This document provides a summary of a report on human resources management at Engro Corporation in Pakistan. It includes a job analysis for the position of Director of Human Resources, including a job description, specifications, responsibilities, and recruitment and selection procedures. Specifically, it describes the duties and qualifications for the Director role, discusses Engro's emphasis on equal opportunity and diversity in hiring, and outlines their internship and management trainee recruitment processes. Key performance indicators and compensation structures are also mentioned.

1. FINAL REPORT & ESSAY
Human Resources Management
Student Number: LS1401202
Submitted by: Mr.Gulfam Raza
Submitted to: Prof. Susan Wenping
Abstract: This report includes Job Analysis regarding to its two important dimensions i.e. Job
Description and Job Specifications. Most of the data has been selected relevant to Engro
Corporation, Pakistan which is a leading organization of Pakistan for producing food items as
well as fertilizers. Recruitment, selection and training procedures and methods of Engro
Corporation, Pakistan have been discussed in detail. HR Compensation structure and Key
Performance Indicators (KPI) have been included as well.

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OBJECTIVE
Choose a job position, complete the following tasks:
(A) Write a job description and job specification (required)
(B) Analyze the competencies (important/required)
(C) Suggest ways of recruitment and selection (optional)
(D) Establish key performance indicators (important/required)
(E) Suggest the compensation structure and content (optional)
(F) Identify training needs and training methods (optional)

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Introduction
Engro Foods, Pakistan is among the biggest and fastest growing companies in Pakistan with a vision to
cater to local needs with products conforming to global standards.
Highly passionate about providing millions of people across the length and breadth of Pakistan and
beyond with the ultimate brand experience, our product portfolio comprises some of the country's biggest
and best selling brands including Olper's, Olper's Lite, Omore, Dairy Omung, Olper's Lassi and Tarang.
As Pakistan's leading foods company, we strive to attract, hire and retain the country's brightest and best
talent, so that together we can combine our strengths to build a successful partnership that will help us
retain our competitive edge and continue our legacy of excellence. [1]
Following Job Analysis has been done for Engro Foods, Pakistan.
(A) Job Position, Job Description & Job Specification
Job Analysis is a primary tool to collect job-related data. The process results in collecting and recording
two data sets including job description and job specification. Any job vacancy cannot be filled until and
unless HR manager has these two sets of data.
Both job description and job specification are essential parts of job analysis information. Writing them
clearly and accurately helps organization and workers cope with many challenges while onboard. [2]

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(A1) Job Description
Job Title: Director Human Resources
Job Location: Karachi, Pakistan
Department: Human Resources
Reports to: CEO
Summary: Develops policy and directs and coordinates human resources activities, such as employment,
compensation, labor relations, benefits, training, and employee services by performing the mentioned
Duties and Responsibilities.
Essential Duties
 Recruits, interviews, tests, and selects employees to fill vacant positions
 Develops and maintains a human resources system that meets top management information needs
 Oversees the analysis, maintenance, and communication of records required by law or local
governing bodies, or other departments in the organization
 Analyzes wage and salary reports and data to determine competitive compensation plan
 Writes and delivers presentations to corporate officers or government officials regarding human
resources policies and practices
 Advises management in appropriate resolution of employee relations issues
 Administers benefits programs such as life, health, and dental insurance, pension plans, vacation,
sick leave, leave of absence, and employee assistance
 Prepares budget of human resources operations
 Prepares employee separation notices and related documentation, and conducts exit interviews to
determine reasons behind separations
 Prepares reports and recommends procedures to reduce absenteeism and turnover
 Represents organization at personnel-related hearings and investigations
 Contracts with outside suppliers to provide employee services, such as temporary employees,
search firms, or relocation services (3)

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(A2) Job Specifications
Education
 Master of Business and Administration (MBA) with specialization in Human Resource
Management
 Minimum 3 CGP
Experience
 Experienced in a HR operations management role –minimum 4 years
 FMCG sector experience – highly desirable Reliable
 Worked in a Multinational organization – highly desirable
Training/Certificates/Licenses
 PHR or SPHR Certification preferred
Competencies
 Presentable
 Team player
 Fluent in English
 Able to motivate team
 Efficient communicator
 Strong leader and initiator
 Enthusiasm self-motivator
 Pro-active, hands-on approach
 Working effectively with others
 Able to handle multiple priorities
 Capable of working under pressure[4]
Skills:
o Language Skills
 Ability to read, analyze and interpret the most complex documents
 Ability to respond effectively to the most sensitive inquiries or complaints
 Ability to write speeches and articles using original or innovative techniques or style

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 Ability to make effective and persuasive speeches and presentations on controversial or complex
topics to top management, public groups, and/or boards of directors [3]
o Reasoning Ability
 Ability to apply principles of logical or scientific thinking to a wide range of intellectual and
practical problems
 Ability to deal with non-verbal symbolism (formulas, scientific equations, graphs, etc.) in its most
difficult phases
 Ability to deal with a variety of abstract and concrete variables [3]
o IT Skills
 Excellent with MS Excel, Word and PowerPoint[5]
Other Knowledge
 Local Pakistani labor law knowledge – highly desirable
Responsibilities: As HR Manager you will be responsible for running the full spectrum for HR
operations.
Key Areas of Responsibilities
Your role will be to;
 Handle the overall HR function in the assigned region while managing remote teams and acting
as a coach and adviser
 Manage all legal issues related to HR with the relevant authorities (Ministries, Tax Authorities,
and Social Security etc.) and ensure compliance with the local labor laws and corporate
guidelines
 Act as a change agent, and provide local line management with the relevant HR interventions and
recommendations, this includes the cascade of group core documents and other Head Office
initiatives related to Employee Relations and Internal Communication
 Provide insights and feedback to local management and the HR Director on the HR pulse in the
respective operating countries
 Identify local HR talents as potential resources for future market requirements as well as local
talents to fill internal vacancies and moves
 Identify in coordination with local management the manpower requirements for the respective
operating country, and project relevant budgets
 Ensure the implementation of the recruitment and exit cycle
 Ensure full application of the Employee Handbook and the Corporate Expatriation Policy

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 Recommend changes and updates on the current HR Policies and procedure applicable
 Review remuneration structures based on external equities and recommend salary increase
budgets and manage the salary review process based on the internal equity, sustained contribution
and other components [4]
(B) Ways of Recruitment and Selection
(B1) Equal Opportunity Employment & Diverse Workforce
Engro adheres to the strictest principles of merit in recruiting, compensating and promoting employees to
ensure that all our employees, regardless of gender or ethnicity, feel that the organization treats them
fairly. We ensure that we recruit people from varying ethnicities and religious backgrounds -- without
bias on any such grounds. In particular, we place emphasis on recruiting and retaining women, especially
at higher levels of the organization.
Engro believes that women should never have to choose between work and family, and they should be
able to fulfill their personal and professional obligations .To help women, Engro has introduced several
initiatives like;
 Flexible hours,
 A day-care center
 Spouse employment policy amongst others.
(B2) Spouse Employment Policy
With regards to the spouse employment policy, spouse of an existing employee may be given an
opportunity to work with the company in the following temporary engagements;
 Project Assignment of varied duration depending of the assignment
 Part time work under the Part time work policy
The division/functional head is the position owner and the decision on the employment of spouse is made
in agreement with the VP Human Resources. Whilst temporary employment opportunities are available,
spouse can also apply for full time employment as per the Company‟s recruitment policy although an
additional waiver from the President and CEO is required.
We also recognize that diversity comes in many forms. Engro deployed a policy that encouraged
affirmative action with regard to recruiting disabled people. As a parent company, Engro strives to create

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a "one firm" culture to ensure that we leverage the most in terms of synergies between our businesses. We
have developed a combined talent management model to ensure that the firm maximizes its ability to
attract, retain and develop highly-skilled employees across the board. In addition, wecreate a culture
where employees feel a sense of loyalty towards the company, so they think of Engro as more than just a
place of work. The firm actively seeks to measure the level of employee engagement and creates policies
to ensure that we retain their commitment. [6]
(B3) Types of Recruitment Process
Anyhow, there are two types of recruitment processes at Engro; [7]
(B3-1) Engro Internship Recruitment Drive
The Engro Internship Recruitment drive is conducted as follows;
Only those eligible students who successfully clear all the steps of Engro Internship recruitment process
are considered for internships at Engro.
(B3-2) Engro Management Trainee Recruitment Drive
The recruitment and selection criteria for the MT's has been spread across a 4 pronged approach which
test the leadership competencies through screening and assessment centers of the candidates across
vigorous stages through the process.

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The process entails;
(B4) Detailed Method of Selection
(B4-1) Identification of Need
The first step is to check whether there is a requirement for new selection. If there is a new position to be
developed then COED checks for that. If an already existing position has become vacant due to any
reason, then the department notifies the Human Resource Department to place advertisement in the
newspapers.

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(B4-2) Advertisement
After the identification of need, the Human Resource department places the advertisement in the
newspaper to call for resumes. The advertisement specifies the job description and the job specification.
(B4-3) Job description
These are the listing of duties as well as desirable qualifications for a particular job e.g. The
advertisement also specifies number of years‟ worth of experience to apply for the job.
(B4-4) Job specifications
These are the characteristics and the abilities required from a person to work in that position such as
leadership and teamwork qualities or command over english.
(B4-5) Application form submission of resume
Application forms enable the candidates to present a complete picture of their talents, interests and
ambitions. It is the first stage of evaluation and the basic criteria for initial selection. The candidates must
present a resume which makes the person stand out.
(B4-6) Evaluation of resume
After the resumes of hopeful candidates have been received, the hr department checks all the resumes of
the people who have applied. In its evaluation the hr department checks the experience and the qualities
of the individual and matches them to the requirement of the job.
(B4-7) Short listing
After the evaluation of the resumes the hr shortlists the candidates who have fulfilled the minimum
requirement of the job description and specification.
(B4-8) Test
The test is conducted by the hr department. In the test the managers check the iq level, english
composition and logic. The duration of the test is exactly one hour. The test is checked manually and is
done by the hr department.

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(B4-9) Interview
The candidates who have successfully cleared the tests and have scored above than relevant mark are then
called for interview. The interview is conducted by four people, on executive and three managers. All the
four interviewers should preferably be from within the department but often that is not the case.
The purpose of the interviews is to check the person‟s subjective skills which are difficult to measure
such as attitude, communication skills, abilities and personality. During the interview all four person mark
the candidate individually and then put forward a cumulative mark. These are the marks against which
different candidates are differentiated.
(B4-10) Recommendation to human resource department
Following the interview the employee of the particular department goes to the HR and gives
recommendation to the HR manager regarding the interview of the candidate. The HR then conducts an
interview with the candidate where they decide the grade scale of the candidate, the different benefits and
the pay scale.
(B4-11) Medical
After the terms of contract is agreed upon, the candidate is asked to have a medical test.
(B4-12) Hiring
After the medical test, the candidate is referred back to the relevant department with the contract. If the
department agrees upon it, then the candidate is hired. [8]

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(C) Key Performance Indicators (KPI)
Engro HR Managers follow the following set of parameters in order to evaluate the performance;

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(D) Compensation & Benefits
I believe that talent deserves to be rewarded through various financial and non-financial incentives so as
to remain motivated. In order to achieve this objective, Engro have established several policies, including
a goal to benchmark their salary packages to remain competitive compared to other local and
multinational companies in Pakistan.
Engro says, “Our compensation package, coupled with the company‟s growing reputation, has resulted in
the firm being ranked as the most desirable employer in the country, over the past few years. In line with
our belief, we offer highly competitive compensation packages to all our employees at every level of the
organizational hierarchy, we offer several rewards and recognition programs so employees who go
beyond their expected duties feel appreciated.”
Moreover, their rewards and benefits programs are related directly to the level of deliverance of their
employees. The announcement of Employee Share Option Scheme in some of key listed businesses is a
recent example which inculcates the spirit to achieve more by setting higher targets.
Throughout their various businesses, they should continue to provide the compensation and benefits as
following; [6]
(D1) Highest Salaries
The salary packages Engro foods offer its employees the highest remuneration package that‟s far above
the industry average. And that's a major part of its compensation philosophy – to always keep employees

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above their profile's market value. So be you an experienced professional or a fresher, at Engro foods,
you'll get the highest salaries ever.
(D2) Gain Sharing
On top of their highest salaries and outstanding benefits are their performance based bonuses. And its
performance gauge is very different. They don't base employee‟s performance on defined targets - they
base it on a certain percentage of the top performers among you. So every quarter, the top 50%
performers qualify for bonuses.
(D3) Benefits
At Engro Foods, they value quality human resource. Their employees lend the creativity and passion to
meet business challenges with bold new ideas. It offers unparalleled employee benefits, ranging from
medical, to financial and recreational. They want to keep their most important asset - their people -
healthy and happy.
(D4) Travelling and Subsistence Expenses
All employees will be reimbursed for any travel and subsistence expenses incurred in the course of their
duties.
(D5) Holiday
Each employee is entitled to a basic 23 days holiday per year. However, for some people this amount is
either too much or not enough. For this reason, all their employees have the flexibility to trade salary and
holiday. Employees can choose between 15 days and 30 days holiday per year, with the maximum rising
to 40 days per year after two years' service.
(D6) Car Allowance
For consulting positions a car allowance is included in the package.
(D7) Pension and Life Assurance
After three months' service, every employee has the option to join the company's group personal pension
scheme, or to take a cash alternative. All employees are covered under Life Assurance from their first day
with Engro foods. The company contributes to the scheme and reviews its contributions on a periodic
basis, to ensure that these remain suitable, attractive and fair.

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(D8) Permanent Health Insurance
Engro Foods provides Permanent Health Insurance to all employees from their first day. [8]
(E) Training Needs and Training Methods
Engro's success can be credited to one reason above all others: we have consistently attracted, hired and
retained some of the most talented people in Pakistan. Our ability to create high performance teams in a
culture of inclusiveness, professionalism and excellence is what drives our success.
To this end, Engro has worked extensively to deploy a robust framework of training to become the
employer of choice. This strategic approach of is as under;
(E1) Engro Internships Program
• 6 months program is arranged to train the students
• Proper Orientations are managed
• Report writing skills are taught
• Internees are introduced with departments relevant to their programs of studies
(E2) Engro Management Trainee Program
• 1 year program is arranged to train the graduates
• Assistants are attached with each trainee
• Trainees are provided with certain stipend
• Trainees are announced under designation of Management Trainees
• Experience certificates are issued to trainee
(E3) Engro Technical Training Centre (TTC)
Technical Training Center offers Diploma‟s of Associate (DAE) in following;
 Mechanical Engineering
 Chemical Engineering
Technical Training Center offers various vocational skills including;

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 Welding Training (Basic / Advanced)
 Carpentry Training
 Plumbing
 General Fitting Training
 Auto Electrician Training
 Computer Graphic Training [9]
(E4) Engro Women Empowerment through Livestock Development (WELD)
 Empowering women to become agents for change within their communities, the WELD project
aimed to boost livestock production
 WELD is providing training in order to widen access to commercial milk marketing by
developing women entrepreneurs and improving their earning potential and livestock
management skills.
 According to a recent survey, over 80% of livestock management practices are carried out by
rural women, who spend five to six hours daily on these tasks.
 The HR department, besides carrying out Succession planning maintains and implements HR
policies pertaining to employees training, retention and superannuation. Assessing training needs
of employees and ensuring adequate training is also carried out by the professional HR team at
Engro Foods. In year 2005, the Ministry of Industries and Production also established Olpers
(Dairy Pakistan Company) on the lines and the main objectives of the company is to promote
training and skills development of human resources associated with the dairy sector. [10]
(E5) On-the-Job Development at Olpers
 The Engro foods company believes strongly that people grow and learn most effectively through
experience. Therefore, every opportunity is sought to try to develop an employee through work
related experience. Such development implies an expansion or stretching of abilities or aptitudes.
 It has to be based on the knowledge, skills, and aspirations within oneself. This form of
development needs to be understood and actively supported by the employee and the supervisor.
 Candid discussion in all employee interactions is encouraged and serves as an effective
communication tool.
 Relative to other dairy companies, Engro places a lot of emphasis on development of its technical
resources also. This has resulted in Engro being able to efficiently develop and implement large
technological projects successfully.

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(E6) Training and Education at Olpers
 Engro Foods Company has a range of training programs, both core management and technical
which are used on a regular basis to develop skill and knowledge. In addition ENGRO FOODS
COMPANY do need assessment of training programs and leads to inputs into the overall training
plans of the company to help them work towards realizing their full potential and then after that
they do formularize evaluation of those programs and also uses different Training methods for
their employees which are as follows:
 Continuous learning
 Cross training
 Distance learning
 Multimedia training
 Near transfer training
 On-the-job training (OJT)
 Team leader training
 Alternatively, individuals may attend externally run programs and there may be cases where
learning by planned job experience is the best answer according to different circumstances within
the company. Employees contribution to assessing own training needs are welcomed as are the
suggestions for suitable programs. To address future manpower needs of the company, employee
career, training and succession planning activities are undertaken on an annual basis.
(E7) Training and Resource Centre at Olpers
 Training and Resource Centre is the only teachers training facility in Ghotki district. Since its
inception in 1999, more than 2500 teachers of Ghotki district have been trained at the centre. A
team of 4 full time PDTs carryout general and subject specific training sessions.
(E8) Sahara Welfare Society
 The reach of vocational training program was increased with co-funding of USAID
and(International Youth Foundation‟s) program – (Education and Employment Alliance). Sahara
Welfare Society, a non-profit voluntary organization managed by company employees at
Daharki, runs a primary school, vocational training school and a free clinic. [8]

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References:
[1] http://www.engrofoods.com/ourcompany.html
[2] http://www.managementstudyguide.com/job-description-specification.htm
[3] http://www.workforce.com/articles/sample-job-description-hr-manager
[4] http://www.bayt.com/en/job/human-resources-manager-in-kuwait-3202651/
[5] http://jobsnama.com/hr/job-for-hr-officer-at-engro-foods
[6] http://engro.com/wp-content/uploads/2012/03/Engro-Corp-Annual-Report-2012.pdf
[7] http://careers.engro.com/career/recruitment_process
[8] http://www.ukessays.com/essays/business/human-resources-management-of-engro-foods-business-
essay.php#ixzz2RjM1chxh
[9] http://www.engro.com/our-stories/?tab=2478
[10] http://www.engro.com/our-stories/?tab=2478

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ESSAY
Contents;
 HRM in Pakistan is still not mature… A story!
 Current Issues being faced by HRM in Pakistan
 Solutions to the Problems
• HR Managers should do…
• HR Managers should bring about the change by…
• What you need to do to start off as an HR professional…
HRM in Pakistan is still not mature… A story!
An enthusiastic HR professional at an HR forum once told me that she felt encouraged by the „maturing
up‟ of HRM profession in Pakistan. She pointed to Unilever, Pakistan Tobacco and Engro Foods as
examples. When I asked: Do these three organizations represent Pakistan‟s 50,000 private and public
limited companies, she remained upbeat. She said: “All Pakistan‟s companies are opportunity for HRM.
We shouldn‟t see opportunities as problems.” As an appreciative observer of how HRM practices
developed in the past 20 years, I‟ve often thought about what the young lady said. Is the HRM profession
„maturing‟ in Pakistan? You can argue the HR profession left its “administration” eggshell behind 15
years ago.
You might say almost all business schools in Pakistan teach fairly standardized formal HRM.
Professional HR forums and societies have formed to diligently discuss HRM. Companies take in 150-
200 fresh HRM people every year. Companies want to retain high-performance employees. Surely all this
tells us HRM in Pakistan is now a „mature profession‟.
The Question is: If it has become a „mature profession in Pakistan, then what makes CEOs of Pakistani
companies interpret HRM so differently? Quick answer: Pakistani CEOs simply do not know what
HRM is. I find it difficult to buy that. I have had the discussion one-on-one with many „seth‟ and
„modern‟ CEOs during the past 10 years. Their understanding of HRM has usually been quite remarkable.

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Their fellow CEOs discuss it; they have read about it; they have attended courses abroad; they listen to
HRM speakers; their employees tell them about HRM.
There is so much out there about HRM, I think it‟s grossly misleading to assume that Pakistani CEOs
interpret HRM differently because they don‟t know what it is.
Consider this idea: Pakistan‟s HRM profession is also developing along a life-cycle curve that can be
defined on two dimensions. One is penetration of potential users. Way back in 1988, there were 21,000
Pakistani owned private/public limited companies in Pakistan. Although talk about HRM had begun, it
had not penetrated any potential users among these. HRM‟s Introduction stage began roughly in 1992-93.
An informal survey I conducted suggested HRM had penetrated about 0.5 per cent of 30,000 Pakistani
owned private/public limited companies in some form. The Introduction stage continued roughly up to
2000. Today, eight years later, the HRM profession is probably in its „Early Growth‟ stage. I estimate that
perhaps three and a half per cent of Pakistani owned private/public limited companies – some 2,000 firms
– use HRM functions in one form or another ranging from standard recruitment procedures to managing
training, to setting up HRM systems to truly strategic HR value-addition.
How long might the profession take to approach life-cycle „Maturity‟? Given the nature and structure of
Pakistani-owned companies, HRM‟s penetration at „Maturity‟ will be when it reaches at least 33 per cent
of potential users. Since it took about 15 years to develop from „Introduction‟ to „Early Growth‟, my
guess is the approach to „Maturity‟ will also take another 15 years. By 2020, the HRM profession may
penetrate about 20,000 organizations.
But penetrating potential HRM users is only the half story. The other life-cycle dimension for the
profession is width of HRM integration. Any good marketing person would tell you: Penetrating a
potential user market is one thing; achieving intensity of use is quite another. So, though HRM is
currently present in about 2,000 Pakistani-owned companies, the width of HRM integration in these
companies is vastly different.
The majority of these users – perhaps 85 per cent – have integrated HRM narrowly to personnel
administration, recruitment, and off-the-shelf training. Some – perhaps 13 per cent – have widened HRM
to selection, compensation policies, performance management and basic career planning. It is 40 odd
Pakistani owned companies, the top 2 per cent that have relatively the widest HRM integration. If this
analysis resembles on-ground reality, can one still say the HRM profession is in the „Early Growth‟
stage? Yes, indeed!

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Current Issues being faced by HRM in Pakistan
 Pakistani organizations are witnessing a continuous change in systems, management cultures
and philosophy due to the global alignment. Role of HR manager is shifting from that of a
protector and screener to the role of a planner and change agent. Personnel directors are the new
corporate heroes.
 Organizations now need to prepare themselves in order to address people centered issues with
commitment from the top management, with renewed thrust on HR issues, more particularly on
training.
 Human resource outsourcing is a new accession that makes a traditional HR department
redundant in an organization.
 With the increase of job mobility, recruiting competent people is also increasingly becoming
difficult; organizations are also required to work out a retention strategy for the existing skilled
manpower.
 Training and development extends beyond information and orientation training to include
sensitivity training and field experiences.
 Compensation systems should support the overall strategic intent of the organization but should
be customized for local conditions.
Solutions to the Problems
HR Managers should do the following things to ensure success;
 Employ innovative reward plans that recognize employee contributions and grant enhancements.
Indulge in continuous quality improvement through TQM and HR contributions like training,
development and counseling.
 Utilize people with distinctive capabilities to create unsurpassed competence in an area.
 Decentralize operations and rely on self-managed teams to deliver goods in difficult times.
HR Managers should bring about the change by thinking deeply about;
 Policies- HR policies based on trust, openness, equity and consensus.
 Motivation- Create conditions in which people are willing to work with zeal, initiative and
enthusiasm; make people feel like winners.

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 Relations- Fair treatment of people and prompt redress of grievances would pave the way for
healthy work-place relations.
 Change agent- Prepare workers to accept technological changes by clarifying doubts.
 Quality Consciousness- Commitment to quality in all aspects of personnel administration will
ensure success.
Due to the new trends in HR, in a nutshell the HR manager should treat people as resources, reward
them equitably, and integrate their aspirations with corporate goals through suitable HR policies.
Here’s what you need to do to start off as an HR professional;
1. Intern for at least a month in a two or more different organizations and industries. The more
DIVERSE organizations, the better exposure you get. Try observing all the HR functions within
these organizations to figure out what interests you the most. Get hold of any relevant
project/assignment that you can get your hands upon.
2. Interact with HR people from all levels (from junior management to department heads) and ASK
all the questions that come to your mind regarding working in the HR arena, especially their
personal experiences.
3. After getting a little taste of HRM, decide whether you can spend the major remaining portion of
your life doing this.
4. Once you join the league, keep your eyes on the challenges that may come your way from day one.
The challenges range from ethical dilemmas, balancing the employer‟s and employees‟ interests to
MANAGING our own emotional labor. Keep in mind that any entry level position in HR here in
Pakistan can pose you with repetitive, clerical/data-entry sort of work. BE PATIENT as this phase
will pass out eventually and you will get to do a lot of analysis and decision-making tasks as you
gain expertise and exposure.
5. Acquiring the RIGHT skills and keeping them up-to-date is vital in these times. Your key
characteristics & skill-set to be a successful HR professional should include an excellent customer
service attitude, a high emotional quotient (EQ), clear ethical values, ability to learn, UNLEARN
and re-learn, analytical skills and most importantly a tech-savvy mindset so that you can
implement the latest technologies to AUTOMATE HR processes. Always be on the lookout for the
latest industry developments that can help your department achieve higher standards.

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References
[1] http://smallbusiness.chron.com/hr-issues-solutions-60054.html
[2] https://fuwad.wordpress.com/category/issues-of-hrm-in-pakistan/
[3] http://www.hrzone.com/community-voice/blogs/jamessheehan/top-10-issues-for-hr-teams-how-to-fix-them
[4] http://humanresources.about.com/od/resourcesreferenceshumor/tp/tough_questions.htm