Course:- Human Resource Management Teacher:- Usman Aleem Members:- Ashan Perviz 56567 Tariq Mehmood 56908 Salman H Latif 56830 M Waqas 6202 M Saeed 56103

1. A STUDY & RESEARCH ON HR
PROCESSES
Ahsan Pervaiz 56567
Muhammad Waqas 6202
Saeed Ahmed 56103
Tariq 56908
Salman 56830

2. Tariq Mehmood
MS – HRM
SID – 56908
Email:
shadowsofursoul@gmail.com
tariqmehmooda30s@gmail.com
LinkedIn Profile:
https://www.linkedin.com/in/tariq-mehmood-87530840/

3. The Sui Southern Gas Company was formed in 1954.
The Company in its present shape was formed on
March 30, 1989, following a series of mergers of three
pioneering companies, namely Sui Gas Transmission Company Limited Karachi Gas
Company Limited and Indus Gas Company Limited.
Sui Southern Gas Company (SSGC) is Pakistan's leading integrated gas Company.
The company is engaged in the business of Transmission and Distribution of
Natural gas besides construction of high-pressure transmission and low-pressure
distribution systems.

4. COMPANY VISION
To be a model utility providing quality
service by maintaining a high
level of ethical and professional
standards and through optimum use
of resources.
MISSION STATEMENT
To meet the energy requirements of
customers through reliable,
environment -friendly and sustainable
supply of natural gas, while
conducting company’s business
professionally, ethically and with
responsibility to all our stakeholders,
community and the nation.

5. CORE VALUES
Acts in ethical manner. Promote ethical business
environment. Seen & known to be honest. Lives within
means. Intellectually honest. Take effective actions if
observers unethical behavior or situation
INTEGRITY
EXCELLENCE
Makes positive contribution towards the achievement of SSGC's Vision. Respond
effectively to customer needs. Takes timely & Quality decisions.
TEAM WORK
Builds strong relationships within across functions. Works well with all type of
peoples and corporate with others. Solicits and share ideas/best practice with
others. Supports the achievements of Company/team goals

6. TRANSPARENCY
Promotes open environment. Displays openness and
consistency in applying policies procedures. Respects
dissent and resolves conflicts fairly.
CREATIVITY
Comes up with new ideas. Encourages innovation. Promotes modified
approaches. Convert ideas into actions.
RESPONSIBILITY TO STAKEHOLDERS
o Create solutions to make customer needs. Develops colleagues and team
members to improve their skills and performance.
o Balances short term and long term priorities to maximize on results.

7. o Stays abreast of change in operating environment
that impacts our business
Markets Competitors
Technology Customers
 Suppliers Employees
Regulatory  Political and Public

8. Top
Management.
Sui Southern Gas Company
(Company’s Organogram)
Finance
Division
Board of Directors
Departments
Divisions
Managing
Director
MD’s
Secretariat
Customer
Services Division
Billing
Customer
Relations
Sales
Materials
Mgt.
T&D
Division
Distribution
(Karachi)
Distribution
(Sindh)
Distribution
(Balochistan)
Transmission
UFG Cell
Insp. & Mon.
Cell
Engineering
Services Division
Construction
Measurement
Planning &
Development
Research &
Development
Services
Management
Services Division
Admin.
Services
Corporate
Comm. Dept.
HSE
Meter Plant
Regulatory
Affairs
Sports
Section
Human
Resource
Internal
Audit
Information
Technology
Accounts
Finance
Treasury
Corporate
Planning Cell
Security
Services
Govt. &
Public
Affairs
Chairman’s
Secretariat
Company’s
Secretary
Tax

9. RECRUITMENT & SELECTION PROCESS
Compiling of requisition from Departments for human resource personnel and evaluating
them for eligibility
Hiring the services of HR-approved Head Hunters or advertisement i.e. External /
Internal/ contract / consultancy contract/ third party employment
Screening of applications received against advertisement
Conducting interview of the shortlisted candidates
Appointment of selected candidates
Arranging medical examination and security clearance of selected candidates
Maintaining record of new executives in Oracle Database
Issuance of Posting Order to successful candidates
Arranging Orientation Program of successful candidate

10. EMPLOYMENT FORM

11. JOB DESCRIPTION
In Job description, job title & a short word summary of
the job is written where as job specification is more
detailed which give the complete picture of the job.
JOB SPECIFICATION
Complete job information is given in the form of job specification
form, Scope of position, Jobs pre-requisite requirements and Job task
are given in the form.

12. JOB SPECIFICATION FORM
Position Division
Name Department
Exec.No Job Grade
Cadre Location
Date of Joining Reports to
Authority: Qualification
Direct Reportees Responsibility
Section :
Job Purpose/Scope of position:
Section:
Work to be done
Section:
Activities
Position requirements: Experience, Competencies and position requirements
Job Knowledge:
Experience/Education:
Competencies/Abilities:

13. PERFORMANCE MANAGMENT SYSTEM
Performance Management System is the process of
assessing progress towards achieving predetermined
goals, which are aligned to the Company’s
goals, vision and mission. Its not just a “System” – its about managing
people in the best possible way.
RANKING PITS
Performance ratings are detailed with the following guiding principles:
a)Substantially Exceeds Expectations (SEE): Marks 81%& above
b)Exceeded Expectations (EE): Marks 66% - 80%
c)Meets Expectations (ME): Marks 51% - 65%
d)Below Expectations (BE): Marks 26% - 50%
e)Not Acceptable (NA): Marks 0% - 25%

14. BELL CURVE AND FORCED DISTRIBUTION
METHOD
Bell Curve method of Performance Appraisal is used
by the company to rate its employees in line with
Forced Distribution. In this system only 20 % of the
employees are kept in SEE and EE ranking pits, 70 % are given Meets Expectation
rating where as 10 % are kept in BE and NA ratings.

15. STEPS OF PERFORMANCE MANAGEMENT
PROCESS
Step 1: Performance plan
• Duties, goals & objectives are set
Step 2: Midyear review
• Both employee and line manager discuss performance
Step 3: Executive input
•Employee give feedback about hir or performance
Step 4:Annual performance review
•Line Managers fills final annual performance form

16. Performance Plan
EMP ID: DEPARTMENT.:
NAME: TITLE:
LOCATION: GRADE:
FROM: TO:
1. ON GOING DUTIES (Activities that are expected as an on-going part of your job.)
II. PLANNED OBJECTIVES (Clearly indicate what, how and when) Points Allocated Time
III. HR MANAGEMENT I DEVELOPMENT OBJECTIVES. (For managers of people, this section should include objectives that
focus on building individual competencies and productive work environment. Clearly indicate what, when and how.)
Points Allocated Time
EXECUTIVE'S SIGNATURE:
DATE:
MANAGER'S NAME: MANAGER'S
SIGNATURE DATE:

17. Mid Year Review Form
(To be completed jointly by both, Executive & Manager)
EMP ID:
NAME:
LOCATION:
FROM:
1. ACTION REQUIRED TO BE TAKEN AS PART OF ONGOING DUTIES:
II
OBSERVATIONS & DISCUSSIONS REGARDING PERFORMANCE OBJECTIVES
III OBSERVATIONS & DISCUSSIONS REGARDING DEVELOPMENT OBJECTIVES
EXECUTIVE'S SIGNATURE: DATED:
MANAGER'S NAME: SIGNATURE DATED:
DEPARTMENT.:
TITLE:
GRADE:
TO:

18. Executive Input Form
(To be completed by the Executive)
DESCRIPTION OF RESULTS ACHIEVED (Indicate progress with specific examples and measures in each
category).
1. ONGOING DUTIES (Describe special achievements against ongoing part of your job)
II. PERFORMANCE OBJECTIVES (Please identify reasons for lack of achievement, if any, against agreed
objectives /goals / otherwise executive can write achievements against his / her own development objectives.)
III. DEVELOPMENT OBJECTIVES (For managers of people, this section should include achievements against development / HR objectives/
otherwise executive can write achievements against his / her own development objectives.)
Executive's Signature Date:
EMP ID: DEPARTMENT.:
NAME: TITLE:
LOCATION: GRADE:
FROM: TO:

19. Performance Review Form
To be completed by Manager only
OVERALL PERFORMANCE SUMMARY. This section should include a summary of the employee's overall
performance.
TOTAL SCORE:
Performance Objectives Points allocated 50 Points awarded
Development Objectives Points allocated 20 Points awarded
Competencies & Skills Points allocated 15 Points awarded
Core Values Points allocated 15 Points awarded Total Score out of 100 allocated points
- - -
Please check the appropriate overall performance rating box.
OVERALL PERFORMANCE RATING
Above 80 Substantially Exceeds Expectation
❑ SE
61 - 80 Exceeds Expectation
❑ EE
41 - 60 Meets Expectation
❑ ME
30 - 40 Below Expectations
❑ BE
Below 30 Not Acceptable
❑ NA
Not Rated
❑ NR
EMPLOYEE'S COMMENTS:
EXECUTIVE'S SIGNATURE: DATE:
(Signature does not necessarily indicate agreement)
MANAGER'S NAME: SIGNATURE: DATE:
NEXT LEVEL SIGNATURE: DATE:
GM's or SGM's NAME
HR. DEPTT. (Comments. If any) SIGNATURE: DATE:
NEXT LEVEL SIGNATURE: DATE:
SGM/DMD/MD's NAME
EMP ID: DEPARTMENT.:
NAME: TITLE:
LOCATION: GRADE:
FROM: TO:

20. PROBLEMS WHILE APPRAISING
EMPLOYEE PERFORMANCE
• Performance evaluations may lead to a
pessimistic impact on office dynamics
• Time consuming
• Employee de-motivation
• Legal issues; Personal Bias/Favoritism
• Biases
• Personal grudges
• Undeserving ratings

21. Training & Development
GAS TRAINING INSTITUTE (GTI) in Karachi and in
Hyderabad. In this institute soft skills and technical
skills training are organized and given. It is a complete
in-house setup in which training calendar, program & courses are designed by the
company’s own resources. The instructors for almost all trainings are company’s
employees which are given additional task of training the other employees in a
conducive and excellent environment for learning. GTI accomplishes this important
task in following steps:
1) Review the situation and identify the needs with the help of different department
employees feedback .
2) Identify courses and make training plan plus calender.
3) Allocate Budget.
4)Arrange a trainer (mostly an insider if required skilled trainer is not available than
arranged from outside.
5) Conduct the training.
6)Measure effectiveness of training and development program.
7) Repeat and refine the program.

23. TRAINING CALENDER

24. COMPENSATION
 The Salary consist of a basic salary and 60% of basic
salary is added to form salary package.
 Annual Increments Based on Performance
Management System
• SEE rated will get 15% basic pay raise.
• EE rated will get 12% basic pay raise.
• ME will get 9% basic pay raise.
• BE will get 5% basic pay raise.
• NR will get no raise in salary
 Performance Cash Bonus
SEE - One Gross Salary
EE - One Basic Salary

25. JOB GRADES
There are 10 job grades in the company. After every 3
years of service in one grade, employee is eligible for
Promotion to next grade based on his/her
performance.
PROMOTIONS
Minimum three years’ service in current grade.
MEDICAL POLICY
SSGCL regards its executives as its most valuable resource and accordingly
assigns a lot of importance to their well-being as well as their families. All executives
and their family members are covered under the Company’s medical policy. The
word “family” means wife/ husband and dependent sons up to 25 years of age and
unmarried dependent daughters. Medically incapacitated children requiring
continuous medical support may continue to avail the free medical facility till the
life-time of such a child and after retirement of the executive.
Medical facility covers Consultation/Medication/Hospitalization

26. LEAVE POLICY
The Company allows leave of absence from active
employment bearing in mind the on-going operational
requirements of the Company. Leave cannot be claimed
as a matter of right, however, when exigencies of service
so require, the leave sanctioning authority has the discretion to refuse Annual Leave or
to recall an employee before the expiry of his or her leave.
ANNUAL LEAVE
A employee have 36 days annual leave in a calender year, a employee can carry
forward leaves to next calender year, a maximum of 60 leaves can be carry
forwarded to next calender year , otherwise the leaves are discarded and cannot be
encashed. However at the time of retirement a employee can encash a maximum
of 60 days leave.
SICK LEAVE
Executives are entitled to leave during periods of illness, up to a maximum of thirty
(30) days during a calendar year. The leave will be granted when the Company
doctor provides a medical certificate advising the ailment of the incumbent. This
leave shall neither be accumulated nor encashed. However, additional sick leave
with full pay may be granted for up to ninety (90) days with recommendations of
the Company doctor and treated as extended sick leave.

27. HAJJ LEAVE
Atleast five years of service is necessary to avail Hajj
leave. A maximum of 45 days leave can be availed. Hajj
leave can be availed once in service
STUDY LEAVE
Employee ca take a maximum of two years study leave if he or she has completed
5 years of service
INSURANCE POLICY
Staff is provided insurance cover through two separate policies; death due to natural
causes and death due to an accident or disability thereof. The claims are payable in
Pak rupees only.
RETIREMENT POLICY
An executive will retire from service on attaining the age of 60 years. The eligible period
for pension is 10 years of continuous service with the Company and attaining the age of
50. No extension of service is given to any executives reaching the age of
superannuation. However, SSGCL can employ the services of an executive in special
circumstances on a contractual basis.

28. EARLY RETIREMENT
An Executive can opt for early retirement provided
he/she has completed at least 15 years’ service, but
not more than 10 years before normal retirement age,
under the Pension Rules, by giving 3 months’ notice in
writing, or by paying to the Company in lieu of the notice, a sum equivalent to his
remuneration for the entire or partial notice period. The appointing authority may
waive the whole or part of the notice period.
PROVIDENT FUND
Company will deduct an amount equal to 7.5% of annual basic, and contribute the
same amount from its own sources to the fund, on a monthly basis. Interest is also
paid on the total amount accumulated. However it is employee ‘s decision whether
he/she wants interest or not
PENSION
The eligible period for pension is 15 years of continuous service with the
Company and attaining the age of 50

29. GRATUITY
Employee who has completed a minimum of five years
continuous service with the Company shall be entitled
to gratuity. The formula for gratuity is Gross salary at
the time of retirement/leaving multiply by number of years of service.