Burque is a large distribution company in Pakistan with over 2,500 employees and 100,000+ outlets across the country. The document discusses Burque's human resource development programs and training initiatives. It provides details on the competencies and categories of competencies that trainings aim to develop for different roles like sales, leadership, and soft skills. It also outlines some of the challenges faced in implementing trainings initially and the performance management system introduced to evaluate employees. Various training programs are mentioned covering topics like business acumen, customer service, and a discovery tool to improve self-awareness. Specific trainings delivered on systems, sales techniques, and health are also summarized.

1. SUBJECT: HUMAN RESOURCE DEVELOPMENT
BURQUE
ORGANIZATION

2. AMNA IQBAL
WAQAS YASEEN
SYEDA MIDHAT ALI
IMRAN GABOL
HASEEB
PRESENTING BY
ASHER SHAIKH
MUHAMMAD RIZWAN MALIK
ASAD ANWAR
RIAZ AHMED
FARHEEN KHAN
ORGANIZATION: BURQUE

3. 2,500+ Employees nationwide
100,000+ Outlets across the country
450+ Vehicles
30+ Branches in 23 Cities
Burque has ranked among top 10 distribution companies in Pakistan, it
entered the distribution business in 1974 as the sole distributor of
Nestlé products in Pakistan.
INTRODUCTION
Representative: Sir Ranjeet Kumar – Head of Sales
Working for 9 branches across Pakistan

4. • Competencies are combination of KSAs & Behaviors. It utilizes into
business to get return on investment.
Salesman Example:
- Knowledge of product
- Skills for selling the product/services
- Ability to market the product/services and talk with customers
- Behavior – Self motivated & passionate
• Trainings are linked with the competencies.
COMPETENCIES

5. Behavioral
Functional
Leadership
Soft Skills
Technical/Functional Skills
Leading Skills & Behaviors
COMPETENCIES CATEGORIES

6. Teamwork
Task & Time
Management
Ethics
Attitude
BEHAVIORIAL COMPETENCIES

7. Business
Acumen Sales
Business
Acumen Supply
People
Advocacy
Data & Digital
Transformation
FUNCTIONAL COMPETENCIE SALES

8. Self Awareness
Effective
Communication
Learning Agility
Influence
LEADERSHIP COMPETENCIES

9. • Sales Target: Achieved at given margin
• LPPC (Line per productive call): Selling diverse products
• Productivity: Return with orders
• PJP (Permanent Journey Plan): Different stores which are allotted to be visited
and are tracked by geo tagging.
KPIs of SALES (SHAN & NESTLE)

10. From around 800 employees, 50% resisted said nothing will change, you are wasting your time, dead minds people
1. Employees used to say we know everything. They were not ready to learn.
2. Line Managers do not give weightage Personal Development Plan in the performance management.
• They added 10% weightage of PDP in performance management system – Every employee must attend 4 training in a Year.
3. Management demands tangible outcome.
4. No OPEX & CAPEX budgets for the training.
• Management said training is an administrative expense.
• They approved OPEX budget for routine trainings & CAPEX for Technology investment, digital trainings & transformation.
5. Return on Investment – ROI
• Used curve pattern model for ROI calculations.
- Level 1 – Learning (Give Training)
- Level 2 – Implementation of training learning
- Level 3 – People Behavior Shifted: Nicely dressed, became good communicators, & give value to their works.
- Level 4 – Results – Line managers did not provide before & after training sales data. (Still facing this Challenge)
CHALLENGES FACED

11. • A performance management system tracks the performance of employees in a manner
that is consistent and measurable
• The system relies on a combination of technologies and methodologies to ensure people
across the organization are aligned with – and contributing to – the strategic objectives
of the business
According to Burque
• There were no Performance Management System in early days
• They used to evaluate their employee’s performance on Manager’s biased approach
• Transparency Loose
• Hard to Retain performing employees
• They introduced policies about performance management and performance
management system in four categories
PERFORMANCE MANAGEMENT
SYSTEM

12. Performance Management System For
Development of Employees
Financial Performance Training People Management Training
Customer Delight Training BPR(Business Process Re-Engineering

13. 1. Business Acumen: Financial Development Performance
2. People Management: For team Lead, who fill appraisal form & manage
people.
3. Customer Delight: For internal employees, Production/operational
matters solution
4. Business Process Re-engineering – BPR: Operational excellence training
5. Personal Development Plan/Program
• They developed above mentioned programs related KPIs & evaluation
system.
- It took around 1.5 Years
EMPLOYEE DEVELOPMENT
PROGRAMS

14. • Introducing the Jigsaw Discovery Tool, a practical, work-based self-
discovery program that can be applied in the workplace and in your
personal life. It not only helps one to develop in-depth self-awareness
but also an understanding and tolerance of the working styles of
others.
JIGSAW DISCOVERY TOOL

15. • Improve sales and customer service by enhancing customers’ experience, increase
customers’ loyalty and improve bottom-line
• Build a more cohesive team based on trust. Increase teambuilding by learning to
embrace diversity among members, break down barriers and resolve conflicts
• Develop adaptability towards change, learn new tools to manage stress and anxiety of
change
• Increase the efficiency and effectiveness of individuals and teams to raise productivity
Jigsaw at work brings out genuine responses that are much more valuable than self-
produced behavioral reports that traditional psychometric tests provide, especially
since self-reported behavior may not correspond with what others observe and
perceive Embark on this unique journey of self-discovery and benefit from:
• Increased self-awareness and awareness of others
• Better appreciation of the value of individuality and diversity
• Improved ability to manage the performance of others
• Ability to anticipate the behaviors and reactions of others

16. TRAINING PROCESS FLOW

17. Training was conducted on how to operate the HDMS (Help
Desk Management System).
Burque's proprietary HDMS is designed to deal with technology
issues that come up during operations.
The training focused on teaching the staff how to raise red flags
and post requests. They also learned about how the system
works and how technicians are assigned to deal with incoming
issues.
Announcing Principles of Sales Training with a unique focus
from the Shariah perspective. Our Paish Imams will conduct
these sessions for sales and delivery staff only.
While you have been learning the marketing and business
viewpoint of sales, you now have the excellent opportunity to
learn how Islam looks at sales and what is expected from you as
a Muslim involved in sales dealings.
TRAININGS

18. • All FSEs, ADEs and SCEs learned about The Art of Managing
Behaviors of 1st Line Managers.
• Training was be held in Hyderabad Indus Hotel on 18th November
2022, by Mr. Ranjeet Kumar who has extensive credentials on the
subject.
• Training Objective:
• · To identify the four main components of a behavioral objective.
• · Identify at least three reasons why behavioral objectives are an
essential part of the design of training programs.
• · To write at least four behavioral training objectives for tasks
identified in the task analysis from the previous session.
• Basic of Sales Training held for Team L'Oréal, Lahore Batch 3 with
• ASM Mahtab Uddin & Muhammad Ali and RSM Sohail Shahzad,
Tayyab Akram & Muhammad Faisal on September 20th, 2022. We
used various methods including Kahoot to refresh the basic
concepts of sales for the whole team.
TRAININGS

19. • The world we live in today demands a lot from us and
tests our bodies in many ways -from pollution in big
cities to pandemic outbreaks, each day brings with it
new challenges to our health.
• As a corporate entity, Burque is committed to the
well-being of its employees. In line with our internal
code of commitment, the HR department visited
Multan branch office, on Saturday, October 15th, for
a medical camp and health awareness session.
• The team worked in collaboration with professionals
from the Chughtai lab for the purpose. Other
branches are soon to follow.
TRAININGS