The document discusses HR strategy and recruitment processes at Sui Southern Gas Company (SSGC). It outlines how SSGC ensures its recruitment process aligns with its organizational strategy as a public sector company. It describes SSGC's typical recruitment process, which involves using the National Testing Service and hiring trainees on contracts. SSGC also uses third party HR firms for recruitment to maintain transparency. The document discusses how organizational characteristics, culture, capabilities, environment and performance management system affect recruitment and employee engagement at SSGC. It concludes with some areas for improvement in SSGC's HR and recruitment practices.

1. MUHAMMADHUSSAIN
This report is for HRM-301:HumanResourceManagement,instructorMr.Shiraz Ahmed.This report
involves HR Strategy and functionofRecruitment.How the fit and consistencyofHR Strategy with
Organizational Strategy, Organizational Compatibility, Organizational Characteristicsand
environment affectRecruitment processand its result in employee engagement andperformance
EFFECTIVEHR STATEGY FORMULATION AND IMPLEMENTATION AT SSG
RECRUITMENT HR STRATEGIES

2. 1
EFFECTIVEHRSTATEGYFORMULATIONANDIMPLEMENTATION
ORGANIZATIONL STRATEGY: RECRUITMENT
Recruitment process is donewith organizationalstrategyofthecompany.
SSGC is a government corporationsector, with 70% ofGovernment`s stake.
Hence the companyhas to be in line with publicsector, publicwelfare and
completegovernment compliance. This involves its HR department (likeall
others)and also therecruitment process and procedures are aligned and fit
with SSGC strategy which depictspublicorientation.
Recruitment process has certain SOPs. It has certain terms and conditions.
The typicalprocessinvolves stages Trainees Management or Engineers are
hired after NationalTesting Service and after a year of contractualworking
as Trainees, theyagaingive NTS tests and then finallyrecruited. But for this
process to be publicoriented,it has to be completelytransparent, as being
a government organizationtherecannot be any private or personal hirings.
For this NTS is used and most importantlySSGChas hired 3-4 3rd partyHR
firms or HeadHunters such as Fulcrum, HRS GlobaladESW. As theyare
renowned and credible.
ORGANIZATIONAL CHARACTERISTICS
OrganizationalCulture or organizationaldevelopment buildupon
organizationalCharacteristicsfor SSGC. Typically,SSGCwould prefer
recruiting candidateswho have tasteof SSGC organizationalculture and
work experience. These refer to peoplewho have been SSGC culture such
as Interns, Trainees and Contract Employees.
Another vitalpart ofOrganizational Development department of SSGC is to
get right person, right placeat right time. This therefore, calls for
organizationaltraining.
RECRUITMENT AND ENVIRONMWNT
SSGC is publicsector. It has strict government involvement and it is a part
of SSGC environment. Sometimes government imposes ban on
recruitment, at othertimeit impliesban on transfers and posting. Yet with
thechange of government allows anotherset of environmental forces.
SUI SOUTHERN GAS
COMPANY
Sui Southern Gas
Company, abbreviated
as SSGC, was created
on March 30, 1989,
following a series of
mergers of 3
pioneering energy
companies. Sui Gas
Transmission
Company, Karachi Gas
Company and Indus
Gas Company. Sui Gas
Transmission Company
Limited was formed in
1954 with a primary
responsibility of gas
purification at the Sui
field in Baluchistan and
its transmission to the
consumption centres at
Karachi. Two
distribution companies
were established in
1955 and were
responsible for the
distribution of gas to
consumers in Karachi
and other towns along
the rout of the
transmission pipeline
between Sui and
Karachi. In 1985, these
two distribution
companies were
merged to form
southern Gas Company
Limited and later, in
1989, Southern Gas
Company Limited and
Sui Gas Company
Limited were merged
to form a Sui Southern
Gas Company Limited.
Now SSGC is a public
limited company, listed
on the Karachi, Lahore
and Islamabad Stock
Exchanges with more
than 70% direct
shareholding by
Government Of
Pakistan.
1 % consumption and
HUMAN
RESOURCE
DEPARTMENT
(HR):
HRdepartment serves as the
backboneof any
organization.It is
responsible to manage
employees’ relations, rights,
hiring and firing,enquiry,
compensationand benefits
etc.
InSSGC, the Human
ResourceDepartment is
divided in 3 divisions namely
Operational, Industrial
Relations andOrganizational
Development and Training.
Operational Department
deals withthe affairs related
to the Executive cadrewhile
Industrial Relation deals with
subordinate cadre.Andthe
Organizational Development
is engaged with HRplanning
and development. Human
ResourceDepartment of
SSGC follows“Equal
Employment Opportunity”
standards andbelieves that
both,male and female
shouldbe treated fairly while
hiring, firing, andtraining or
providingbenefits etc.
Mansoor Ahmed
Soomro
Assistant Manager (Human
Resources) atSui Southern
Gas CompantLtd
Oil and Enery
Eduation KarachiUniversity

3. 2
The new government wants its own hiring or firings. Despitetransparency thereare always refferals.
Currently, SSHC is facing UFG loss. Unaccounted For Gas. So even HR and recruitment is in losss.
ORGANIZATIONAL CAPABILITIES
SSGC generallyinvolves Oil, Gas and Energy. The wholeoperationsare based upon explorationand
engineering process. Organizationcapabilitiesseeks its employeeswith engineering capabilities.We
hire trainees either with Engineering or Management capabilities.
SSGC has minimal marketing or even sales capabilities.Weare the market leader. Everyone has to
come to SSGC. So minimal amount of Marketing, sales or corporatehirings. We need only peoplewith
our operationalcapabilitiesaswe are a distributioncompanies.
PERFORMANCEAND EMPLOYEEENGAGEMENT
We have a strong performance management system and leads to betteremployeeengagement. We
believein creating organizationaldevelopment that keepsemployees engaged small example could
be mix gender offices.
We have gradings. BE – belowexpectations,ME- meet expectations,EE exceed expectationsand SEE
super exceed expectations.Above ME we giveincrements and specialbonuses to SEE.Consecutive
SEE may leadto leadership.
Although thedarksideto such employeeengagement couldbe boss employeeoutgroupsor even
favouritism. Thiscan leadto injustice and boss prejudice.
IMPROVEMENTS
1. SSGCS needs to have independencefrom political hiring’s and firingstoo.
2. It shoulduse better HRM softwaremodules, like that of SAP
3. Use its ownHR department
4. Better test system rather than NTS
5. ESI rather than PMS