SNGPL is Pakistan's largest gas utility company. It uses a variety of HR practices to attract and retain talent, including job analysis, job design through rotation and enrichment, and a comprehensive compensation system. The compensation system includes basic pay, incentives, commissions, bonuses, overtime pay, and benefits like medical coverage, education assistance, and paid time off. Suggestions to improve the system include ensuring fair compensation, conducting market research, and obtaining employee feedback.
SNGPL(Sui Northern Gas Pipeline Limited)Rabiyah651
SNGPL is the largest gas company in Pakistan serving over 3.4 million customers. The document discusses SNGPL's human resource management practices. It summarizes SNGPL's corporate strategy of expanding gas distribution, strategic objectives of improving service quality and economic prosperity. It then discusses human resources at the strategic level involving growth strategies and at the functional level involving recruitment, selection, job analysis, design, training and development. SNGPL uses a variety of practices like job rotation, enrichment and sharing to develop employees according to changing needs.
This document summarizes a study conducted to measure the impact of training and development programs at SM Express Logistics Pvt Ltd in Mumbai. The study used a system level audit to evaluate existing training programs and identify areas for improvement. The objectives were to understand the types of training programs provided and evaluate their effectiveness. Key findings indicated training programs needed more structure and evaluation. Suggestions included committing more resources to training, linking training to business strategies, and providing ongoing skills development opportunities.
This document summarizes a research paper on measuring the impact of effective onboarding practices. It discusses several key measures for determining onboarding effectiveness, including employee feedback through surveys and interviews, retention rates and reductions in turnover, and time to proficiency for new hires. Additional lesser-used measures mentioned include HR efficiency, pre- and post-onboarding videos or tests, emoticon surveys, and positive employment differentiation. The conclusion emphasizes the importance of continuously gathering data on these various measures to evaluate and improve onboarding practices over time.
Educaterer India is an unique combination of passion driven into a hobby which makes an awesome profession. We carve the lives of enthusiastic candidates to a perfect professional who can impress upon the mindsets of the industry, while following the established traditions, can dare to set new standards to follow. We don't want you to be the part of the crowd, rather we like to make you the reason of the crowd.
Today's Effort For A Better Tomorrow
Commercial On-Boarding Excellence: Bringing New Employees up to Productivity ...Best Practices
This document provides an overview of a benchmark study conducted by Best Practices, LLC on onboarding programs at major pharmaceutical, biotech, and medical device companies. The study found:
- Commercial functions like sales and marketing make up the largest group onboarded, around 36% of employees.
- Getting employees to productivity quickly is a primary goal of onboarding programs.
- Technology training and collecting new hire feedback are seen as very important to onboarding program success.
- Onboarding programs typically provide technology training in less than a day.
SNGPL(Sui Northern Gas Pipeline Limited)Rabiyah651
SNGPL is the largest gas company in Pakistan serving over 3.4 million customers. The document discusses SNGPL's human resource management practices. It summarizes SNGPL's corporate strategy of expanding gas distribution, strategic objectives of improving service quality and economic prosperity. It then discusses human resources at the strategic level involving growth strategies and at the functional level involving recruitment, selection, job analysis, design, training and development. SNGPL uses a variety of practices like job rotation, enrichment and sharing to develop employees according to changing needs.
This document summarizes a study conducted to measure the impact of training and development programs at SM Express Logistics Pvt Ltd in Mumbai. The study used a system level audit to evaluate existing training programs and identify areas for improvement. The objectives were to understand the types of training programs provided and evaluate their effectiveness. Key findings indicated training programs needed more structure and evaluation. Suggestions included committing more resources to training, linking training to business strategies, and providing ongoing skills development opportunities.
This document summarizes a research paper on measuring the impact of effective onboarding practices. It discusses several key measures for determining onboarding effectiveness, including employee feedback through surveys and interviews, retention rates and reductions in turnover, and time to proficiency for new hires. Additional lesser-used measures mentioned include HR efficiency, pre- and post-onboarding videos or tests, emoticon surveys, and positive employment differentiation. The conclusion emphasizes the importance of continuously gathering data on these various measures to evaluate and improve onboarding practices over time.
Educaterer India is an unique combination of passion driven into a hobby which makes an awesome profession. We carve the lives of enthusiastic candidates to a perfect professional who can impress upon the mindsets of the industry, while following the established traditions, can dare to set new standards to follow. We don't want you to be the part of the crowd, rather we like to make you the reason of the crowd.
Today's Effort For A Better Tomorrow
Commercial On-Boarding Excellence: Bringing New Employees up to Productivity ...Best Practices
This document provides an overview of a benchmark study conducted by Best Practices, LLC on onboarding programs at major pharmaceutical, biotech, and medical device companies. The study found:
- Commercial functions like sales and marketing make up the largest group onboarded, around 36% of employees.
- Getting employees to productivity quickly is a primary goal of onboarding programs.
- Technology training and collecting new hire feedback are seen as very important to onboarding program success.
- Onboarding programs typically provide technology training in less than a day.
This document discusses human resource planning (HRP) and provides a case study of HRP practices at PerFact Service Academy. It outlines the importance of HRP for meeting an organization's personnel needs. The case study then details PerFact Service Academy's HRP practices, which include manpower planning, training and development, performance evaluation, and succession planning to integrate HR strategies with business objectives. It provides specifics of PerFact's demand forecasting, recruitment, induction, performance management, career development, and succession planning processes as they increase training capacity to 1200 trainees per year.
This document discusses human resource planning (HRP) and provides a case study of HRP practices at PerFact Service Academy. It outlines the importance of HRP for meeting an organization's personnel needs. The case study then details PerFact Service Academy's HRP practices, including increasing their training capacity, developing recruitment and salary plans, implementing induction and performance management, and establishing career development and succession planning programs. The goal of PerFact's HRP strategy is to effectively integrate these practices with their business strategy to achieve objectives like growth and customer satisfaction.
KAPCO is a leading power generation company in Pakistan with a 1600 MW power plant. It aims to maximize shareholder return and provide reliable power while ensuring safety, quality, and environmental protection. KAPCO has over 500 employees and provides housing, medical, and educational facilities. It uses a merit-based hiring system and emphasizes training and development. Strategies are developed jointly by major shareholders and focus on areas like training, organization development, and job analysis. HRM practices include recruitment, orientation, performance management, and benefits administration. The company aims to enhance employee skills and abilities through its integrated management systems.
The document discusses best practices for retaining new employees through effective onboarding. It recommends companies measure and assess onboarding effectiveness using metrics like cost per hire, time to accept, and cost to onboard. Additional best practices include forging social networks to help new employees acclimate culturally, providing training to boost productivity, leveraging technology for compliance, and pacing information delivery to avoid overload. Implementing comprehensive onboarding programs can reduce costs from turnover while improving retention, efficiency, and service levels.
Job analysis and talent management process, personnel planning and recruiting Pallavi Goyal
THE TALENT MANAGEMENT PROCESS
THE BASICS OF JOB ANALYSIS
competencies model
steps in recruitment and selection process
planning
forecasting demand of employees
employee engagement
internal recruitment
diversity in recruitment
extended workforce
This document discusses human resource management practices at Cisco Systems. It covers the recruitment process, performance management, training and development, compensation and benefits, and employee separation. The recruitment process involves job analysis, descriptions, sourcing candidates, screening, selection, and onboarding. Performance is monitored through observation, assessment, and ranking. Rewards and compensation are linked to job analysis and factors like skills, experience, and position. Causes for employment termination include poor performance, policy violations, and illegal actions. The organization aims to retain talent through measures like a supportive work environment, training, and feedback. Legal and regulatory frameworks guide the HR processes.
This document provides an overview of recruitment and selection processes. It begins with definitions of recruitment and discusses key aspects of the process such as job analysis, descriptions, specifications, and trends like outsourcing. It then covers sources of recruitment, including internal sources like promotions, transfers, and notice boards, as well as external sources like advertisements, agencies, and colleges. The document discusses locating candidates from both internal and external sources and the merits and demerits of each.
A study on reward and recognition program 2016Anand Yogesh
“People may forget words; People may forget actions; but people will always remember Respect, Recognition & Appreciation given to them publicly for their contributions....”
A study on reward and recognition program 2016Anand Yogesh
“People may forget words; People may forget actions; but people will always remember Respect, Recognition & Appreciation given to them publicly for their contributions....”
Effectiveness of recruitment process and analysis of employess settlementSupa Buoy
This document provides an overview of Bajaj Allianz Life Insurance Company and discusses its recruitment process and full and final settlement of employees. Bajaj Allianz is a joint venture between Allianz AG of Germany and Bajaj Auto Limited, operating in both life and non-life insurance. The document outlines the company's vision, products offered, and benefits of insurance. It also describes Bajaj Allianz's national network of 55 branches across India and distribution channels. The recruitment process and factors affecting it are defined. Finally, the full and final settlement process for departing employees is explained.
New England Telephone has a large training department that offers many courses to its employees. It evaluates its training programs rigorously using internal audits, stakeholder surveys, course evaluations, and financial impact studies. One strategy to adapt to changing needs is a rotation system where employees work in training for 1-3 years to gain skills. They also offer training on new products early in development. Motorola's training center, MTEC, aims to improve productivity through performance-based, job-related training that supports strategic goals. It allocates 2% of payroll to training and sees employees as renewable assets to invest in. Motorola also uses participative work teams where employees contribute to decisions and share in profits above targets, incentivizing support
The document outlines a recruiting strategy and action plan to recruit 200 sales employees in one month. It discusses defining recruitment and understanding the current market status. The recruiting strategy includes developing a workforce plan, identifying critical roles, and creating job descriptions. It also outlines internal and external action plans for sourcing candidates. The strategy covers expectations, delivery, change management, measurements, and concludes that continuous improvement is needed.
The document is a dissertation exploring the performance management system used by B&Q. It aims to evaluate the existing system and determine how B&Q can improve organizational performance using PM. The research will examine how the system is communicated and implemented, manager's understanding of PM, and whether HR policies support effective performance management. It will analyze the system's effectiveness and make recommendations to strengthen performance management at B&Q.
This document provides an overview of human resource management practices at ESSAR Group of Industries. It discusses ESSAR's HRM system foundation and policies, processes for recruitment, performance management, learning and development programs, and performance reviews. Key aspects include ESSAR's vision for human capital, engagement initiatives, competency framework called PENNOC, and use of a balanced scorecard and bell curve system for performance appraisals and determining promotions. While the bell curve aims to grade employees as below average, average or excellent, it risks providing a generic view that does not consider individual roles and departments.
PeopleWiz consultants carried out a rigorous diagnosis as well as external benchmarking study to build solutions relevant to the aspirations of the company. An implementation roadmap along with tools and templates were created. Crucial Communication events to socialize the road map and people management interventions were held. Leadership, management team and HR were coached on successfully implementing the interventions in letter and spirit.
This document summarizes an internship report submitted by Mohammadsha Shaik to NTPC regarding their Performance Management System. It includes:
1. A certificate confirming Mohammadsha completed an 8-week internship at NTPC's Southern Region Headquarters, where they researched and reported on NTPC's Performance Management System.
2. An acknowledgements section thanking various NTPC employees who supported and guided the project, including the internship manager Subarna Roy and DGM Vishnu Mohan.
3. An introduction providing an overview of Performance Management Systems, their objectives for employees and organizations, typical processes, and common methods used.
Study on Benchmarking with Respect to Recruitment ParametersIJMTST Journal
Benchmarking of the recruitment parameters is indeed the process by which, an organization can compare
its recruitment parameters and policies. As the employee is an undividable but the most important part of an
organization, it is the main component in an organizations growth and success. Thus, at certain point in time,
every organization needs to evaluate its recruitment strategies in accordance to hire the skillful and most
productive workforce. Today organizations should measure to confirm whether you are employing effectively
or not, you would end up spending most of time measuring recruiting activities instead of actually recruiting.
Benchmarking of recruitment parameters will help organization how business is doing on the talent
management front.
This report summarizes a study on job enrichment practices at National Thermal Power Corporation (NTPC), a public sector undertaking in India. The report finds that NTPC has implemented several job enrichment strategies, including encouraging employees to try new methods, delegating more authority and responsibility, and providing training. The study's analysis found that NTPC's performance and employee job satisfaction improved following the introduction of job enrichment. However, it also notes that job enrichment may not be suitable for all employees and could increase workload for some. The report recommends expanding job enrichment practices further at public sector companies in India.
Predictive Human Capital Analytics (1).pptxSaminaNawaz14
This document discusses predictive human capital analytics. It outlines gathering data from various departments and formats, analyzing descriptive and inferential statistics using tools like graphs and dashboards. Specific examples are provided of using regression, structural equation modeling to predict factors like SAT scores, profitability, and productivity. The document recommends correlation analysis and predictive modeling techniques. It envisions future human capital analytics integrating data from different fields and using big data and automated processes for continuous feedback.
group 1 (nargis group).pHHHHJJptxKKKKKKKSaminaNawaz14
This document summarizes a presentation on family business succession planning. It discusses the importance of succession planning for family businesses, as only 1/3 successfully transfer to the next generation. It outlines the objectives and problems studied, such as challenges of survival and family management conflicts. The literature review discusses key aspects of family businesses like dynamics, management styles, relationships, values, and succession issues. The presentation proposes hypotheses about the impact of these factors and the methodology used to study them. It provides findings on the sample characteristics and preparation levels. The conclusion emphasizes the unique profiles and challenges of multi-generational family businesses.
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This document discusses human resource planning (HRP) and provides a case study of HRP practices at PerFact Service Academy. It outlines the importance of HRP for meeting an organization's personnel needs. The case study then details PerFact Service Academy's HRP practices, which include manpower planning, training and development, performance evaluation, and succession planning to integrate HR strategies with business objectives. It provides specifics of PerFact's demand forecasting, recruitment, induction, performance management, career development, and succession planning processes as they increase training capacity to 1200 trainees per year.
This document discusses human resource planning (HRP) and provides a case study of HRP practices at PerFact Service Academy. It outlines the importance of HRP for meeting an organization's personnel needs. The case study then details PerFact Service Academy's HRP practices, including increasing their training capacity, developing recruitment and salary plans, implementing induction and performance management, and establishing career development and succession planning programs. The goal of PerFact's HRP strategy is to effectively integrate these practices with their business strategy to achieve objectives like growth and customer satisfaction.
KAPCO is a leading power generation company in Pakistan with a 1600 MW power plant. It aims to maximize shareholder return and provide reliable power while ensuring safety, quality, and environmental protection. KAPCO has over 500 employees and provides housing, medical, and educational facilities. It uses a merit-based hiring system and emphasizes training and development. Strategies are developed jointly by major shareholders and focus on areas like training, organization development, and job analysis. HRM practices include recruitment, orientation, performance management, and benefits administration. The company aims to enhance employee skills and abilities through its integrated management systems.
The document discusses best practices for retaining new employees through effective onboarding. It recommends companies measure and assess onboarding effectiveness using metrics like cost per hire, time to accept, and cost to onboard. Additional best practices include forging social networks to help new employees acclimate culturally, providing training to boost productivity, leveraging technology for compliance, and pacing information delivery to avoid overload. Implementing comprehensive onboarding programs can reduce costs from turnover while improving retention, efficiency, and service levels.
Job analysis and talent management process, personnel planning and recruiting Pallavi Goyal
THE TALENT MANAGEMENT PROCESS
THE BASICS OF JOB ANALYSIS
competencies model
steps in recruitment and selection process
planning
forecasting demand of employees
employee engagement
internal recruitment
diversity in recruitment
extended workforce
This document discusses human resource management practices at Cisco Systems. It covers the recruitment process, performance management, training and development, compensation and benefits, and employee separation. The recruitment process involves job analysis, descriptions, sourcing candidates, screening, selection, and onboarding. Performance is monitored through observation, assessment, and ranking. Rewards and compensation are linked to job analysis and factors like skills, experience, and position. Causes for employment termination include poor performance, policy violations, and illegal actions. The organization aims to retain talent through measures like a supportive work environment, training, and feedback. Legal and regulatory frameworks guide the HR processes.
This document provides an overview of recruitment and selection processes. It begins with definitions of recruitment and discusses key aspects of the process such as job analysis, descriptions, specifications, and trends like outsourcing. It then covers sources of recruitment, including internal sources like promotions, transfers, and notice boards, as well as external sources like advertisements, agencies, and colleges. The document discusses locating candidates from both internal and external sources and the merits and demerits of each.
A study on reward and recognition program 2016Anand Yogesh
“People may forget words; People may forget actions; but people will always remember Respect, Recognition & Appreciation given to them publicly for their contributions....”
A study on reward and recognition program 2016Anand Yogesh
“People may forget words; People may forget actions; but people will always remember Respect, Recognition & Appreciation given to them publicly for their contributions....”
Effectiveness of recruitment process and analysis of employess settlementSupa Buoy
This document provides an overview of Bajaj Allianz Life Insurance Company and discusses its recruitment process and full and final settlement of employees. Bajaj Allianz is a joint venture between Allianz AG of Germany and Bajaj Auto Limited, operating in both life and non-life insurance. The document outlines the company's vision, products offered, and benefits of insurance. It also describes Bajaj Allianz's national network of 55 branches across India and distribution channels. The recruitment process and factors affecting it are defined. Finally, the full and final settlement process for departing employees is explained.
New England Telephone has a large training department that offers many courses to its employees. It evaluates its training programs rigorously using internal audits, stakeholder surveys, course evaluations, and financial impact studies. One strategy to adapt to changing needs is a rotation system where employees work in training for 1-3 years to gain skills. They also offer training on new products early in development. Motorola's training center, MTEC, aims to improve productivity through performance-based, job-related training that supports strategic goals. It allocates 2% of payroll to training and sees employees as renewable assets to invest in. Motorola also uses participative work teams where employees contribute to decisions and share in profits above targets, incentivizing support
The document outlines a recruiting strategy and action plan to recruit 200 sales employees in one month. It discusses defining recruitment and understanding the current market status. The recruiting strategy includes developing a workforce plan, identifying critical roles, and creating job descriptions. It also outlines internal and external action plans for sourcing candidates. The strategy covers expectations, delivery, change management, measurements, and concludes that continuous improvement is needed.
The document is a dissertation exploring the performance management system used by B&Q. It aims to evaluate the existing system and determine how B&Q can improve organizational performance using PM. The research will examine how the system is communicated and implemented, manager's understanding of PM, and whether HR policies support effective performance management. It will analyze the system's effectiveness and make recommendations to strengthen performance management at B&Q.
This document provides an overview of human resource management practices at ESSAR Group of Industries. It discusses ESSAR's HRM system foundation and policies, processes for recruitment, performance management, learning and development programs, and performance reviews. Key aspects include ESSAR's vision for human capital, engagement initiatives, competency framework called PENNOC, and use of a balanced scorecard and bell curve system for performance appraisals and determining promotions. While the bell curve aims to grade employees as below average, average or excellent, it risks providing a generic view that does not consider individual roles and departments.
PeopleWiz consultants carried out a rigorous diagnosis as well as external benchmarking study to build solutions relevant to the aspirations of the company. An implementation roadmap along with tools and templates were created. Crucial Communication events to socialize the road map and people management interventions were held. Leadership, management team and HR were coached on successfully implementing the interventions in letter and spirit.
This document summarizes an internship report submitted by Mohammadsha Shaik to NTPC regarding their Performance Management System. It includes:
1. A certificate confirming Mohammadsha completed an 8-week internship at NTPC's Southern Region Headquarters, where they researched and reported on NTPC's Performance Management System.
2. An acknowledgements section thanking various NTPC employees who supported and guided the project, including the internship manager Subarna Roy and DGM Vishnu Mohan.
3. An introduction providing an overview of Performance Management Systems, their objectives for employees and organizations, typical processes, and common methods used.
Study on Benchmarking with Respect to Recruitment ParametersIJMTST Journal
Benchmarking of the recruitment parameters is indeed the process by which, an organization can compare
its recruitment parameters and policies. As the employee is an undividable but the most important part of an
organization, it is the main component in an organizations growth and success. Thus, at certain point in time,
every organization needs to evaluate its recruitment strategies in accordance to hire the skillful and most
productive workforce. Today organizations should measure to confirm whether you are employing effectively
or not, you would end up spending most of time measuring recruiting activities instead of actually recruiting.
Benchmarking of recruitment parameters will help organization how business is doing on the talent
management front.
This report summarizes a study on job enrichment practices at National Thermal Power Corporation (NTPC), a public sector undertaking in India. The report finds that NTPC has implemented several job enrichment strategies, including encouraging employees to try new methods, delegating more authority and responsibility, and providing training. The study's analysis found that NTPC's performance and employee job satisfaction improved following the introduction of job enrichment. However, it also notes that job enrichment may not be suitable for all employees and could increase workload for some. The report recommends expanding job enrichment practices further at public sector companies in India.
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Predictive Human Capital Analytics (1).pptxSaminaNawaz14
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group 1 (nargis group).pHHHHJJptxKKKKKKKSaminaNawaz14
This document summarizes a presentation on family business succession planning. It discusses the importance of succession planning for family businesses, as only 1/3 successfully transfer to the next generation. It outlines the objectives and problems studied, such as challenges of survival and family management conflicts. The literature review discusses key aspects of family businesses like dynamics, management styles, relationships, values, and succession issues. The presentation proposes hypotheses about the impact of these factors and the methodology used to study them. It provides findings on the sample characteristics and preparation levels. The conclusion emphasizes the unique profiles and challenges of multi-generational family businesses.
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This document discusses tenacity and initiative. It defines tenacity as persistence and determination in the face of challenges, and gives an example of building a puzzle. It lists ways to use tenacity like preparation, forward thinking, knowing your worth, and seeking opportunities. Initiative is defined as taking action without being told to do so through being proactive and responsible. Examples are given of how taking initiative at work leads to benefits like leadership, productivity, and career advancement. Potential pros and cons of both tenacity and initiative are outlined.
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This research proposal explores green human resource management (HRM) practices within organizations. The proposal outlines the objectives, which are to explore green HRM practices, identify how they create an environmentally friendly and sustainable organization, and test the effects of green HRM on environmental performance and employees. The methodology will use qualitative exploratory research to examine the relationship between green HRM practices (training, recruitment, performance management) and organizational sustainability performance. Data will be collected through questionnaires and analyzed using SPSS. The conclusion is that green HRM practices can increase competencies and efficiencies while reducing costs to promote sustainability.
Group decision making involves collecting input from multiple individuals to reach an optimal solution. It has advantages like generating more alternatives and increasing acceptance of solutions, but can be time consuming. Effective problem solving and decision making in teams follows six steps: identifying the problem, searching for alternatives, weighing alternatives, making a choice, implementing it, and evaluating outcomes. Brainstorming is a technique where teams generate spontaneous ideas without criticism to solve problems creatively.
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5 Common Mistakes to Avoid During the Job Application Process.pdfAlliance Jobs
The journey toward landing your dream job can be both exhilarating and nerve-wracking. As you navigate through the intricate web of job applications, interviews, and follow-ups, it’s crucial to steer clear of common pitfalls that could hinder your chances. Let’s delve into some of the most frequent mistakes applicants make during the job application process and explore how you can sidestep them. Plus, we’ll highlight how Alliance Job Search can enhance your local job hunt.
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3. Presented to : Prof.Anwar Arkam
Presented by : Sonia Kanwal
Samina Nawaz
Daraskhan Tariq
Sidra Butt
Farhan Akhter
4. Table of Contents
S.NO TOPICS SLIDE NO.
1 Introduction of the company
2 Corporate Strategy
3 Strategic Objectives
4 Human Resource at Strategic Level
5 Human Resource Committee
6 Human Resource at Functional level
7 Patterns of Job Analysis
5. 8 Job Design
9 Recruitment
10 Selection
11 Employee Retention
12 Orientation
13 Training And Development
14 Performance Appraisal
15 Feed Back System
7. Introduction
Sui Northern Gas Pipelines Limited (SNGPL) is the largest
integrated gas company serving more than 3.4 million
consumers in North Central Pakistan through an extensive
network in Punjab and NWFP.The Company has over 46
years of experience in operation and maintenance of high-
pressure gas transmission and distribution systems. It has
also expanded its activities to undertake the planning,
designing and constructionof pipelines, both for itself and
other organizations. SNGPL operates in a region of the
nation that has a rapidly growing demand for natural gas
and powergeneration due to significant industrial
development.
8. Corporate Strategy
Increase and expand gas
distribution networking
throughout the country by
increasing profitability and
customersatisfaction.
9. SNGPL’S Strategic Objectives
SNGPL is committed for:
Improve thequalityof service to thecustomerssatisfaction by
implementing OGRA performanceand service standards.
Play its role in the Country’s economic prosperity by industrial
outreach through gas supply toreducedependabilityon imported
liquid fuelsand to save foreignexchange.
Endeavour to bring down Unac ounted for Gas (UFG) losses to
internationallyac eptable levels.
Createawarenessand enforceadherence to Health, Safety &
Environment (HSE) policiesand standards.
10. Emphasize Human Resource Development (HRD) forquality
work and customersatisfaction.
Maximizethe saleof availablegas from indigenous sources
byentering into new areas throughdevelopment
and expansion of the requisite infrastructure.
Introduce policiesand practices leading thecompany from a
monopoly situation into a competitive market, thus
facilitating the impending privatization.
Improve financial discipline through prudent investment
and borrowing.
Improve internal controls and risk management toachieve
maximumoperational efficiencyof thesystem.
11. Human Resource at Strategic Level
SNGPL’S Human Resource Strategy
It is very clearly evident from the corporate strategy and
company’sstrategicobjectives thatcompany is right now in
growth mode. Company is expanding its operations
throughout the country. So for meeting its goals and
objectives company is using :
Growth prospector high techentrepreneurial strategy
Company iscurrently engaged in different projectsand HR
Dept is involved in every activity. Company demand
different people fordifferentactivities.
12. Human Resource Committee
The Human Resource Committeecomprisessix non-
executivedirectorsand thechief executive.
Responsibilities
The committee will be responsible for making
recommendations to the board for maintaining :
A sound plan of organization forcompany
An effectiveemployee’sdevelopmentprogramme
Sound compensation, benefits and plans, policies and
practices, designed to attract and retain the caliber of
personnel needed to manage the businesseffectively.
13. Human Resource at functional
Level
Sui Gas Company Limited isengaged in the transmission and
distribution of natural gas in Pakistan. It is also engaged in
the construction of high pressure transmission and low
pressure distribution systems. The Company is involved in
certain activities related to the gas business, including the
purchase and sale of gas meters, and construction contracts
for lying of pipelines. The company is in growth mode and
they are expanding their business day by day by starting new
projects, for starting new projects they required new
employeeswhocan work on theirprojects thatarewhy their
demand is highascompare to thesupply
14. Patterns of Job Analysis
They are in growth mode and expanding their
business, so Job analysis is done when they have to
start new projects; they collect data about the
jobs performed in an organization by performance
m a n a gem en t system, th ey prepare j ob
descriptions according to the new project and
measure the key performance of the employees.
And find outwhere they need new employees.
15. Data collection method:
Company is using following methods:
Interview
Observation
Interview
Employees about a particular job are interviewed
about the specific work activities that the job
comprises. This interview is done by the supervisors
and chief in charges at subordinate level. While
executive level and officer level employees are
interviewed by chiefs and head of the department
sometimes depending upon the nature of the job.
16. Observation
This method is adopted at bluecollar like forwelders,
meterreaders, pipe fitters etc. This observation of
work is done by immediatesupervisors toevaluate the
working capacityand techniqueof theworker.
Report formation
Once the Job analysis information collected , it is
important toplace it intoa form thatwill be useful to
managers and HR Department, forthis purpose
company uses HRM’s Oracle toconvert thedata into
useful information.
17. Review and Updating
Managers and personnel specialists need to review
job description and specification frequently. This
review is done with an eye on the corporate
strategy so company updates its job description
and specifications on annual basis.
18. Job Design
In SNGPL two basicapproachesare used fordesigning
the jobsof theemployees :
Job Rotation
Job Enrichment
Job Rotation
As the term suggests , job rotation is concerned with the
action of enabling employees to switch job roles or
functions for the period of time. The overall goal is to
develop the individuals so that they have increased their
skills , knowledge and experience by the end of the
process .SNGPL is using thisapproach from past 10 years.
19. Job Enrichment
Job enrichment includes a numberof different
workplace practices, such as quality circles, self
directed teams, job rotation, information sharing and
others. One possible motivation for adopting such
practices is to challenge and motivate workers, and to
encourage them to participate in improving
productivity , safety and thequality of their product.
Job Sharing
In this technique people belonging to same job caliber
can easily divide thework load. In SNGPL mostly this
technique is used in departments like procurement,
metering and monitoring.
20. Recruitment
In SNGPL following methods are used forexecutive,
subordinateand laborclass jobs:
Recruiting method
Company is using both internal and external method
for recruitment. They go for the direct
advertisement for the executive level jobs and for
this purpose they giveadvertisementon theirwebsite
as well as in both Urdu and English newspaper.
At subordinate level most of the hiring done from
within thecompany. Like blood relations aregiven
the jobs of theirdeceased ones and retired ones and
also of employeeswhoare in service.
21. Applying process
Applicants for the Job have to apply online
through company website where all required
data is being collected for the advertised
post.
22. Selection Process
SNGPL uses following selection methodology:
Selection Criteria
Short Listing
Selection process of the company is, first of all
receive the online application then they need to
analyze theacademiccareerof theapplicant, they
check that either it is up to the merit list or not
then they short listed they applications who have
first division throughout in theiracademic career.
23. Test
Then they takecomputer based test from the short
listing applicants . The test is based on
Postrelated questions
General knowledge
Quantitative questions
Also while selecting the candidatecompanyalso asses
the required technical as well soft skills in the
prospectiveemployee:
Soft Skills
Technical Skills
24. As company is categorized as engineering company
so the weight age among these two skills is:
40% Soft skills
60% Technical skills
And at the end which applicants qualified for the
next level they are called for final interview.
Interview process
Panel interview based on 3-4 people are conducted
for the selected applicants. This panel is comprised
of GM of the relevant Dept and cheifs of that Dept
and other top heads.
25.
26. SNGPL COMPENSATION
System
According to the findings, the remuneration system
has a positive impact on employee satisfaction by
partially modulating motivation. Concurrently, this
study raises awareness of the need to revise a solid
compensation policy in order to boost employee
morale, engagement, and reduce turnover.The
Office of Personnel Management (OPM) requested
this study in advance of the controversial
Performance
28. SNGPL BENEFITS
• Medical Benefits
• Education Benefits
• Travelling Benefits
• Vacation Time
• Time Paid Off
• Personal Leave
29. Suggestion Ways to improve
compensation and benefits
• Ensure the company has fair
compensation and benefits
• Make job analysis and evaluation
• Create best pay structure
30. • Determine the industry-approved pay
through market research
• Conduct employee surveys to find out
their sentiments
• Communicate compensation policies
and market research to employees
31. Conclusion
A b o v e t h e a l l i n s t r u c tio n a bo u t t h e S N GPL
compensation system rules and regulations we are
discussed and conducting the interview the Executive
Engineer Maqsood Haider, he can give me all answers
of asking questions about the compensation
system.Professionals today priorities flexibility,
fulfillment, well being, and autonomy over high pay.
Most significantly, they want to actually participate in
the success of their SNGPL organization.