A REPORT ON FUNCTIONS OF HUMAN RESOURCE MANAGEMENT

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REPORT
HUMAN RESOURCE FUNCTIONS
PAKISTAN TELECOMMUNICATION LIMITED(PTCL)
&
SOCIÉTÉ GÉNÉRALE DE SURVEILLANCE(SGS)
Reported To:
Mam Tehmina
Reported By:
Kinza M.Zakir (22)
NasiraBatool (35)
Aliza Khan (04)
Hifza Ashraf (17)

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Contents
ACKNOWLEDGEMENT .............................................................................................................................4
LETTER OF TRANSMITTAL ........................................................................................................................5
EXECUTIVE SUMMARY:............................................................................................................................6
INTRODUCTION: .....................................................................................................................................8
HISTORY:.................................................................................................................................................8
VISION: ...................................................................................................................................................9
MISSION: ................................................................................................................................................9
VALUES: ..................................................................................................................................................9
STRUCTURE OF HR DEPARTMENT:..........................................................................................................9
DEPARTMENT HIERARCHY OF PTCL :.................................................................................................10
TYPES OF EMPLOYEES IN PTCL: .........................................................................................................10
FUNCTIONS OF HR DEPARTMENT: ........................................................................................................11
ANALYSIS OF HR-PRACTICES AT PTCL:...............................................................................................11
HR STRATEGIES:.............................................................................................................................11
HRMPLANNING:.............................................................................................................................11
HR BUDGET:...................................................................................................................................11
HUMAN RESOURCE INFORMATION SYSTEM(HRIS):............................................................................12
EMPLOYEE ENGAGEMENT: ................................................................................................................12
EMPLOYEE EMPOWERMENT:.............................................................................................................12
RECRUITMENT:......................................................................................................................................12
Management Training Officer:...........................................................................................................13
Training & Development:......................................................................................................................13
Methods of Training and Development:.............................................................................................14
PERFORMANCE MANAGEMENT:...........................................................................................................14
MAIN OBJECTIVE OF PERFORMANCE APPRAISAL: ..............................................................................14
COMPENSATION:..................................................................................................................................15
LOAN POLICY: .......................................................................................................................................15
Health Benefits:....................................................................................................................................15
INTRODUCTION: ...................................................................................................................................17

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HISTORY:...............................................................................................................................................17
VISION: .................................................................................................................................................17
VALUES: ................................................................................................................................................18
Human resource philosophy [HRP]:......................................................................................................18
TALENT ACQUISITIONS: ........................................................................................................................19
GUIDING PRINCIPLES: ........................................................................................................................19
HUMAN RESOURCES INFORMATION SYSTEM (HRIS): GUIDING PRINCIPLES .........................................20
HR BUDGET:..........................................................................................................................................20
RECRUITMENT: .....................................................................................................................................21
TRAINING AND DEVELOPMENT: ...........................................................................................................21
IN-HOUSE ACTIVITIES........................................................................................................................21
INFINITE POSSIBILITIES:..................................................................................................................22
HUMAN RESOURCE INFORMATION SYSTEM (HRIS): .........................................................................22
PERFORMANCE APPARAISAL: ...............................................................................................................22
COMPENSATION:..................................................................................................................................23
RECOMMANDATION.............................................................................................................................24
REFERENCE: ..........................................................................................................................................24
Appendices’ ..........................................................................................................................................25

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ACKNOWLEDGEMENT
The completion of this dissertation would never be possible without the
countless blessings of
ALLAH (SWT).we offer our sincerest, deepest gratitude and thanks to ALLAH
(SWT).May
ALLAH (SWT) shower HIS blessings and mercies upon the HOLY PROPHET
Hazrat Muhammad (peace be upon him) whose life is guidance for us in all the
tasks of life.
We would like to express our sincere gratitude to our advisor and teacher
Mam TEHMINA FAISAL for the continuous support and guidance during project
work and related studies and for her patience,
motivation and immense knowledge. Her guidance helped us all the time
during our project and
writing for this dissertation. We could not have imagined having a better
advisor and mentor for
our project.
We would also like to thank you the Hr executive and other staff of PTCL & SGS
for their corporation and guidance during project.
LAST but not the least, we would like to thanks our parents and family
members for supporting
us spiritually and inspiring us throughout our work. We would like to our
sincere thanks
to all of them.

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LETTER OF TRANSMITTAL
Date:08-11-2017
Mrs. Tehmina Faisal
Department Of Public Administration
University of Karachi
SUBJECT: LETTER OFTRANSMITTAL
Respected Mam,
We are very pleased to submit to you the project report on "HUMAN RESOURCE FUNCTION OF PTCL &
SGS"
This project report has been prepared with great efforts and dedication, incompliance with course
requirement and your instructions. We hope that this onerous task on my part will be appreciated.
Now that the project is complete ,it can be viewed for assessment.
We hope that this project report is acceptable to you .As a team, we found this work of doing the
project interesting and challenging. Hope fully, this research would also be informative as well.
Sincerely Yours,
Hifza Ashraf
Nasira Batool
Kinza Zakir
Aliza Khan

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EXECUTIVE SUMMARY:
The goals of this project will be presented in this executive summary with summarized pieces of
information about specific activities i.e. human resource planning, recruitment and selection, Training &
Development, performance management and compensation regarding Human resource department of
PTCL and SGS.
(PTCL) is the largest telecommunication company in Pakistan. This company provides telephony services
to the nation while (SGS) is the world’s leading inspection, verification; testing and certification
company.SGS is recognized as the global benchmark for quality and integrity.
All five core functions of HR are being perform at both company with bit differences.
They have similar HRP (human resource planning) running in the organization. The Training and
development is quite different of both organization SGS prefer e learning training for their employees
and uses kirk Patrick method for evaluation. In contrast PTCL prefer physical training assignment and
Lectures but both prefer on job training. At recruitment process they both go through add postings but
SGS select the individual on their own ERF results and PTCL some time hire external consultant for
recruitment purpose. Both the organization follows different HRIS SGS have their built-in HRIS
software’s in contrary PTCl follows SAP. PTCL uses bell curve and MBO method for performance
appraisal and SGS have their own 10 principal based process for performance appraisal.

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Pakistan Telecommunication Company Limited
Hello to the future

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INTRODUCTION:
Pakistan Telecommunication Company Limited(PTCL) is the largest telecommunication company in
Pakistan. This company provides telephony services to the nation and still holds the status of backbone
for country’s telecommunication infrastructure in spite of entrance of the dozen other Telco including
telecom giants like TELENOR and CHINA Mobile. The company consists of around 2000 telephone
exchanges across country providing largest fixed line network. GSM, CDMA and Internet are other
resources of PTCL, making it a gigantic organization
PTCL is also part of the consortium of three major Submarine communication cable networks: SEA-ME-
WE 3, SEA-ME-WE 4 and I-ME-WE. In addition to wire line operations, PTCL also provides fixed line
service through its countrywide CDMA based WLL (Wireless Local Loop) network, under the Fine brand
name. In the cellular segment, the second largest cellular provider in Pakistan, Ufone, is also a wholly
owned subsidiary of PTCL.
HISTORY:
From the beginnings of Posts & Telegraph Department in 1947 and establishment of Pakistan Telephone
& Telegraph Department in 1962, PTCL has been a major player in telecommunication in Pakistan.
Despite having established a network of enormous size, PTCL workings and policies have attracted
regular criticism from other smaller operators and the civil society of Pakistan.
Pakistan Telecommunication Corporation (PTC) took over operations and functions from Pakistan
Telephone and Telegraph Department under Pakistan Telecommunication Corporation Act 1991. This
coincided with the Government's competitive policy, encouraging private sector participation and
resulting in award of licenses for cellular, card-operated pay-phones, paging and, lately, data
communication services.
Pursuing a progressive policy, the Government in 1991, announced its plans to privatize PTCL, and in
1994 issued six million vouchers exchangeable into 600 million shares of the would-be PTCL in two
separate placements.
In 1995, Pakistan Telecommunication (Reorganization) Ordinance formed the basis for PTCL monopoly
over basic telephony in the country. The provisions of the Ordinance were lent permanence in October
1996 through Pakistan Telecommunication (Reorganization) Act. The same year, Pakistan
Telecommunication Company Limited was formed and listed on all stock exchanges of Pakistan
PTCL launched its mobile and data services subsidiaries in 2001 by the name of Ufone and PakNet
respectively. None of the brands made it to the top slots in the respective competitions. Lately,
however, Ufone had increased its market share in the cellular sector. The PakNet brand has effectively

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dissolved over the period of time. Recent DSL services launched by PTCL reflect this by the introduction
of a new brand name and operation of the service being directly supervised by PTCL.
In middle of 2005 Government of Pakistan had decided to sell at least 26 percent of this company to
some private agency. There were three participants in the bet for privatization of PTCL. Etisalat, a Dubai
based company was able to get the shares with a large margin in the bet.
In 2005, when Government was going to privatize the company there was country wide protest and
strike by PTCL workers. They even disrupted Phone lines of some big Government institutions like
Punjab University Lahore and many lines of public sector were also blocked. Military had to take over
the management of all the Exchanges in the country. They arrested many workers and put them behind
bars. The contention between Government and employees ended with a 30% increase in the salaries of
workers.
There have been various changes in the company due to privatization. Such examples include the VSS
(Voluntary Separation Scheme for its employees), ERP (SAP based), restructuring, B& CC (Billing and
Customer Care Software) etc. Another seemingly minor change was change of brand identity (logo) that
presented PTCL's new face after privatization, with greater focus on customer satisfaction and bringing
about of new advancements in telecom for Pakistani consumers.
VISION:
To be the leading information and communication technology service provider in the region by
achieving the customer satisfaction and maximizing the shares holders values.
MISSION:
Their mission is to achieve vision by having:
 An organizational environment that fosters professionalism, motivation and quality.
 An environment that is cost effective and quality conscious.
 Services that are based on the most optimum technology.
 ‘Quality’ and ‘time’ conscious customer service.
 Sustained growth in earnings and profitability.
VALUES:
In achieving mission and making vision a reality, they will practice the values of professional integrity,
customer satisfaction, and team work and company loyalty.
STRUCTURE OF HR DEPARTMENT:
The human resource Department in PTCL was established in 1996 and it was reorganized in 2005. PTCL
human resource is known as HRIS-PTCL. The main objectives of HR department in PTCL are to bring
together company needs of the human resource and the needs of the people hired by the company.

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They consider employees the main assets of organization and focusing on providing them the better
facilities.
DEPARTMENT HIERARCHY OF PTCL :
TYPES OF EMPLOYEES IN PTCL:
 PERMANENT EMPLOYEES
 CONTRACTUAL / EMPLOYEES
 OUTSOURCE
chief executive
officer
chief hr officer
executivevice
president
general manager
seniormanager
manager
assistent
manager

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FUNCTIONS OF HR DEPARTMENT:
All functions of HRM Including recruitment, training and development, performance management, and
compensation, are being performed in hr department of PTCL. For each function they have separate
department which are responsible for performing functions of HR.
ANALYSIS OF HR-PRACTICES AT PTCL:
HR STRATEGIES:
 Customer oriented approach to retain customer’s loyalty
 Restructuring: inclusion of new corporate culture
 Retention of critical Human Resource
 Motivation of employees
 Preparation for WTO regime
HRMPLANNING:
HRP is dealt with various matters in the organization same the case with PTCL.The HRM process consists
of organized activities in PTCL as like
 Recruitment
 Selection
 Training
 Compensation
 Supervision
HRP process of PTCL is having the following categories which are:
 Conduct job analysis and based on the outcomes of the job analysis, write job descriptions.
 Employee Recruitment and Selection
 Training and Development
 Design and implement a performance management system
 Conduct HRM research with the aim of solving problems in the organization
 Determine the objectives
 Enlarge procedures to meet the expected HR requirements
HR BUDGET:
The goals and aim of HR department is reflected in their budget. Budget is issued to the department on
the annual bases on the ratio of net income generating by the company.
As PTCL is still in growth process so department have to make compromises over their budget.

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HUMAN RESOURCE INFORMATION SYSTEM(HRIS):
PTCL Has recently shifted to the information system from the manual.
Human Resource Information System which is being used in PTCL is SAP. The acronym “SAP,”
for Systems, Applications, and Products in Data Processing, Systems.PTCL is Pakistan's 3rd
largest
organization which uses SAP in all their functions.
Impact which, organization have felt after shifting to information system is that HRIS has Simplify human
resource (HR) processes to drive better business results. Find the right talent, develop future leaders,
and engage all employees with automated, transparent processes, and a digital HR experience. It help
the management to take more effective and efficient decisions.
EMPLOYEE ENGAGEMENT:
PTCL consider human the most valuable asset of their organization therefore this always try to provide
right conditions for all members of their organization to give of their best each day, committed to
organization’s goals and values, motivated to contribute to organizational success, with an enhanced
sense of their own well-being. For this the organization provide the following activities to their
employees.
 Offsite
 Cricket matches
 Cross functions
 Movie night
In PTCL all engagement activities are linked with operation and hr department makes it sure that all
these activities must have some impact. For example they arrange a fault rectification day after working
days and then they take their employees to the movie night for boosting their employee morale.
Similarly they do brainstorming while going to offsite.
EMPLOYEE EMPOWERMENT:
PTCL has given their employees authority to take their decisions on their respective positions.
Organization has set boundaries in which the employees can exercise their power.
Not only male staff but female staff have been authority to take the decisions.In recognition for their
progressive gender policies and best practices for empowering women at work, PTCL has been awarded
the ‘EFP Award for Excellence in Women Empowerment 2017’ at the International Women’s Day
Conference, organized by the Employer’s Federation of Pakistan (EFP) in collaboration with the
International Labor Organization (ILO) in Karachi.
RECRUITMENT:
Recruitment (hiring) is a core function of human resource management. It is the first step of
appointment. Recruitment refers to the overall process of attracting, selecting and appointing suitable
candidates for jobs (either permanent or temporary) within an organization.

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PTCL use SAP For recruitment. It is use to shorten the process, increase transparency, reduce cost and
time and for improving efficiency.
For recruitment of top level management PTCL use its own talent acquisition. As it required too much
cost to hire consultant. It depends on situation, for big level profile it has to hire top consultant.
Recruitment channels are ADDs, LinkedIn, rozi.com and it has its own page on Facebook. Because social
media saves cost and have large medium now advertisement on newspapers is not preferred. Use head
hunters less frequently because they have their own recruitment department.
Recruitment requirement: HR required Qualities for hiring requisition, individual writes proper JD, that
what should be the level of education, what is level of position ,level of competency ,how much year of
experience is required ,what additional skills should be in person, how much computer skills are
required e.g. excel.
HR use system to filter out resume. In system apply requirement it will filter out all resume according to
your requirement.
Recruitment process: For senior manager position, they deal in a very typical way, they first make list
then screen it, and make short list, take interview then take final interview ,consider final candidate
.then give oral confirmation placing job offer interesting thing is that after placing verbal offer they
conduct medical test of candidates which PTCL bear itself. And then place written offer.
Recruitment of non-managerial are on zonal base, their orientations are also conducted in headquarter.
Management Training Officer:
They also conduct MTO programs for recruitment under which they have conducted three session till
now.
Training & Development:
Training and Development refers to the process to obtain or transfer knowledge, skills and abilities
needed to carry out a specific activity or task”.
PTCL employees are a great asset not only for the company but also for the country. Their marvelous
potential is yet to be exploited. Their skills need to be developed, their expertise need to be updated for
which training and development department is at their disposal to cater their training needs.
PTCL assure that, training and development team would never miss an opportunity to contribute
towards the betterment of the company. Training and Developments is playing an essential role in
changing PTCL from a government sector organization to corporate sector company. They consider
every employee of the company as our customer and firmly believe that meeting their expectation
would help us achieve customer satisfaction. They look forward to your input for making our endeavors
more effective.

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They would like to take this opportunity to salute all workers and employees especially those who are
working in the field and assure them that the management is fully aware of their dedication and hard
work and appreciates their performance and want to make them more skillful and improve their
expertise through different trainings.
In this spirit, that T&D Training and Development has a clear road map of activities and is committed to
provide high quality trainings for the development of every single employee.
PTCL vast network of training infrastructure includes 12 PTCL Training Centers all over Pakistan where
PTCL provide soft and technical skills training. They keep their employees updated with the latest trends
and develop their knowledge, skills and attitudes with a futuristic approach.
Methods of Training and Development:
PTCL use on job training, it saves cost. HR Don’t Use Job Referral.
Training programs:
 Technical skills
 Soft, behavioral skills
 IT skills development
 Management-leadership program
 Workshops seminar
 Academic programs
 Foreign programs
PERFORMANCE MANAGEMENT:
In PTCL performance expectations are the source for evaluating employee performance In the way in
which performance is generally define construct the task of receiving suitable performance values vague
and a unreasonably complexity.
From performance standards, supervisors can provide specific feedback describing the gap between
expected and actual performance.
They evaluate the performance of their employee semiannually. Method for the performance
evaluation which is used by the PTCL is BELL CURVE.
The organization uses bell curve and not any other method like MBO for the reason that there is lack of
transparency. Although they have goals but as PTCL is in progressing stage and don’t have transparency
that’s why they didn’t use MBO.
MAIN OBJECTIVE OF PERFORMANCE APPRAISAL:
Their main objectives of performance appraisal in PTCL are as follows:
 Improvement in Performance

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 Effectiveness, Efficiency, Productivity, Motivation
 Pay and Benefit Adjustments
 Training & Development Needs
 Response and Feedback from
COMPENSATION:
Employee compensation is the total amount an employee can expect to receive when working for an
organization. In PTCL Compensation is on grading base. In PMS grading they divide that A will get such
percent B will get such percent. Compensation is done on the basis of performance. Performance is
measures by goals, Goals are reviewed e.g. How was performance before 6 months and after 6 months
when it is combine we get final grading then see in which grade employee lie and according to that,
employee is compensated.
HR indulges in compensation. After CSO, CO approved further distribution is done by HR that how many
there are high rated performer (highpos)
PTCL provide flexi hours. Employees can work 9 to 4 or 10 to 5 according to their feasibility. Women can
work at home.
LOAN POLICY:
PTCL provide loan policy and incentives to its regular employees. Provide different loans (house building
loan, motor vehicle etc.). But don’t give to outsource employee. Loans are given to outsource employee
on the base of gratuity. As far as other caters are concerned for them as ptcl is an old client so some
banks give loan flexibility to employees. Employee can take loan from his gratuity.
Health Benefits:
Not only the health of our employees is important but their family’s health is also equally important.
With over 100 hospitals on our panel wide across Pakistan we aim to ensure constant medical assistance
to our PTCL Family Members. Some of the best hospitals on our panel include:
 Shifa International Hospital
 Pakistan Institute of Medical Sciences (PIMS)
 Islamabad Diagnostic Center
 Western Dental
 Armed Forces Institute of Cardiology (AFIC)
 Rawalpindi Institute of Cardiology
 Ali Hospital

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SociétéGénérale de Surveillance

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INTRODUCTION:
SGS is the world’s leading inspection, verification, testing and certification company. SGS is recognized
as the global benchmark for quality and integrity. With more than 90 000 employees, SGS operates a
network of over 2 000 offices and laboratories at one global network around the world. They provide
competitive advantage, drive sustainability and deliver trust. At SGS, they are continually pushing
themselves to deliver innovative services and solutions that help our customers move their businesses
forward.
 Organization Type Service Providers
 Staff 10,000+
 Development Budget Over 500 Million
 Headquarters Switzerland
 Founded 1878
HISTORY:
Established in 1878, SGS transformed grain trading in Europe by offering innovative agricultural
inspection services. From those early beginnings, we steadily grew in size and scope as their agricultural
inspection services spread around the world. During the mid 20th century, they began to diversify and
started offering inspection, testing and verification services across a variety of sectors, including
industrial, minerals, oil, gas, and chemicals. In 1981, SGS was listed on the Swiss Stock Exchange and
forged an unrivalled reputation as the industry leader in finding solutions to the complex challenges
faced every day by organizations. Their consultancy, outsourcing and training services complement our
core inspection, verification, and testing and certification services in delivering these solutions across all
industries. Through our unique global network they deliver independent results tailored to the precise
needs of each industry or sector. Their customers trust in their expertise, experience and resources to
support them in achieving outstanding performance in everything they do. Today, they focus is on
innovative ways to deliver business benefits. This enables them to help customers improve quality,
safety, efficiency, productivity and speed to market, while reducing risk and building trust in sustainable
operations
VISION:
Their aim to be the most competitive and the most productive service organization in the world. Our
core competencies in inspection, verification, testing and certification are being continuously improved

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to be best-in-class. They are at the heart of what we are. Our chosen markets will be solely determined
by our ability to be the most competitive and to consistently deliver unequalled service to our
customers all over the world.
VALUES
They seek to be characterized by our passion, integrity, entrepreneurialism and our innovative spirit, as
we continually strive to fulfill our vision. These values guide us in all that we do and are the bedrock
upon which our organization is built.
Human resource philosophy [HRP]:
Principle 1
Human Resources partners with operations and business line managers in the process of acquiring,
developing and rewarding talent to drive our business to a new height.
Principle 2
Human Resources management is directly involved at an early stage in talent acquisition, attraction,
retention and development of employees.
Principle 3

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Human Resources is a key contributor to positioning SGS as an employer of choice.
Principle 4
Human Resources ensures compliance with labor law in the country where we operate.
Principle 5
The SGS Code of integrity and employment policy are embedded in all Human Resources processes.
Principle 6
The Human Resources function and Human Resources programs, policies, processes and metrics are
applied in a consistent manner across the organization.
Principle 8
Human Resources maintains confidentiality and trust, and ensures employees’ data is securely held.
TALENT ACQUISITIONS:
GUIDING PRINCIPLES:
Principle 1
Human Resources is responsible for the process of recruitment, while hiring managers are ultimately
accountable for the final choice of candidate.
Principle 2
SGS recruitment process is transparent and the selection of candidates is both rigorous and evidence-
based.
Principle 4
Eligible internal candidates are preferred over external candidates.
Principle 5
Short-listing of candidates cannot be finalized before internal candidates have had sufficient time to
apply.
Principle 6
Internal candidates are in principle not eligible to apply to job postings before completion of 12 months
in their current job.
Principle 7
Existence of a preferred candidate is disclosed to internal relevant stakeholders.

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Principle 8
Internal applicants must inform their supervisor prior to any internal application.
Principle 9
Candidates’ references and background are checked and documented before an offer is made.
HUMAN RESOURCES INFORMATION SYSTEM (HRIS): GUIDING PRINCIPLES
Principle 1
The Global HRIS provides updated workforce data to support the business effectively for people related
decisions, analytics and reporting.
Principle 2
All countries in the SGS Group use the Global HRIS as the master system to support the global HR
processes.
Principle 3
The Global HRIS and its implementation ensure compliance with data privacy regulations.
Principle 4
Country HR teams own the information in the Global HRIS and are responsible for its update and
reliability.
Principle 5
The Global HRIS provides a sustainable interfacing platform that allows information to flow among
systems.
HR BUDGET:
Their HR budget is 1.5 crore from which they offer break fast to all employees at first day of new
financial year. This cost them around 60000. They use to allocate their budgets in proper functioning of
department.
The human resources budget refers to the funds that HR can allocate to hiring, salaries, benefits, talent
management, training, succession planning, workforce engagement and employee wellness planning.
When the HR budget is being composed, it needs to take into account financial information,
performance results and budgeting from every department. A combination of historical trends and real-
time information, the HR budget encompasses every data source, which can make it an incredibly
complex yet important document to determining a company’s future.

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RECRUITMENT:
Recruitment is the process of interviewing the candidate till selection. Firstly HR fill the ERF which means
Employees Requisition Form from the department that relates which type of (age, qualification skills
gender and experience) candidate are required for the department.
In the first step they check out the specific qualification of candidate whatever the department wants. If
the candidate profile matches what they are looking for, a member of their recruitment team will
contact him/her. They recruit employees on the basis of contractual and the other is permanent
recruitment.
In SGS, they take 3-4 interviews on the basis of internal expertise from recruitment to selection then
offer email. As per ERF initial screening starts, but they don’t disturb their internal equity.
TRAINING AND DEVELOPMENT:
Training solutions are developed by subject matter experts to help organizations and individuals
improve personal competence and skills – core enablers of sustainable business development and
competitive advantage.
As the global leader in professional training, they provide innovative learning and development
solutions, covering multiple areas and industries, tailored to meet needs. Their courses are delivered in
both face-to-face and eLearning environments, ensuring training objectives are achieved no matter
where you are.
They prefer on job training as job rotation and have their own-trained individual within the organization.
Or if they do not have that trainer within, they use to train the trainer method and then afterwards that
trainer provide training to other individuals.
They use BRAIN SHARK Software for training their employees online in which trainee watch video to
answer MCQS and get certified by it.
IN-HOUSE ACTIVITIES
SGS optimizes its own sustainability impacts. they are committed to ethical conduct and every employee
is required to undergo annual integrity training. they are committed to carbon neutrality, and run
campaigns with our employees on eco-efficiency. they support equal opportunities and value diversity.
their employees drive their community projects, and are able to apply for company support to realize
their own community development ideas.
They use Kirkpatrick's Four-Level Training Evaluation Model
This is where Kirkpatrick's Four-Level Training Evaluation Model can help them objectively analyze the
effectiveness and impact of training, so that they can improve it in the future.
The four levels are:
 Reaction.

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 Learning.
 Behavior.
 Results.
They use 5S methodology of Japanese to organize their work place.
5S is a methodical way to organize your workplace and your working practices as well as being an overall
philosophy and way of working. It is split into 5 phases, each named after a different Japanese term
beginning with the letter “S”; (Seiri, Seiton, Seiso, Seiketsu, Shitsuke) hence the name 5 S.
INFINITE POSSIBILITIES:
At SGS, they believe that their strength lies in our people. In a competitive business environment, global
reach and the breadth of activities offer almost infinite possibilities for your career. Their aim is to help
you reach your full potential, whether that is working in different business lines or creating
opportunities to work abroad.
HUMAN RESOURCE INFORMATION SYSTEM (HRIS):
A HRIS, which is also known as a human resource information system or human resource management
system (HRMS), is basically an intersection of human resources and information technology through HR
software. SGS have there Built-in HRIS software Which allows HR activities and processes to occur
electronically.
A HRIS may be viewed as a way, through software, for businesses big and small to take care of a number
of activities, including those related to human resources, accounting, management, and payroll. A HRIS
allows a company to plan its HR costs more effectively, as well as to manage them and control them
without needing to allocate too many resources toward them
In most situations, a HRIS will also lead to increases in efficiency when it comes to making decisions in
HR. The decisions made should also increase in quality—and as a result, the productivity of both
employees and managers should increase and become more effective.
PERFORMANCE APPARAISAL:
SGS use their own performance system.SGS follows 10 factors leadership principle about the punctuality
of an employee, quality of work, leadership, quantity of work band so on.Through these factors not only
the organizations appraise them but also employees self evaluate themselves
1.Job description means routine job.

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2. objective(other than job).In objective, an employees have to do additional job that are differ from
their routine job.
In a year, SGS conduct a two assessment the first one in mid year and annual assessment.
For performance appraisal they use a KPI (key performance indicators). Through KPI they check out that
either we follow a SMART objective or not. if the objective is not according to the SMART criteria so they
change the objective.
COMPENSATION:
SGS pays 20,000 to fresh females and 23000 to fresh male. They provide pick and drop facility with pay
7000 to their employees. They completely discourage loan policy but they provide loan in terms of
provident fund.
-26 days salary package as per law.
-SGS do not provide flexi hours to their employees.
-They follow standard timing that is 9-6.Employees are allowed to come at 9:15 without fine. But in
future they will impose fine in case of late timing.
-They allow paid and authorized leaves. In authorized leaves during 6 months they are allowed to take
leaves but they are unpaid.
-15 annual leaves.
-maternity leaves..6 weak before and 6 weak after birth.

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RECOMMANDATION...
PTCL:
 The Human Resources should take fewer times in recruitment and training the staff.
 Highly eligible & skilled staff may be deputed in HR department.
 PTCL should also encourage the Billing On line system that each and every customer should have
to pay his/her bill on line basis.
 Human Resource Department may advice and train employees for one window operation in
order to reduce the time and conserve the resources.
SGS:
 They should conduct an effective TNA since the supervisor recommendation during the
evaluation period, may not be accurate one, for the reason HR department sends for review
That why HR must take initiative to train the supervisor about taking proper decision on training
requirement during performance evaluations.
 They can also watch trainees body language during the training and get verbal feedback b asking
training directly about their experience
REFERENCE:
The name of interviewer those give us information about HRM functions are:
Ptcl,
Faheem baig (Manager)
Mohsin khan HRBP (Assistant manager)
Adeel Khan (Deputy Manager)
SGS,
Mohammad Haris (Head of HR)
Taqi Raza (Assistant Manager)
Along with get information from these websites:
 www.sgsgroup.pk
 www.sgs.com/en/news/2017/02/sgs-2016-annual-report
 SGS slide share
 SGS Wikipedia
 https://ptcl.com.pk
 https://ptcl.com.pk/Home/FinancialFiles?ItemId=51&linkId=115

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Appendices’
some sample letter/forms are attached with hard copy

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