This is a project based slides in which our team went to Company's HR Department for gathering info that how they work. > How they facilitate their staff or you can say employees. > Source of Recruitment. > Compensation Management.

1. 1

2. FUNCTIONS OF
“HRM”

3. SESSION OBJECTIVES
▪ Introduction of the Company
▪ History
▪ Mission Statement
▪ Vision statement
▪ Values
▪ Products/ services
▪ Major competitors
▪ HR Functions

4. —PAKISTAN TELECOMMUNICATION COMPANY LTD.
4

5. HISTORY
• FROM THE BEGINNING OF THE POSTS & TELEGRAPH DEPARTMENT IN 1949 AND
ESTABLISHMENT OF PAKISTAN TELEPHONE & TELEGRAPH DEPARTMENT IN 1962,
PTCL HAS BEEN A MAJOR PLAYER IN TELECOMMUNICATION IN PAKISTAN.

6. Pakistan Telecommunication Company
Limited (PTCL) is the largest integrated
Information Communication Technology
(ICT) Company of Pakistan.
6

7. We consider each customer’s
needs to meet immediate and
long-term goals in a relaxed
and professional environment.
We work as a family of pro-active
individuals, combing our
professional expertise and
experiences to provide you with
the best telecommunication
services. We stand united to fulfill
our commitment.
We do not compromise on
quality of services and we shall
attain it with utmost integrity
and respect for our customers
and our profession.
Values
7

8. 8
Products/ services
“Voice”
1 2 3 4 5
Reference : The basics you can find anywhere 5 Steps To Successful Storytelling Published on April 5, 2014 Featured in: Marketing & Advertising

9. 9
Products/ services
“Broadband Internet”
1 2 3 4 5

10. LEAVES

11. • THEY WELCOMING THEIR NEW STAFF/ NEW
HIRING BY GIVING THEM A SPECIAL
ORIENTATION FUNCTION, IN WHICH THEY
EXHIBIT THEIR DIFFERENT DEPARTMENT’S
SPECIALTIES VIA SOME MODELS, AND TELL
THEM THE DESCRIPTION RELATED TO THEIR
DEPARTMENTS.
Induction and
new Hiring
11

12. 12
• PTCL USES EXTERNAL RECRUITMENT
METHOD.
• THEY DO EXTERNAL RECRUITMENT THROUGH
NEWSPAPER ADVERTISEMENT.
Sources of Recruitment of
PTCL

13. Lunch Timings
From 1PM to 2PM
!
TIME
Attendance is taken digitally.
Working Timings
HR Department : 9AM to 5PM
Zonal Offices Timings : 9AM to 5PM
Training Centers Timing : 9AM to 5PM

14. 14
• They take oral interviews.
• They also investigate the
background of the interviewee
• Also check the references.

15. The HR is responsible for the creation and maintenance of
records of conduct cases within the company in line with
best practice for information governance.
Where necessary, managers through the formal conduct
procedure, including the appeal stage.
The HR is responsible for the review and maintenance of
the Managing Conduct policy through agreed forums
within the company.
15

16. HR FUNCTIONS
Clinical
supervision
for
professionally
registered
staff, coaching
and
mentoring for
all staff
6
Code of
Expectations
of Employees
5
performance
and review
4
Managing
conduct policy
3
Job Analysis
of the
position
2
Personnel
planning
1

17. RESPONSIBILITIES
▪ It is the responsibility of every
member of staff to participate
fully in the Appraisal process.
Refusal to participate in an
appraisal will be considered to
be a disciplinary matter and
should be dealt with through the
Trust Managing Conduct Policy &
procedures.
▪ It is the responsibility of every
member of staff with management
responsibilities to carry out regular
Appraisals with their staff.
Managers must hold an appraisal
with each member of their team at
least once every 12 months.

18. MANAGING CONDUCT POLICY
▪ The purpose of this policy is to provide a non-discriminatory, fair and timely
process for the management of misconduct matters in PTCL. Misconduct can be
defined as a deliberate act, a failure to follow an instruction, or a breach of
policies, procedures, and stated expectation or requirement.

19. FRINGE BENEFITS
• 25% OFF ON MEDICAL FACILITY
FOR EACH STAFF MEMBER
• (INCLUDING THEIR PARENTS,
SPOUSES, AND CHILDREN)

20. DUTIES
▪ Employees
 Employees are expected to act in accordance with the Code of Expectations at
all times.
 Employees are responsible for co-operating in the Managing Conduct
procedure and should make every effort to attend any meetings arranged by
management.

21. INVESTIGATING MANAGER
▪ Conduct cases should be dealt without any undue delay on the part of the
manager.
▪ The investigating manager must view the case with an open mind and come to a
fair and justifiable conclusion after a full investigation.

22. HUMAN RESOURCES
▪ The Human Resources department is responsible for the creation and
maintenance of records of conduct cases within the company in line with best
practice.
▪ • To support, where necessary, managers through the formal conduct
procedure, including the appeal stage.
▪ • The Human Resources department is responsible for the review and
maintenance of the Managing Conduct policy through agreed forums within the
company.

23. HR POLICY AND PROCEDURE: CODE OF
EXPECTATIONS OF EMPLOYEES
▪ This document sets out some of the most important common codes of behavior
and policies that apply to all employees and other workers, including those on
honorary contracts in the course of their duties, which includes work-related
social events and to business visitors to Trust premises.

24. PRINCIPLES OF CLINICAL SUPERVISION,
COACHING AND MENTORING IN PTCL
▪ Clinical supervision, coaching and mentoring and should not be accessed on
behalf of another person.
▪ They should not be used to remedy training or knowledge deficit which should
be addressed through education or training.
▪ Performance management should be addressed using the appropriate policy.
▪ No member of staff should support more than 3 others using these methods

25. CLINICAL SUPERVISION FOR
PROFESSIONALLY REGISTERED STAFF,
COACHING AND MENTORING FOR ALL
STAFF
▪ This policy provides guidance to professionally registered staff groups about the
support for clinical supervision. This policy acknowledges that the term “clinical
supervision” is interpreted differently by the professional registration bodies
and seeks to clarify this. This policy provides guidance to all staff about the
PTCL’S commitment to coaching and mentoring as a method of staff
development.

26. COMPENSATION
MANAGEMENT
• THEY COMPENSATE THEIR
EMPLOYEES BY GIVING
CERTIFICATES ON MONTHLY BEST
PERFORMANCE.
• AND JUDGE YEARLY, WHO GOT
MORE CERTIFICATES, THEY
PROMOTE OR OFFERED THEIR
EMPLOYEES WITH ABROAD TRIPS