54 position, the position previously held by him or her awaits to be filled up by either fresh appointment or still another promotion. 4.8.2 TRANSFER There are, generally, transfers of employees from one seat to another without any change in the position held. For example, a junior clerk may be transferred from one section to another section. The clerk experiences no change in the position as he/she is still junior clerk but he/she will perform a really different task than he/she was doing in the previous section. 4.8.3 DEMOTION Very rarely has it happened that an employee has been demoted from his/her present position to a lower level or lower grade in The Khpal Kor Foundation. Demotion is an action by the management used as a punishment tool and as disciplinary action. 4.8.4 SEPARATION(LAYOFF,TERMINATION, RESIGNATION RETIREMENT) Separations may be effected in any of the following ways. 4.8.4.1 Layoffs The Khpal Kor Foundation experiences rare layoffs. The layoffs take place mainly in case of the contingency basis employees. The contingent employees may be laid off or there service may be terminated. Similarly, when there takes place an enquiry of criminal nature against an employee, the services of such employee will be suspended till the decision of the responsible committee or authority.
  • Page 30 of 54 4.8.4.2Termination The management may terminate the services of an employee as per rules and regulations of the organisation. In case of the permanent staff of the organisation, this might be the last resort subject to the condition that the acts of the employee make it necessary and unavoidable to terminate his/her services. 4.8.4.3 Resignation An employee may resign from his/her post. Generally, a one month prior notice has to be served to the management as per requirements of the contract. In case of failure of the notice, the employee will have to leave one month salary/ wages to the organisation. Similarly the management has to serve a month notice to an employee or pay him/ her one month salary/ wages if the service it terminated with an immediate effect. 4.8.4.4Retirement The Khpal Kor Foundation follows the rules and regulations of the retirement as per Government of Khyber Pakhtunkhwa policy. 4.9 LABOR MANAGEMENT RELATIONS The director of The Khpal Kor Foundation, being liaison personnel, has got the responsibility of good labor management in order to achieve the organisational goals efficiently and effectively as well as keep the labour satisfied. The management and the employees come in contact mostly in individual capacity for redressing of a problem at hand. Few
  • Page 31 of 54 personnel having common interests may come together for certain duration in order to pursue their case collectively. For example, in the private sector, private schools enjoy a distinct and separate union, Private Schools management Association (PSMA) which raises voice in the Board of Intermediate & Secondary Education Saidu Sharif, Swat and other such forums for the rights of the private schools. The teachers of Government schools and colleges have also many unions for example, All Teachers Association (ATA), Malgari-Ustazaan (colleague-teachers), Malgari- doctoraan (colleague-doctors), and SECTA, etc. Similarly, some groups of teachers have attachment with unions on the basis of political inclination, for example, Malgari-Ustazaan (colleague- teachers) etc. These unions form sort of pressure groups. The dealing of such groups, therefore, requires special attention, and perhaps a hard dealing point for the management. Being smart organisation, The Khpal Kor Foundation exhibits little or no union formation within the organisation. Therefore, it is advisable to keep the discussion about the labour management relation to a minimum in order to save space and time as well as avoiding the loss of precious time of the valued reader. That is why, I, the author of this report would stick to the very basic and necessary information only regarding labour management relations. The Khpal Kor Foundation takes care the needs and wants of the its internal customers, the students, teaching staff, administrative staff, and the non-teaching staff by directly listening to their issues through its management. 4.10 SWOT ANALYSIS. There is no organisation without having strengths, weaknesses, opportunities, and threats. So it is inevitable for The Khpal Kor
  • Page 32 of 54 Foundation to have them. An organisation must strive to keep its strengths, overcome its weaknesses, exploit opportunities, and withstand threats. Weakness can however be turned into a strength if properly addressed. 4.10.1STRENGTHS The Khpal Kor Foundation enjoys its strengths in many respects. We will focus only on the main points with emphasis on the human resources of the organisation. Its strengths include: I. Target customers or field of work II. Management skills III. Administrative experience IV. Human resources V. Infrastructure VI. Goodwill VII. Co-curricular activities i.Target Customers The Khpal Kor Foundation works for orphans and the needy people. The organisation has been functioning in the following fields since its inception.  Free Education to orphans  Schooling  Disaster response programs  Stakeholders of the organisation Therefore, the foundation has got a specific segment of the society to work in. The Khpal Kor Foundation has been providing free education and boarding facility to the orphans. Though the organisation also offers services to the public in terms of award of admission to school programs and hostel facility for which they pay charges. The schooling side of The
  • Page 33 of 54 Khpal Kor Foundation is one ever-green program that is going on round the year. On the other hand, the disaster response programs are the one that are performed as and when contingencies emerge. For example, the foundation has been successfully worked and facilitated the effected people of the calamities during the year 2005 in the shape of its various operations for the earth quack affected people of Pakistan, besides the organisation took active part in rehabilitation and disaster response activities during the devastating flood of 2010 in Pakistan. ii. Management The organisation under consideration has got skilled human resources who run the organisation satisfactorily. Thus, the organisation enjoys its management experience as a competitive advantage vis-à- vis new emerging organisations. iii. Administrative experience The Khpal Kor Foundation has gained experience since its inception in many fields especially administration and management. This is a nice positive point in addressing the competition. iv. Human resources Human resources of any organisation are a decisive factor which actually makes the difference though human resources are never shown on the balance sheet of an organisation. The human resources of the Khpal Kor Foundation are a valued asset for the organisation. The management should therefore, take care of its human resources for the sake of the betterment of the organisation. v. Infrastructure Every organisation needs its infrastructure in order to cope for carrying out the functions of the organisation effectively and efficiently. Fortunately the Khpal Kor Foundation has developed its
  • Page 34 of 54 infrastructure in the course of its history which is just sufficient for its functioning. vi. Goodwill Goodwill is a valued asset for any organisation. It is so important that organisations do evaluate its goodwill and give it value in monetary terms. Goodwill of some organisations falls in Millions of Dollars. During the course of its journey The Khpal Kor Foundation has earned substantive amount of goodwill which is competitive edge for it in comparison to its competitors. vii. Co-curricular Activities Fortunately The Khpal Kor Foundation has been found to take active participation in co-curricular activities at school and college level within organisation as well as externally. 4.10.2WEEKNESSES Weaknesses of the There is no organisation without having strengths, weaknesses, opportunities, and threats. So it is inevitable for the Khpal Kor Foundation to have them. An organisation must strive to keep its strengths, overcome its weaknesses, exploit opportunities, and withstand threats. Weakness can however be turned into a strength if properly addressed. The Khpal Kor Foundation is limited but important to take into account for future planning and strategy. Its weaknesses include: I. The openness of the field of work to compete II. Financial instability and cost control III. Job security and employee turnover
  • Page 35 of 54 IV. Hire and fire policy V. Employees' compensation and fringe benefits VI. Less prominent positions in Exams at school level. I. Openness To Competition Every organisation experiences competition from other organisations. So The Khpal Kor Foundation also has to face competition. Other organisations working in the same fields as the Khpal Kor Foundation functions, pose a risk for the organisation. Therefore, it has to take into onsideration its competition while making plans and strategies. II. Financial instability and cost control The Khpal Kor Foundation like other organisations faces financial problems as it is not a profit earning organisation. The organisation also gives free of cost education and hostel facility to orphans and the needy ones which lays heavy financial burden on the organisation. One of the factors which organisations experience is controlling cost. To put in other words, the purpose is to minimize cost or utilize the resources of the organisation within limited cost. Therefore, The Khpal Kor Foundation should preferably go for maximum utilisation with controlled cost. It will maximise the value factor of the organisation. As this report is aiming at human resources of the organisation, therefore, we would not elaborate this point further. III. Job Security and Employees turnover Keeping in view the present status of the organisation that is being service oriented organisation, the foundation fills most of its positions on contract basis. Therefore, most of its employees
  • Page 36 of 54 are hired on contract basis which does not offer job security like that of the Government employees who enjoy job security. This factor in turn increases the level of employees’ turnover. That is why employees of The Khpal Kor Foundation would keep striving to find better alternative job which is highly paid or a job at the government level even lower paid than the present one at the foundation. The aforementioned fact makes the duration of an employee unpredicted as well as short term because the employee may leave at any time as and when alternate job is available. In view of the above facts, the Khpal Kor Foundation has to take some hard decisions in order to hire the right person for the right job and then keep maintained that employee for as long duration as possible so as to receive the maximum value out of the employee by benefiting from the knowledge and expertise of that employee. IV.Hire And Fire Policy Any organisation must go for steadfast hire and fire policy and must not compromise on its recruitment policy if it has to go for long term benefit. Right person for the right position in the right time will ensure the right outcome otherwise one will have to produce chaos and disorder. The Khpal Kor Foundation follows somewhat standard hire and fire policy though there is a lot of room for improvement especially in its recruitment policy. For the purpose, the organisation, based upon its historical background in recruitment, uses its CV bank as main source for recruitment of the new staff. This is though easy way to traverse but the organisation must use other streams as well in order to ensure quality of new applicants. The more the range of the applicants, the more the high quality of the applicants otherwise it will have to choose from within the available ones only. This might
  • Page 37 of 54 not give diverse options for the organisation to select a competent candidate. Also, the organisation must take hard decisions in order to offer attractive package to the recruiters so that right number of applicants is ensured. V. Employees Compensation Employees want maximum reward for their services. The more an employee is satisfied the more that employee stays longer in the organisation. Though research shows that there is less evidence that reward and efficiency have something in common, to put in other words, reward has no or less effect on efficiency. However, the level of satisfaction of the employees increases with high reward for their rendered services. The Khpal Kor Foundation should, therefore, consider the employees compensation and fringe benefits in order to ensure benefiting the organisation in terms of high and sustained value from its employees. VI. Less Prominent Positions in Exams Public strain the result/ gazette of the Board of Intermediate and Secondary Education Saidu Sharif, Swat (the organisation lying in territorial jurisdiction of the board) especially for top positions obtained by the organisations in secondary as well as higher secondary school certificate examinations (SSC & HSSC). The position securing of an organisation is commensurate for high rate of enrollment for that organisation hence this factor directly affects the financial position as well as goodwill of the organisation. Being less prominent in this category, The Khpal Kor Foundation finds its position harder to attract the paid portion of the students. For
  • Page 38 of 54 this reason the foundation has to formulate long term strategy for the sake of ensuring prominent positions in the Board’s exams. 4.10.3OPPORTUNIES The Khpal Kor Foundation can go for the following opportunities: 1. Goodwill enhancement 2. Financing strategies and future plans 3. Recruitment policy enhancement 4. Customers’ satisfaction 1. Goodwill enhancement Then organisation has been successful to keep earning goodwill during the course of its history in the eyes of its stakeholders. The general public conceives it as a serving organisation striving for the benefit of the society at large. 2. Financial strategies and future plans Financing as well as planning are two parameters that account a lot toward the success of an organisation. The Khpal Kor Foundation has been successful in finding adequate and sufficient financing tools for its self so as to keep both ends meet. Similarly, formulation of future plans gives an organisation the course of action. To put in other words, plans make an organisation find its way to reach its destination. Plans may be of short or long duration. The Khpal Kor Foundation has ensured to formulate, implement, control its financial strategies, and future plans as a consequence of its human resources’ competency. 3. Recruitment policy enhancement Recruitment is a way in for new human resources. The quality human resources, recruitment will ensure success of the organisation, whereas an otherwise case will lead to disastrous
  • Page 39 of 54 effects. However, The Khpal Kor Foundation has to keep a strict account of recruitment policy. The Khpal Kor Foundation has been found to avoid taking pains in the process of recruitment. The organisation has got a CV Bank, which paves way for new indications. However, this method provides only a limited opportunity for ensuring the recruitment of quality human resources. Therefore, the Khpal Kor Foundation may like to follow the steps of the recruitment process so as to gain a wider range of human resources that will lead to induction of the competent personnel which in turn will ensure enhancement of the quality of its services. The following points will provide guidelines for the management of the Khpal Kor Foundation.  Advertisement in print and digital media  Online process for registration and recruitment  Test and interview  Background verification of the prospective recruiters  On the job training and development programs  Training and development programs 4. Customers’ satisfaction “Customer is the boss" Therefore, it is imperative for the Khpal Kor Foundation to keep not only its customers satisfied, but rather to make them loyal customers. Each organisation has to take pains to ensure quality of services so that to keep its customers satisfied. Customers of The Khpal Kor Foundation include its personnel, public, parents and students.
  • Page 40 of 54 4.10.4 THREATS The organisation faces threats in the future in the following fields: I. Emerging organisations working in the same field II. Existing organisations entering into the same business III. Loss of smartness in efficiency IV. Detrimental Performance V. Human resources mal-management VI. Lack of training and development VII. Employees compensation and fringe benefits VIII. Employees’ turnover and layoffs I. Emerging organisations Any organisation cannot enjoy monopoly in any business indefinitely. It has to face competition from emerging organisations that will work in the same field of business. Other organisations may well emerge in the future that will run its activities as those of the Khpal Kor Foundation. This will pose direct threat to the pre-existing organisation, the Khpal Kor Foundation. Thus, the foundation has to take into consideration the point of emerging organisations in the same field and try its level best to ensure quality so that to guarantee its existence. II. Existing organisations may enter the same business Following the suit of The Khpal Kor Foundation, existing Organisations may consider entering into the same business. Thus, The Khpal Kor Foundation has to keep it under its kind consideration during its formulation of plans and strategies. III.Losing smartness The point has been furnished for perusal of the learned reader that “The smarter the better!” Therefore, smartness is a key to success, and is an important factor for ensuring efficiency and effectiveness.
  • Page 41 of 54 An organisation grows bigger and bigger in terms of its resources with its development and history. This factor may become so prominent that the organisation may go towards losing its smartness. In practice, small and smart organisations often times supersede the big and fattier organisations. The management of The Khpal Kor Foundation will have to remain smart in terms of efficiency and bigger in terms of resources so as to survive in the long run. IV.Detrimental Performance The performance of an organisation is a direct index of its success or failure. The better the performance, the organisation will be better off and vice versa. Organisations must, therefore, go for improving its performance continuously. Ineffective performance thus, poses direct threat to an organisation. V. The H.R Factor The resources of an organisation are the decisive factor that makes the difference. H.R of any organisation play pivotal role in the existence of the organisation. Many organisations that are comparable in other resources, will go forth only on the basis of human resources. That is why an organisation will only be successful only and only if its human resources are competent, devoted, and hard-working. 5. RECOMMENDATIONS Recommendations have been given for consideration of the management of The Khpal Kor Foundation and further necessary action on their part. These recommendations have been deducted based upon the perusal of The Khpal Kor Foundation in detail as has been furnished for consideration of the learned reader.
  • Page 42 of 54 5.1 RESTRUCTURING THE SERVICE STRUCTURE The Khpal Kor Foundation has to redefine the prevailing service structure in order to make its human resources more efficient and effective. There is no uniform, pre-specified, and well established mode of appointments in the organisation. Therefore, the following suggestions are given for subsequent consideration by the management for necessary action. In order to make sure that meritorious candidates be appointed to fill up the vacant positions from external candidates the following points may be considered. 5.2 DRAFTING REQUIREMENTS AND SKILLS NEEDED The requirements for the positions that are to be filled must be considered. For example, for the post of computer operator, the requirement may be HSSC Level of education and a diploma/ Certification in MS-Office or equivalent.1 5.3 ADVERTISEMENT OF POSITIONS The positions may be advertised in daily newspapers and other media in order to attract the potential candidates. 5.4 QUALIFICATION LEVEL The level of education may be clearly stated, for example, Masters Degree. 5.5 TECHNICAL SKILLS LEVEL The level of technical skill needed must be mentioned, for example, for filling positions of a clerk, it may be typed speed of 40WPM and computer literacy. 5.6 RELEVANT EXPERIENCE Relevant experience, if any availed by the candidate, may be given Some weight age in the recruitment process. 5.7 WRITTEN TEST A written test, preferably objective type, may be prepared for each category of posts. The format may be specified and the test may be general
  • Page 43 of 54 enough to indicate the potential level of the candidates especially the written communications level. The test can also be conducted through testing service organisations as available in Pakistan, for example, NTS. 5.8 INTERVIEW The interview team may be selected very carefully. In order to make the interview effective, the Executive Director may appoint the Recruitment and Selection Committee. In order to avoid the shortcomings of interview it may be specific to each category. 5.9 SELECTION The selection may be made on the basis of overall score obtained by the candidates in order of merit. 4 5.10 PROMOTION POLICY The next step in HR policy is to devise a specified mode for the promotion of employees. The promotion policy may be clear-cut and un-ambiguous. The promotion policy may be based on:  Educational level  Technical skills level  Performance, and  Seniority 5.11 TRAINING AND DEVELOPMENT The Khpal Kor Foundation lacks proper training and development programs. The management should at least do the following in order to make the employees well equipped and up to date in terms of skills and knowledge.  Arrange seminars periodically on communication skills, drafting, computers, and others.
  • Page 44 of 54  Arrange short duration training and development programs for employees, for example, computer literacy programs may be arranged within office hours.  The ones literate can be given the responsibility to make a specific number of employees computer literate. In other words to put, there should be on the job sessions for training and development of the employee.  Conduct a survey of the staff of the Board and make a list of the personnel that need training and development immediately, and in near future.  Make arrangements for training of the employees within and outside the organisation as needed.  For some positions technical training and professional education may be required, for example, for accounts and auditing MBA programs or diploma programs in Accounting Courses may be better options. 5.12 RELATIONS WITH STAKEHOLDERS Like all other organisations in the Province working in the same field, The Khpal Kor Foundation should develop rapport and intimate relationship with all its stakeholders including: public, teachers, managers, students, regulatory authority (Board of Intermediate & Secondary Education Saidu Shairif, Swat). It will help the foundation to gain benefit in the long run. 5.13 ONLINE FACILITY The Khpal Kor Foundation provides it online facility at www.khpalkor.org However the service needs radical changes and improvements in order to make it effective especially in terms of information, financial resources, and instant contact. OTHER SUGGESTIONS FOR IMPROVEMENT  The lower management and non-managers should be given voice in decision making because they have more experience about most of the problems. 3
  • Page 45 of 54  One window service should be made more effective, elaborate, and make sure that it actually means one window.  Most of the correspondence should be through post however the quality of service may be improved.  The inter-sectional transfers should be carried out in light of the sectional head’s recommendations.  There should be Inter sectional transfers of employees on periodical basis temporarily in order to give opportunity to employees to work in new environment and learn from it. This will provide the employees the opportunity of knowledge sharing.  Recreational leave programs may be started for the employees of the foundation. Thus, the recreational leave will provide the employees an opportunity to make up the social activities they remained short of because of the continuous official duty.  The management should make sure an entertainment program (like the ones arranged at5 colleges/ university by the students) by active participation of employees at least twice a year. This will help keep intact the level of satisfaction and motivation of the employees.  The foundation should preferably go for different means of finances.  The Government should provide grants to the foundation to make it a free service provider organisation.
  • Page 46 of 54 6. REFERENCES & SOURCES USED 1 Muhammad Ali, Executive Director, The Khpal Kor Foundation. (2011) Standard Operating Procedures (SOPs) of The Khpal Kor Foundation 2 www.khpalkor.org 3 Decenzo, David A; (2002). Human Resource Management, New Delhi Pearson Prentice Hall. 4 Dessler, Garry; (2011). Human Resource management, New Delhi Pearson Prentice Hall. 7. ANNEXES A. Duties of the Administration officer B. Establishment and legal cell C. The Khpal Kor Foundation Profile
  • Page 47 of 54 Annexure A 1 D. Duties of the Administration officer Admin Officer: Will be incharge of the section. All personnel in the section and the working of the various cells of the section will be controlled by him. He is responsible for the efficient working of his section and personnel under him in accordance with the rules. Duties of Admin Officer: a. Receipt and Dispatch of mail. Proper and timely receipt of mail, its recording/ registration and handing/taking over on proper receipts of various sections. b. Information and security. In this context he will, utilizing his personnel to do the following: 1) Keep a tag of any news, information, rumours and other developments affecting the working and reputation of the Organization. 2) Organize security of Organization personnel and assets including buildings, vehicles, machinery, stationery and furniture. c. Supervise the work of: 1) Establishment cell. 2) Working of personnel employed on legal duties of the Organization. 3) Liaise with and keep in touch with the Legal Adviser of the Organization. 4) In connection with (1) and (2) above ensure timely actions by Establishment and Legal Cells to render reports/returns and in the case of legal matters timely actions as required by courts. d. He will be incharge of all store and properties of the Board. He is responsible for: 1) Planning, procurement, storage, issuance and accounting of all stores. 2) Planning, procurement, storage, issuance and accounting of all stationary. 3) Safety and security from pilferage, unsafe storage or any other danger. 4) Procurement, accounting and issuance of machinery, office or other for the Organization. 5) Repair of furniture, machinery and other items. 6) Dispatch of stationary and other items to various departments. e. Maintenance, upkeep and repair of Organization buildings.
  • Page 48 of 54 f. Supplies of water, electricity, gas and telephones, repairs and billing of these utilities. g. Repair, replacement, maintenance and POL of Organization vehicles. Maintenance of vehicle records. h. Fire fighting, to establish adequate number and properly equipped fire fighting points and train personnel in fire fighting. i. Control entry into Khpal kor Foundation buildings. No unauthorized personnel will be allowed inside the offices except without a pass signed by Admin Officer. j. Stock taking of the stores at least once a year. The proceeding to be put up to concerned reporting officer/Board of Governors. k. Condemnation and disposal of U/S items/stores. l. All purchases, condemnations, stock taking and accounting of stores or expenditures where required will be made in accordance with the Organization procedures in vogue. m. All dealing with the personnel will be in accordance with Organizational decisions and order in vogue. n. Control and manage the use of printing and photo-state machines. o. Any other duty assigned by the Organization. p. To assign duties to Mallies, Sweepers, Drivers, Chowkidars, Daftris and Naib Qasids. To control and be responsible for the discipline of all personnel in his section. E. Establishment and legal cell F. The Khpal Kor Foundation Profile
  • Page 49 of 54 Annexure B Establishment & Legal Cell 7. Establishment Cell: Tasks of the cell are performed by a team of four men headed by a superintendent. a. Establishment Officer: 1 (a contingency appointment) b. Junior Clerk 2 c. Naib Qasid 1 8. Functions of the Cell: The cell is responsible for following. a. Keeping service record from recruitment to retirement in personal files. b. Maintenance of service book. c. Advertisement, test, interview for recruitment and issuance of appointment orders. d. Training to staff. e. Deputation, repatriation of staff from other departments and settlement of their terms and conditions. f. Maintenance of pay record and preparation of pay/arrears bill. g. Pension cases and billing monthly payments of pension. h. Medical reimbursement cases. j. Arrangement for completion of ACRs and their maintenance. k. Placement/transfer of staff in different branches of Board on the proposals of section officers. l. Leave account, grant of all kinds of leave and bills for leave salary. m. Income tax relating to salary.
  • Page 50 of 54 n. Assets and liabilities. o. Group insurance. p. Notices of holidays/office timings. q. Disciplinary cases. r. Maintaining record and correspondence on all letters etc relating to establishment materials. s. Settlement of audit observations concerning establishment matters. t. Grant of house building, scooter advances and their recovery. u. Hiring/de-hiring of accommodation. v. Dispatch of letters relating to establishment cell. w. All cases of litigation. x. Acquisition of land for Board building and its security. y. Construction of building. z. Building inventory. aa. Transportation
  • Page 51 of 54 Annexure C 2 Basic Information: Name: Khpal Kor Foundation (KKF) Address: Makanbagh, Mingora, District Swat, Khyber Pakhutn Phone +92 (0946) 729211-9240011 E-mail: info@khpalkor.org & khpalkor@gmail.com Website: Year of Establishment www.khpalkor.org 1996 Operational Areas Malakand Division Registration Particulars (Registration and Control) Ordinance 1961. Place: District Office Social Welfare SWAT Date: 10th August, 1998 Registration No: 1402 Type of Organization Non-governmental organization (NGO) Target Group/s of the organization Generally Child Rights (CRC) Orphans particularly. Targeted Outreach Division level Geographical area covered Malakand Division Primary contact person 1. Name: Muhammad Ai Cell: +92-301-8530411 Phone: +92-946-729211-9240011 Email: mali_khpalkor@yahoo.com
  • Page 52 of 54 Secondary contact persons 1. Name: Fazal Ali Cell: +92-345-9526222 Email: fazalali_kkf@yahoo.com Phone: +92-946-729211-9240011 Name: Imran Khan Cell: +92-343-9630025 Phone: +92-946-729211-9240011 Email: co.imrankhan@gmail.com Our goal: To get due rights of the orphan to support them in attaining the potential to have full life. Our vision: To demonstrate while reducing the vulnerability of different segments of the society peaceful and prosperous society is possible. Our mission: To facilitate orphan in their life struggle to become good human beings and effective citizen. Our aims & objectives  To provide food, lodging and boarding facilities to orphan children.  To continue education until such stage that they may be able stand on their own feet and could support their mothers and genuine dependents.  To arrange modern and technical education for such children.  To train them on the lines that they may become good citizens of the society and save them from child labor.  To save them from ill practices like drug, crimes and abuses.  To look after them in a best possible way.  To strive hard for their legal rights.  To make them useful citizens of the society.
  • Page 53 of 54  To look after their health and cleanliness.  To provide them a positive opportunity for constructive academic and co- curricula activities.  To provide quality education facility to community children at reasonable fee besides Khpal Kor children.  To work for child rights.  To work for better environment Our values:  Respect - We affirm the dignity, potential and contribution of participants, donors, partners and staff.  Integrity - We act consistently with our mission, being honest and transparent in what we do and say and accept responsibility for our collective and individual actions.  Commitment - We work together as a team effectively to serve the larger community.  Excellence - We constantly challenge ourselves to the highest levels of learning and performance to achieve greater impact.  Innovativeness - We believe to adapt innovative ideas to fulfill development and transformation gaps. Our approach: Our approach is to work hand-in-hand with community activists, scouts volunteers, local leaders, local partners, and national and international organizations to give children particularly the orphans, the tools they need to improve their lives, and to support their genuine families and dependents. Our cross cutting themes:  Child’s rights institutional development  Environmental conservation  Child’s rights assurance  Peace and harmony
  • Page 54 of 54  Minimizing social evils and ill-practices.  Human Rights Development. Our operational areas: KKF operates across Malakand Division covering district Swat, Buner, Shangla, Dir (Lower), Dir (Upper), Chitral and Malakand Agency . Our Current Assets KKF Honours: 1) Primary School Project as Model Project with European Commission (EC) through Trust Volunteer Organization TVO 1 year project (Primary School) was got from European Community (EC) through TVO which declared as model project through out Pakistan. 2) KKF Selection as member Pakistan Bait-ul-Mal appraisal committee. Khpal Kor Foundation was given membership in PBM appraisal Committee for working with best performance with Pakistan Bait-ul-Mal. 3) KKF Recommended for king Hussain prize. Khpal Kor Foundation has been recommended for King Hussain prize by NWFP government for its excellent performance. 4) Khpal Kor Foundation as model in the world scout movement. As Khpal Kor Foundation has founded by Swat Scouts Open Group which is its mother organization. This is a unique activity initiated from the Scouting Platform across the world. In this regard Khpal Kor Foundation has got an appreciation letter. 5) Ashoka Award/ Fellowship for the organizer Khpal KorFoundation. Ashoka Foundation is Washington based organization. Selecting social entrepreneurs around the world. Ashoka fellowship and stipends for three years period is awarded to the selected social entrepreneurs. In 2005 Organizer Khpal Kor Foundation Mr. Muhammad Ali was awarded this fellowship and stipend by Ashoka Foundation for his unique social activity.