As an organization IRSP continue to grow, the need to establish a more mature HR Department that responds to the organization’s need to succeed in an ever toughening market becomes apparent. HR Department is most important in keeping the workers aligned with the goals of the organization.
The document outlines the South African National HR Standards project which developed standards for HR management systems, processes, and professional practices. It provides an overview of the project which engaged 468 HR leaders over multiple phases to establish standards in areas such as HR risk management, measurement, and architecture. The project aims to improve consistency and quality of HR practices in South Africa and has received interest from various countries.
Annual business plan hr template : play this in slide show modeVipul Saxena
This is the Template which can be used for presenting Annual Business Plan for HR Deptt.
I have been using it and customise it as per needs of the organisation. Covers almost all aspects/challenges of HR Deptts
The document describes the various HR and business support services offered by Career HUB, including human resource management, payroll services, statutory compliance, accounting, and virtual HR support. It provides details on functions like talent management, HR administration, attendance and leave management, payroll processing, and statutory registration and compliance. It also outlines Career HUB's outsourced HR administrative team structure and success stories working with clients of varying sizes across multiple industries.
PRO-GROWTH is a new human resources consulting firm located in Peshawar, Pakistan. It aims to provide HR services like recruitment, training, and employee relations to public and private organizations. The company plans to hire two employees and generate around $58,000 in sales in its first year through networking and word-of-mouth promotion. It requests a startup investment of $16,000 which will be used for initial expenses, assets, and working capital. The owners believe PRO-GROWTH can break even with around $5,766 in monthly revenue based on estimated fixed costs of $5,478.
Human resource planning training was provided to factories in Vietnam and China to strengthen HR systems and support lean manufacturing. Factories developed action plans to address areas like supervision, incentives, and employee satisfaction. Factories are implementing plans with goals to reduce employee dissatisfaction and increase skills. Initial reports show factories finding the training helpful for setting goals and sharing best practices to realize improvements. The training aims to drive lasting gains in working conditions through continued support.
The document discusses human resource planning. It covers topics like forecasting demand and supply of human resources, quantitative and qualitative determination techniques, work study and its applications, methods study and approaches, work measurement, work sampling, and time study. The objectives of work study are discussed as analyzing current job methods, measuring work content to establish standard times, and improving productivity, efficiency, and quality while reducing costs. Benefits include increased productivity and efficiency, reduced costs, improved workflows, and better working conditions.
Manpower planning involves estimating personnel needs over time for projects and operations. It has five essential elements: analyzing current resources, reviewing employee utilization, forecasting demand and supply of employees, and developing a manpower plan. Manpower planning ensures optimum use of human resources, facilitates training and development, and helps identify and address potential shortages or surpluses to reduce costs and improve productivity.
The document outlines the South African National HR Standards project which developed standards for HR management systems, processes, and professional practices. It provides an overview of the project which engaged 468 HR leaders over multiple phases to establish standards in areas such as HR risk management, measurement, and architecture. The project aims to improve consistency and quality of HR practices in South Africa and has received interest from various countries.
Annual business plan hr template : play this in slide show modeVipul Saxena
This is the Template which can be used for presenting Annual Business Plan for HR Deptt.
I have been using it and customise it as per needs of the organisation. Covers almost all aspects/challenges of HR Deptts
The document describes the various HR and business support services offered by Career HUB, including human resource management, payroll services, statutory compliance, accounting, and virtual HR support. It provides details on functions like talent management, HR administration, attendance and leave management, payroll processing, and statutory registration and compliance. It also outlines Career HUB's outsourced HR administrative team structure and success stories working with clients of varying sizes across multiple industries.
PRO-GROWTH is a new human resources consulting firm located in Peshawar, Pakistan. It aims to provide HR services like recruitment, training, and employee relations to public and private organizations. The company plans to hire two employees and generate around $58,000 in sales in its first year through networking and word-of-mouth promotion. It requests a startup investment of $16,000 which will be used for initial expenses, assets, and working capital. The owners believe PRO-GROWTH can break even with around $5,766 in monthly revenue based on estimated fixed costs of $5,478.
Human resource planning training was provided to factories in Vietnam and China to strengthen HR systems and support lean manufacturing. Factories developed action plans to address areas like supervision, incentives, and employee satisfaction. Factories are implementing plans with goals to reduce employee dissatisfaction and increase skills. Initial reports show factories finding the training helpful for setting goals and sharing best practices to realize improvements. The training aims to drive lasting gains in working conditions through continued support.
The document discusses human resource planning. It covers topics like forecasting demand and supply of human resources, quantitative and qualitative determination techniques, work study and its applications, methods study and approaches, work measurement, work sampling, and time study. The objectives of work study are discussed as analyzing current job methods, measuring work content to establish standard times, and improving productivity, efficiency, and quality while reducing costs. Benefits include increased productivity and efficiency, reduced costs, improved workflows, and better working conditions.
Manpower planning involves estimating personnel needs over time for projects and operations. It has five essential elements: analyzing current resources, reviewing employee utilization, forecasting demand and supply of employees, and developing a manpower plan. Manpower planning ensures optimum use of human resources, facilitates training and development, and helps identify and address potential shortages or surpluses to reduce costs and improve productivity.
Manpower planning for a construction companyRevati Bargale
Prescriptive analytics optimizes decision-making by recommending optimal courses of action. It is important because it can increase service quality, reduce costs, and increase returns. Prescriptive analytics is done through case studies like one where The Kheri Construction Company used it to address high staff turnover. Manpower planning fulfills objectives of fully utilizing current employees and filling future needs. It involves forecasting requirements and techniques like managerial judgement, scatter plots, regression analysis, and more.
The HR Plan for 2012-2016 aims to:
1) Develop a high performance culture by playing to win and driving world class performance.
2) Offer an attractive employee value proposition to attract, excite, and retain top talent.
3) Implement robust processes to drive product and service leadership.
The document summarizes an HR planning assignment for the Treaties and Aboriginal Government sector of the Department of Indian Affairs and Northern Development in Canada. It outlines the organizational profile, mission, business activities, workforce demographics, key HR challenges, and strategic priorities and action plans to address talent management and performance management. The main challenges are a high percentage of upcoming retirements, knowledge transfer needs, and diversity hiring targets. The strategic priorities focus on succession planning, recruitment of younger and minority employees, retention strategies, and establishing competency frameworks and performance metrics.
This document outlines a proposed Human Resources Action Plan for the Asian Development Bank to more effectively manage human resources and better align HR strategies with the bank's long-term strategic goals. The plan includes developing a people strategy and HR function strategy, identifying competencies needed to achieve strategic goals, and realigning the HR organization and strengthening HR skills. Key elements are enhancing recruitment, career development, performance management, and providing learning opportunities to maintain staff skills. The plan aims to attract and retain high-quality staff, keep their skills up to date, and adopt best HR practices in line with the bank's mission and comparator organizations.
Dhanesh Singh is seeking a higher responsibility position. He has 25 years of experience working in the navy and corporate sectors. Currently, he is the Manager of Personnel & Administration at Blue Cross Laboratories Ltd in Goa, where he is responsible for talent acquisition, performance management, training, compliance, and administration. Previously he has held HR and administrative roles at various companies in Goa. He has expertise in areas like HR, IR, administration, operations, safety and security management. He has multiple graduate and postgraduate degrees and professional qualifications.
Manpower planning job analysis for restaurant hotelaparna4045
Indian Palace was opened in 2000 and owns two quick-service restaurants serving Chinese, Italian, Indian, Mexican, and seafood dishes. It has an experienced management team with knowledge of the restaurant sector. The company's human resource management involves strategic HR planning, job design, recruiting, performance reviews, compensation, and labor relations. HR planning examines future human resource needs through demand and supply forecasting to determine what employees need to be recruited or phased out. Manpower planning also ensures the right number and type of people are in the right places at the right time to achieve organizational goals.
This document provides an overview of human resource planning. It discusses the introduction, purpose, history, key features, reasons for, importance of, and factors influencing human resource planning. The history section outlines human resource planning from ancient times through the present day. Key features include it being an ongoing, long-term process that is closely related to corporate planning. Reasons for planning include attracting and retaining staff, ensuring effective utilization of employees, and anticipating changes in labor supply. The importance of planning is that it enables organizations to maximize human resource utilization and better achieve objectives. Factors influencing planning can be internal, such as organizational objectives and leadership style, or external, such as government policies and economic conditions.
A PPT ON HRP-AN INTRODUCTION BY ASHA REDDYB.Asha Reddy
Human resource planning is defined as determining human resource requirements and how to meet them in order to carry out an organization's integrated plan. Effective HR planning ensures having the right people with the right capabilities in the right place at the right time. The objectives of HR planning are to forecast HR requirements, promote effective change management, and realize organizational goals. Key factors that affect HR planning include changes in organizational objectives, policies, and a lack of skilled resources. The process of HR planning involves forecasting needs and supply of human resources, identifying gaps, and creating an action plan to bridge gaps. Limitations include inaccurate demand and supply forecasts as well as uncertainties that undermine planning effectiveness.
Manpower General Presentation SlideshowGretMathews
Manpower is a global staffing firm that places over 5 million people annually in permanent, temporary, and contract jobs. It has over 4,500 offices in 80 countries and territories. Manpower provides a variety of workforce solutions including temporary staffing, permanent recruitment, training and assessments to over 400,000 clients worldwide. It screens and assesses candidates using behavioral interviews and online skills assessments to match clients with qualified professionals to meet their talent needs.
The document discusses the evolution of human resource planning (HRP) from focusing on improving efficiency of hourly production workers in the early 20th century to ensuring adequate qualified personnel are available at the right time and place in the 1990s. It provides various definitions of HRP, objectives of HRP including forecasting personnel requirements and promoting employee development. Key principles for effective HRP include commitment from top management and flexibility to changing situations.
Manoj Kumar Singh is seeking a position in Delhi/NCR as a director of HR, administration, or CSR. He has 29 years of experience managing HR, administration, facilities, operations, and project management. He is skilled in developing systems and policies to optimize resources and enhance operations. Previously, he worked as the director of operations at Katha and general manager of HR and administration at Digicable Network, where he improved processes and reduced costs.
The success of a commercial bank depends largely in the quality of service rendered to the regulars. Quality of service depends on the capability and the quality of the employees of the organization. Therefore, the authority of PBL has to be more careful in recruiting the right person for each job. As has been seen, the recruitment and assortment process of PBL has rooms for improvements. The policy and process should be revised and rechecked. So although the process they have been adopting so far has been somewhat effective, to adapt to the changing times, the process should be revised and modernized.
Human resource planning is the process by which management determines the organization's current and future human resource needs. The HRD manager leads this process and takes several steps: 1) studying organizational objectives and identifying all required jobs; 2) estimating current and future manpower requirements in terms of quantity and quality; 3) estimating current and future manpower supply; and 4) comparing requirements and supply to determine if there is a surplus or shortage. If there is a surplus, actions like termination may be taken, while a shortage requires actions like hiring, training, or overtime. The goal is to ensure the right people are in the right jobs at the right time to meet organizational needs.
Manpower planning, Recruitment and SelectionBhawini Sinha
“ Human resources can neither be created nor be purchased, it can only be preserved”
Every organisation tailors its recruitment and selection procedure according to their working environment
Effective manpower planning is the basis for effective recruitment and selection.
Internal as well as external sources of recruitment, both have their own merits and demerits.
Human resource planning (HRP) involves forecasting future human resource needs and developing plans to meet those needs. The HRP process includes forecasting demand and supply of human resources, analyzing gaps between the two, and formulating HR plans to address gaps. Key aspects of the HRP process include using forecasting techniques like trend analysis and workload analysis to estimate future demand, and tools like skills inventories and replacement charts to assess internal and external labor supply. The goal of HRP is to ensure the organization has the right number and type of employees to execute business strategies.
This document provides a summary of an individual's work experience and qualifications. Some key points:
- Over 16 years of experience in human resource management roles across multiple industries, currently serving as Corporate Head of HR for Bajaj Energy Ltd.
- Educational background includes a Masters in Human Development and certifications in areas like Six Sigma and quality analysis.
- Responsibilities have included setting up HR systems, strategic planning, talent acquisition, performance management, and change management.
- Achievements highlighted include awards for best HR practices, reducing attrition, attracting talent from competitors, and benchmarking HR policies.
Factors Affecting Human Resource PlanningJAGJITSINGH25
This document discusses factors that affect human resource planning. It identifies key factors such as the type and strategy of the organization, organizational growth cycles, environmental uncertainties, the type and quality of information used, time horizons, the labor market, and outsourcing. It provides details on each factor and how they influence determining the right number and type of employees needed at different stages of an organization.
The document discusses human resource planning (HRP), including its objectives, stages, and barriers. HRP involves forecasting an organization's future human resource needs, current supply, identifying gaps, and creating action plans. The key stages are forecasting demand and supply, programming to address gaps, implementation through recruitment and staffing, and ongoing control and evaluation. Barriers to effective HRP include lack of buy-in, financial limitations, and not involving all managers.
Human resources plays an important role in the working environment by handling budget control, conflict resolution, and performance improvement. HR allows management to focus on their core jobs by strategically hiring the right people, protecting both front line staff and upper management, and ensuring fair treatment and disciplinary actions. HR also helps employees understand expectations of their job functions.
It's time to say 'bye' to KPIs - An introduction to DBPMCamryn Brown
The business environment is increasingly volatile, uncertain, complex and ambiguous (VUCA). Decision-making is an ever more difficult task - it must be effective and fast! As such, decision-makers now need more than an "indication" of what factors are key to understanding and managing performance. They need information that is accurate, complete, timely *and* that is ready-to-use without leaps of interpretation or inference.
The good news is that EY has a market-leading method to design and deliver the context and connectedness that transform indicators into truly useful decision-making insights. Our Driver-based Performance Management (DBPM) method identifies the internal and external factors that have a quantifiable impact on performance against strategy and quantifies those impacts.
This results in a structured model of business performance, which is more useful in much the same way that a completed jigsaw puzzle is more easily interpreted than a jumble of jigsaw pieces. Used consistently across backwards- and forwards-looking performance processes, debate can focus on the decision rather the data and what it might mean.
Manpower planning for a construction companyRevati Bargale
Prescriptive analytics optimizes decision-making by recommending optimal courses of action. It is important because it can increase service quality, reduce costs, and increase returns. Prescriptive analytics is done through case studies like one where The Kheri Construction Company used it to address high staff turnover. Manpower planning fulfills objectives of fully utilizing current employees and filling future needs. It involves forecasting requirements and techniques like managerial judgement, scatter plots, regression analysis, and more.
The HR Plan for 2012-2016 aims to:
1) Develop a high performance culture by playing to win and driving world class performance.
2) Offer an attractive employee value proposition to attract, excite, and retain top talent.
3) Implement robust processes to drive product and service leadership.
The document summarizes an HR planning assignment for the Treaties and Aboriginal Government sector of the Department of Indian Affairs and Northern Development in Canada. It outlines the organizational profile, mission, business activities, workforce demographics, key HR challenges, and strategic priorities and action plans to address talent management and performance management. The main challenges are a high percentage of upcoming retirements, knowledge transfer needs, and diversity hiring targets. The strategic priorities focus on succession planning, recruitment of younger and minority employees, retention strategies, and establishing competency frameworks and performance metrics.
This document outlines a proposed Human Resources Action Plan for the Asian Development Bank to more effectively manage human resources and better align HR strategies with the bank's long-term strategic goals. The plan includes developing a people strategy and HR function strategy, identifying competencies needed to achieve strategic goals, and realigning the HR organization and strengthening HR skills. Key elements are enhancing recruitment, career development, performance management, and providing learning opportunities to maintain staff skills. The plan aims to attract and retain high-quality staff, keep their skills up to date, and adopt best HR practices in line with the bank's mission and comparator organizations.
Dhanesh Singh is seeking a higher responsibility position. He has 25 years of experience working in the navy and corporate sectors. Currently, he is the Manager of Personnel & Administration at Blue Cross Laboratories Ltd in Goa, where he is responsible for talent acquisition, performance management, training, compliance, and administration. Previously he has held HR and administrative roles at various companies in Goa. He has expertise in areas like HR, IR, administration, operations, safety and security management. He has multiple graduate and postgraduate degrees and professional qualifications.
Manpower planning job analysis for restaurant hotelaparna4045
Indian Palace was opened in 2000 and owns two quick-service restaurants serving Chinese, Italian, Indian, Mexican, and seafood dishes. It has an experienced management team with knowledge of the restaurant sector. The company's human resource management involves strategic HR planning, job design, recruiting, performance reviews, compensation, and labor relations. HR planning examines future human resource needs through demand and supply forecasting to determine what employees need to be recruited or phased out. Manpower planning also ensures the right number and type of people are in the right places at the right time to achieve organizational goals.
This document provides an overview of human resource planning. It discusses the introduction, purpose, history, key features, reasons for, importance of, and factors influencing human resource planning. The history section outlines human resource planning from ancient times through the present day. Key features include it being an ongoing, long-term process that is closely related to corporate planning. Reasons for planning include attracting and retaining staff, ensuring effective utilization of employees, and anticipating changes in labor supply. The importance of planning is that it enables organizations to maximize human resource utilization and better achieve objectives. Factors influencing planning can be internal, such as organizational objectives and leadership style, or external, such as government policies and economic conditions.
A PPT ON HRP-AN INTRODUCTION BY ASHA REDDYB.Asha Reddy
Human resource planning is defined as determining human resource requirements and how to meet them in order to carry out an organization's integrated plan. Effective HR planning ensures having the right people with the right capabilities in the right place at the right time. The objectives of HR planning are to forecast HR requirements, promote effective change management, and realize organizational goals. Key factors that affect HR planning include changes in organizational objectives, policies, and a lack of skilled resources. The process of HR planning involves forecasting needs and supply of human resources, identifying gaps, and creating an action plan to bridge gaps. Limitations include inaccurate demand and supply forecasts as well as uncertainties that undermine planning effectiveness.
Manpower General Presentation SlideshowGretMathews
Manpower is a global staffing firm that places over 5 million people annually in permanent, temporary, and contract jobs. It has over 4,500 offices in 80 countries and territories. Manpower provides a variety of workforce solutions including temporary staffing, permanent recruitment, training and assessments to over 400,000 clients worldwide. It screens and assesses candidates using behavioral interviews and online skills assessments to match clients with qualified professionals to meet their talent needs.
The document discusses the evolution of human resource planning (HRP) from focusing on improving efficiency of hourly production workers in the early 20th century to ensuring adequate qualified personnel are available at the right time and place in the 1990s. It provides various definitions of HRP, objectives of HRP including forecasting personnel requirements and promoting employee development. Key principles for effective HRP include commitment from top management and flexibility to changing situations.
Manoj Kumar Singh is seeking a position in Delhi/NCR as a director of HR, administration, or CSR. He has 29 years of experience managing HR, administration, facilities, operations, and project management. He is skilled in developing systems and policies to optimize resources and enhance operations. Previously, he worked as the director of operations at Katha and general manager of HR and administration at Digicable Network, where he improved processes and reduced costs.
The success of a commercial bank depends largely in the quality of service rendered to the regulars. Quality of service depends on the capability and the quality of the employees of the organization. Therefore, the authority of PBL has to be more careful in recruiting the right person for each job. As has been seen, the recruitment and assortment process of PBL has rooms for improvements. The policy and process should be revised and rechecked. So although the process they have been adopting so far has been somewhat effective, to adapt to the changing times, the process should be revised and modernized.
Human resource planning is the process by which management determines the organization's current and future human resource needs. The HRD manager leads this process and takes several steps: 1) studying organizational objectives and identifying all required jobs; 2) estimating current and future manpower requirements in terms of quantity and quality; 3) estimating current and future manpower supply; and 4) comparing requirements and supply to determine if there is a surplus or shortage. If there is a surplus, actions like termination may be taken, while a shortage requires actions like hiring, training, or overtime. The goal is to ensure the right people are in the right jobs at the right time to meet organizational needs.
Manpower planning, Recruitment and SelectionBhawini Sinha
“ Human resources can neither be created nor be purchased, it can only be preserved”
Every organisation tailors its recruitment and selection procedure according to their working environment
Effective manpower planning is the basis for effective recruitment and selection.
Internal as well as external sources of recruitment, both have their own merits and demerits.
Human resource planning (HRP) involves forecasting future human resource needs and developing plans to meet those needs. The HRP process includes forecasting demand and supply of human resources, analyzing gaps between the two, and formulating HR plans to address gaps. Key aspects of the HRP process include using forecasting techniques like trend analysis and workload analysis to estimate future demand, and tools like skills inventories and replacement charts to assess internal and external labor supply. The goal of HRP is to ensure the organization has the right number and type of employees to execute business strategies.
This document provides a summary of an individual's work experience and qualifications. Some key points:
- Over 16 years of experience in human resource management roles across multiple industries, currently serving as Corporate Head of HR for Bajaj Energy Ltd.
- Educational background includes a Masters in Human Development and certifications in areas like Six Sigma and quality analysis.
- Responsibilities have included setting up HR systems, strategic planning, talent acquisition, performance management, and change management.
- Achievements highlighted include awards for best HR practices, reducing attrition, attracting talent from competitors, and benchmarking HR policies.
Factors Affecting Human Resource PlanningJAGJITSINGH25
This document discusses factors that affect human resource planning. It identifies key factors such as the type and strategy of the organization, organizational growth cycles, environmental uncertainties, the type and quality of information used, time horizons, the labor market, and outsourcing. It provides details on each factor and how they influence determining the right number and type of employees needed at different stages of an organization.
The document discusses human resource planning (HRP), including its objectives, stages, and barriers. HRP involves forecasting an organization's future human resource needs, current supply, identifying gaps, and creating action plans. The key stages are forecasting demand and supply, programming to address gaps, implementation through recruitment and staffing, and ongoing control and evaluation. Barriers to effective HRP include lack of buy-in, financial limitations, and not involving all managers.
Human resources plays an important role in the working environment by handling budget control, conflict resolution, and performance improvement. HR allows management to focus on their core jobs by strategically hiring the right people, protecting both front line staff and upper management, and ensuring fair treatment and disciplinary actions. HR also helps employees understand expectations of their job functions.
It's time to say 'bye' to KPIs - An introduction to DBPMCamryn Brown
The business environment is increasingly volatile, uncertain, complex and ambiguous (VUCA). Decision-making is an ever more difficult task - it must be effective and fast! As such, decision-makers now need more than an "indication" of what factors are key to understanding and managing performance. They need information that is accurate, complete, timely *and* that is ready-to-use without leaps of interpretation or inference.
The good news is that EY has a market-leading method to design and deliver the context and connectedness that transform indicators into truly useful decision-making insights. Our Driver-based Performance Management (DBPM) method identifies the internal and external factors that have a quantifiable impact on performance against strategy and quantifies those impacts.
This results in a structured model of business performance, which is more useful in much the same way that a completed jigsaw puzzle is more easily interpreted than a jumble of jigsaw pieces. Used consistently across backwards- and forwards-looking performance processes, debate can focus on the decision rather the data and what it might mean.
Term Report on Human Resource Aspect of Mergers & Acquisition - Karim ViraniKarim Virani
The document reports on the human resource aspects of mergers and acquisitions. It proposes a three-stage model for mergers and acquisitions that identifies key human resource issues and activities at each stage. The stages are pre-combination, combination/integration of the companies, and solidification of the new entity. Key human resource issues include retaining talent, communication, integrating cultures, and managing duplicate roles. Addressing these issues is important for the success of mergers and acquisitions.
The HR Annual Report summarizes activities from the past year and outlines goals for the future. In the past year, HR shifted its focus from personnel to strategic workforce development. It reviewed and improved recruitment, learning and development programs, and medical staffing. HR also enhanced reporting, implemented electronic rostering, and expanded diversity training and childcare services. Its vision for the future is to deliver high quality, cost effective, and professional HR services that make a real difference to the organization.
The document discusses the key aspects of conducting a human resource (HR) audit. It defines an HR audit as examining and evaluating HR policies, practices, and procedures to assess effectiveness and efficiency. The presentation covers the significance, need, scope, objectives, benefits, approaches, and timeline for an HR audit. It aims to identify gaps, ensure legal compliance, and recommend improvements to help optimize HR management.
The soft drink industry consists of two major systems - flavoring syrup/concentrate manufacturing and soft drink manufacturing. The soft drink market includes carbonated drinks, juices, and sports drinks. Within beverages, soft drinks have grown significantly. Coca-Cola is the largest soft drink maker, offering 400+ brands in over 200 countries. It was invented in Georgia and is a market leader, though Pepsi is also large and outsells Coca-Cola in some areas. Coca-Cola's HR functions include job analysis, planning/forecasting, recruitment from various sources, selection processes, training employees, performance reviews, and compensation/benefits to attract and retain talented workers.
The document discusses how market forces are shifting the focus to people as the primary competitive advantage for companies. It outlines key trends like business turbulence, a tight labor market, and changing workforce demographics that are impacting organizations. This means high performance organizations will face increasing competitiveness. The implications for HR are that it needs to change from an administrative focus to strategic partners that add value by developing talent, driving change and innovation, and achieving business outcomes. The role of HR must transform from controlling policies to building leadership capability, driving a performance culture and aligning infrastructure to support the business strategy.
This document is a resume for M.Kirthy, an HR professional seeking new opportunities. She has over 5 years of experience in talent acquisition and recruitment with companies like Randstad India, Covenant Consultants, and Barclays Shared Services. Her experience includes end-to-end recruitment, sourcing candidates, interviewing, negotiations, and account management. She holds a Bachelor's degree in Commerce and additional qualifications in French language. Key achievements include recognition as a top performer and over-achieving invoice targets.
Ms. Panadda Kuprasert is a human resources professional with over 20 years of experience in Thailand. She has held HR leadership roles at several large companies, including her current role as HR Director at Meyer Industries. Her experiences spans recruitment, compensation, performance management, and developing HR strategies to support business goals. She holds a Master's degree in Public Administration and Bachelor's degree in Political Science with a focus on HR management.
Introduction-to-RPMS PPST SY 2023-2024.pptxArnelDeQuiros3
The Bureau of Human Resource and Organizational Development (BHROD) was created in 2016 as part of the Rationalization Plan to develop, implement, and manage strategic human resource and organizational development systems, programs, and projects for the Department of Education. BHROD aims to build employee capabilities and organizational capacity to meet current and future needs while adapting to a changing environment. It oversees functions like recruitment, selection, and professional development programs to improve teacher quality based on the Philippine Professional Standards for Teachers. BHROD also manages the Results-based Performance Management System (RPMS) which assesses teachers' performance through a four phase process aligned with the department's goals and priorities.
Abhilash P Suman has over 14 years of experience in human resources for various industries including e-commerce, logistics, retail, and manufacturing. He is currently a Senior Manager of HR for the South Region at Ecom Express, where he oversees HR functions for 5000 employees. Previously, he held HR roles at Snowman Logistics, Future Value Retail, Menzies Aviation, and Arvind Mills. He has expertise in areas such as performance management, policy formation, employee engagement, and training.
This document contains a resume for Shairah Bte Muhammad. It outlines her personal details, education history, work experience in human resources roles at various companies, skills, and extracurricular activities. Her most recent role is as a Senior Executive of Human Resources Business Partnering at DKSH Corporate Shared Services Centre Sdn Bhd, where she is responsible for employee relations, policy guidance, and supporting HR processes. She holds a Bachelor's degree in Administrative Science and Policy Studies and seeks to contribute positively to organizational goals and direction.
Human Resources STARs ME Now and Next Evolution Benny Saputra HR
Presented on JAMBORE HR - Sibolangit Medan 26-27 April
Linking to various approach, also HR from the Outside In - Dave Ulrich.
Sharing 6 Competencies HR Professional and challanging in Indonesia.
M.R. Narayanan has over 30 years of experience in human resources management, industrial relations, and general administration. He is seeking a senior managerial role in HR. He has expertise in developing HR strategies, maintaining industrial harmony, training and development, performance management, and compensation. Some of his achievements include developing training modules, framing HR policies, handling strikes and unions, and implementing initiatives to reduce costs and improve productivity. He has worked in various industries and held roles with increasing responsibility.
Andy Kawada is an HR professional with over 17 years of experience in talent acquisition, talent management, and developing HR strategies. He has expertise in social media, performance management, and developing and implementing HRIS systems. His background includes an education in HR management and experience leading projects in talent mapping, vendor selection, performance reviews, and HRIS implementations at international locations.
The document discusses the importance of human resources (HR) planning in organizations. It defines HR planning as systematically analyzing an organization's HR needs to ensure the right employees with the necessary skills are available when required. The three main points made are:
1) HR planning involves gathering workforce data, setting objectives, and making decisions to help an organization achieve its goals.
2) Poor HR planning can result in high costs from vacant positions, overtime pay, and disrupted employee careers and motivation.
3) The six key steps to effective HR planning are: forecasting needs, taking inventory of current staff, auditing resources, developing an HR plan, taking action, and monitoring/controlling
This document provides an overview of Learntoupgrade, an asset management company in Bangladesh. It discusses the organization's background, vision, mission, goals, services, organizational structure, and human resources division. Some key points:
- Learntoupgrade was incorporated in 2009 and received approval from the Bangladesh Securities and Exchange Commission to operate as an asset management company.
- The organization's vision is to establish itself as the ultimate investment choice in Bangladesh through developing research tools and strategies to yield the best returns for stakeholders.
- The mission is to provide the best possible returns for investors and secure their financial future by utilizing local talent and complying with international standards.
- The goal is to deliver
The document summarizes the second year of efforts by the Director's Advisory Group on Women in Leadership to implement 10 recommendations from its 2013 report. It discusses the working groups established to address each recommendation, learning events held, and outreach conducted. Key deliverables and actions over the second year included guides on using workforce data, equity assurance training, feedback resources, flexibility policies, and sponsorship materials. The group aimed to embed the recommendations into the agency's culture and talent practices long-term.
Human Resource Management (BA) Honours graduate with 09 years’ experience in HR & Operation Management. All-round team player who has excellent communication and interpersonal skills from diverse fields.
Human Resource Management (BA) Honours graduate with 09 years’ experience in HR & Operation Management. All-round team player who has excellent communication and interpersonal skills from diverse fields.
The Olympic Delivery Authority (ODA) developed a People Strategy to align human resource activities with the changing needs of constructing venues and infrastructure for the 2012 London Games. The strategy consisted of 10 priority areas and was developed in consultation with ODA leadership and stakeholders. It was implemented and tracked using metrics like a Red/Amber/Green system to monitor progress. As a result, the ODA achieved effective recruitment, high employee engagement and retention, cost savings, and diversity in its workforce to help ensure successful delivery of its construction program for the 2012 Games.
Syed Sajid Ul Haq Haqqi is an experienced HR professional with over 5 years of experience in talent acquisition, HR management, and organizational development. He has worked with multinational companies and cross-cultural teams. Some of his responsibilities have included developing recruitment strategies, identifying talent needs, managing the recruitment process, and ensuring hiring of qualified candidates. He also has expertise in SAP HCM and delivering training programs. Sajid holds an MBA in HR and has received recognition for his academic and professional achievements.
The document outlines a proposed human resources strategy for a company. It discusses developing goals and policies to improve employee performance, training, recruitment, motivation and evaluation. The strategy aims to support business objectives by raising efficiency standards, developing employee skills and increasing revenue through an integrated HR plan.
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IRSP Human Resources Annual Report 2013
1. HR at a Glance
HR Annual Report 2013
AR Danish Abad – MHRL-IRSP 10/01/2014 The 1st
Complete HR Report for 2013
2. 2013
HR AT A Glance
Annual Report 2013 Page 1 of 28
Index Page
CONTENTS
Index Page 1
Executive Summary 2
1. Acknowledged By Director HR/Admin & Logistics 3
2. Organizational Chart - HR 4
3. About The IRSP HR Department4
4. HR Officials 4
5. About HR Officials (Short Intro) 5
6. About HRM – Human Resource Management 8
7. Managing Human Resources 9
8. Objectives HR 9
9. Why is Human Resource Management Important for Organization? 9
10. Human Resource Information System 10
11. Employees Status in January 2013 12
12. Annexure - 01 - Employees Joined, Projects Wise during the year 2013 13
13. Annexure - 02 - Employees Exit (Resigned, Project Completed) Projects Wise - 2013 14
14. Annexure – 03 - Employees Project & Month Wise In & Out Status 15
15. Since Establishment 15
16. Overall Employees Year Wise In & Out Status 17
17. EOBI – DataBase 2008 - 2013 18
18. Leave – DataBase System 2010 - 2013 20
19. IRSP HR Manual Updated 22
20. HR General Policies 22
21. HR – MEMO Tracking System 22
22. Employees Experience Certificate Issue Tracking System 22
23. Employees Identity Card Tracking System 22
24. Recruitment Processed Updated 22
25. Bio-Matric System Introduced 2013 23
26. Key Performance Indicators 23
In Progress . . . 23
27. Medical – Re-Imbursement DataBase 2013 23
28. Job Descriptions 23
29. Get Involved/ Join Us! Join IRSP 24
30. Fun & Learn Day 24
31. HR Team in a Way! 25
32. HR Team – Training on Personality Assessment & Interview Skill 26
33. Feedback 27
3. 2013
HR AT A Glance
Annual Report 2013 Page 2 of 28
Executive Summary
As an organization IRSP continue to
grow, the need to establish a more
mature HR Department that
responds to the organization’s need
to succeed in an ever toughening
market becomes apparent. HR
Department is most important in
keeping the workers aligned with
the goals of the organization.
A good and strategic HRD plan helps the management to see a clear line of
sight between organizational goals, the competencies the employees need to
demonstrate and what they as management need to do in order to encourage
and support the acquisition and demonstration of these behaviors. Having a
thoroughly thought out plan for human resource department helps attract the
needed talents and keep them motivated in pursuing performance excellence.
The goal of this report/document is to present a set of guidelines and strategies
to help both the Human Resource Department and the Line Mangers to form
partnership/contracts for helping the employees acquire the necessary knowledge,
skills and attitude to perform the assigned job in a professional manner.
Executive Director
Syed Shah Nasir Khisro
4. 2013
HR AT A Glance
Annual Report 2013 Page 3 of 28
1. Acknowledged By Director HR/Admin & Logistics
This report identifies key activities undertaken by the Human Resources Department, and the
performance of the Organization in relation to staffing related matters during the last twelve months
i.e. 2013 as well as Administration & Logistics Departments’ annual reports also in progress in
their separate profiles.
THE REPORT AIMS TO HIGHLIGHT AREAS OF PRIORITY IN RELATION TO ACTIVITIES FOR 2014.
Since 2006, the Human Resources (HR) department has undertaken extensive efforts to examine how
the HR programs and delivery systems within the IRSP can improve to suitably meet the strategic
needs of the organization.
HR department efforts to enhance the efficiency and effectiveness of our HR systems as part of
improving the IRSP’s overall ability to advertise the opportunities, recruit, post, develop the capacity
building, and retain the best workforce in the organization.
Our continuing efforts during 2013 planning process have confirmed what our HR professionals know
all too well – that we operate in a complex environment characterized by a network of multiple HR
units rather than one unified structure. This environment is challenged by a number of related factors
including:
Heavy reliance on manual transactions
Disparity in HR resource levels and expertise across the organization
Lack of consistent HR processes and information
Inefficient service delivery and insufficient investment in strategic HR processes (such as
workforce planning, training, recruiting, and performance enhancement programs)
We have the opportunity to tackle these challenges and must act now to take advantage of the
commitment for increased investment in HR technology to transform the operational system. This
annual strategic report describes our vision for making IRSP the best social sector employer in the
country/world through effective HR programs, services and technologies that build a talented, diverse,
engaged and productive workforce.
The report identifies the initiatives for achieving this vision and recommends the roadmap for
delivering outcomes rapidly and sustainably.
Director HR/Admin & Logistics
Sayed Shah Rome
5. 2013
HR AT A Glance
Annual Report 2013 Page 4 of 28
2. Organizational Chart - HR
The Organogram shows the responsibilities of Director HR/Admin & Logistics and his Team, while
in this report only the HR Branch highlighted will be the focus point.
3. About The IRSP HR Department
This report identifies key activities undertaken by the Human Resource Department and the
performance of the Organization in relation to staffing related matters during the last twelve
months. The report aims to highlight areas of priority in relation to activity for 2014.
4. HR Officials
1 Director HR/Admin & Logistics Mr. Syed Shah Rome 2009
2. Manager HR Mr. AR Danish Abad 2003
3 HR Officer Mr. Farhad Ali 2011
4 HR Officer Mr. Farhan Muzammil 2012
5 HR Assistant Mr. Ashfaq Ali Shah 2013
6 HR Assistant Mr. Emad Ali Shah 2013
7 HR Internee Mr. Farrukh Tariq 2013
DIRECTOR
HR, ADMIN & LOGISTICS
Manager
Administration
Admin Officer
Admin Assistant
Drivers
Support Staff
Manager Logistics
Supply Chain Management
Assistant
Manager Logistics
Logistics Officer
Logistics
Assistant
Manager HR
(Human Resource)
HR Officer
HR Assistant
Internees
Assistant
Manager HR
6. 2013
HR AT A Glance
Annual Report 2013 Page 5 of 28
5. About HR Officials (Short Intro)
Sayed Shah Rome
Born in Mardan he passed his H.S.S.C. from Govt College
Mardan, followed by his bachelor’s degree from the
University of Peshawar in 1988. He started his professional
career with Habib Bank Limited in 1990. He served in HBL
on managerial position for nearly 19 years, after leaving
the bank service he joined IRSP in 2009 as Manager HR.
Due to his excellent performance and vast managerial
knowledge the senior management of IRSP promoted him
to the position of Director HR/Admin & Logistics in September, 2011. Since
then he is leading HR at IRSP.
Leading the organizational development and change processes to a new stature.
Improve our approaches to planning, monitoring and learning.
Coordination of the strategic planning process and its implementation, reporting and
review.
Leading the organization through our annual/multi - year planning processes.
Developing and implementing organizational systems and methods to improve our
evaluation.
Helping invoke program which leads staff to develop their skills in drafting applications,
recording outcomes/ impacts and reporting to donors.
Promoting good internal communications, especially in relation to learning about
our outputs and outcomes.
Convening and chairing regular program department meetings. This is a responsibility
shared with the Director of Program
Leading and representing ED in national/ international platforms
Heading the process of developing monitoring indicators in consultation with other
divisions
Monitoring the HR progress of all IRSP projects
Providing expert guidance on collection, compilation and analysis of data relating to
projects
Leading the preparation of special reports, documents, papers etc. on behalf of IRSP
7. 2013
HR AT A Glance
Annual Report 2013 Page 6 of 28
Aziz Ur Rahman Danish Abad
Mr. AR Danish Abad the sole architect
of IRSP progressive structure was
born in district Swat. He got his MBA
(MIS) degree from ANSI Degree
College and started career with IRSP
in 2003 as Admin & Finance
Coordinator. In Dec 2005 he was
promoted as Finance & Admin Officer
(FAO) IRSP, with proved performance
in 2008 he was promoted as
Assistant Manager Finance & Admin - IT, and then in 2009 during the 1st
IDP’s
Emergency and 2nd
Flood Emergency assigned the additional task of Logistic
Officer.
Due to his excellent output and dedication he was assigned task of logistic
management and promoted to the position of Manager Logistics in 2011. In
October 2012 he was given the additional task of Human Resource - HR
Department as HR Manager due to his vast and dynamic experience the social
sector. Since then he is managing HR at IRSP.
SUMMARY SKILLS & QUALITIES:
Served in IRSP for over 10+ years, (5+ as Manager HR & Logistics;
5+ as Manager Finance & IT and 2+ Finance & Admin Officer
The professional goal is to provide the information required, in a timely and efficient
manner, with satisfaction.
Working for one of the leading Humanitarian organization (IRSP); I got exposure to
almost all domains of HR/Finance/Admin & Logistics (Supply Chain Management).
Valuable experience of working with
Humanitarian & Developmental Organizations (NGOs /INGOs).
Specializes in various levels at Finance/Accounts, Logistics/Admin/HR, and IT Software
& Hardware.
Ability to resolve problems and make decisions quickly and accurately.
o Competent, reliable, and committed professional, with proven record of success in
increasing level of responsibility.
8. 2013
HR AT A Glance
Annual Report 2013 Page 7 of 28
Farhad Ali - HR Officer
Mr. Farhad Ali born in village Hathian, District Mardan got his MBA
degree with specialization in HR from Abdul Wali khan (AWK)
University Mardan in 2010.
Farhad then started his career with IRSP as intern HR in 2011 rising
through the ranks following IRSP promotion system then became
HR Assistant. Due to his excellent work Mr. Farhad was promoted
to the Position of HR Officer in 2012. Since then he is dealing
various donors funded projects in IRSP.
Farhan Muzammil - HR Officer
Mr. Farhan Muzammil born in District Mardan passed his Bachelor’s degree in
Business Administration from Hazara University Mansehra in 2005.
Farhan then proceeded to UK for higher education and got his Master Degree in
Business Administration from De Montfort University, Leicester in 2009. After
getting his degree he returned to Pakistan in 2011 and joined IRSP in April 2011.
Since then he is working with IRSP in HR Department.
Ashfaq Ali Shah - HR Assistant
Mr. Ashfaq Ali born in Mardan got his MBA degree with
specialization in HR from Northern University Nowshera in 2012.
After that he joined IRSP in 2013 an intern HR where he worked
for three months as intern and then appointed as HR Assistant. He
has a nice and humble personality and assisting HR department in
various tasks since his appointment.
Emad Khan - HR Assistant
Mr. Emad Khan born in Mardan got his Bachelor’s degree with
specialization in HR from Gandhara University Peshawar in 2012. After
that he joined IRSP in 2013 an intern HR where he worked for three
months as intern and then appointed as HR Assistant. He takes keen
interest in his work and assisting HR department in various tasks since his
appointment.
Farrukh Tariq - HR Interne
Mr. Farrukh born in Mardan got his Master Degree in Business
Administration from Spring Hill University UK in 2012 and then
returned to Pakistan. He joined IRSP in September 2012 as intern
HR. Since then he is working in HR department at IRSP and took
keen interest in his assigned tasks.
9. 2013
HR AT A Glance
Annual Report 2013 Page 8 of 28
6. About HRM – Human Resource Management
HRM represents a new concept of and approach to performing personnel functions. It still
requires the performance of those personnel functions that have evolved over the years in
response to emerging needs. However, instead of treating these functions as separate and
distinct, HRM considers them interrelated parts of a management system that must be
integrated closely with strategic organizational planning.
HR director/managers are becoming more involved in the decision making of top management in a
wide variety of issues and problems. Knowledge of HRM is important for individuals who will occupy
managerial and supervisory roles, since they will also perform HR functions.
A code of ethics focuses attention on ethical values and provides a basis for HR professionals to
evaluate their plans and their actions. HR departments have been given a greater role in
communicating the organization's values and standards and in monitoring compliance with its code of
ethics.
Manager HR & Logistics
AR-Danish Abad
10. 2013
HR AT A Glance
Annual Report 2013 Page 9 of 28
7. Managing Human Resources
An HR program constitutes the overall plan for managing people and for guiding managers
and supervisors in decisions relating to their subordinates. It establishes the objectives,
policies, procedures, and budget pertaining to the HR functions to be performed.
Although HR managers are responsible for coordinating and enforcing policies relating to HR
functions, responsibility for performing these functions rests with all managers and
supervisors within an organization.
8. Objectives HR
HR objectives are determined by the organization's objectives as a whole. More and more,
HR objectives are reflecting the increased social responsibilities of firms, which include not
only traditional responsibilities to customers, employees, and shareholders but also
responsibilities to the community and to the total society.
HR objectives
goals to be achieved in the area of HRM
9. Why is Human Resource Management Important for Organization?
Human resource management is the management of the people who work in an organization.
They can be managers, employees, project officers, field workers,
coordinators. Since the organization is run by these people, they are
considered to be a “resource” – ‘a human resource.’ Like we use
funds to manage a project, we also need to use these ‘human
resources’ or the ‘people’ to manage the organization.
It is not enough just to have a dedicated team for an organization. It is fundamentally believed
that unless the team is not properly managed, motivated and performed, the organization
will not achieve its goal and objectives.
The process of managing, motivating and making the staff perform involves setting up of
systems, including building plans and policies. These systems fall under human resource
management.
11. 2013
HR AT A Glance
Annual Report 2013 Page 10 of 28
10. Human Resource Information System
The Human Resource Employee’s Information System (HR-EIS) is a database that’s developed to
record and maintain information about all employees in an organization. This system is very useful in
recruitment, developing terms of reference/tracking, monitoring, assessing and coordinating work
with each of the employee. This system also ensures transparency of the organization in employing
people.
We are familiar with ‘MIS’ or ‘Management Information System’ to implement projects and deliver
results. The (HR-EIS) Human Resource Employee’s Information System is similar to it in the sense that
it is used to manage the staff and achieve results for the growth of the organization.
Although this kind of information system is also used for carrying out job analysis and career
development of an organizations.
In this time we created and will use a Microsoft Excel Workbook /worksheet to fill in the information
Sheets, save the file in the computer and take a printout and file it.
Search By Name, Contract ID, E-Code, Project Wise, and many more option adopted, The HR-EIS should
be easily accessible for others to see and gets reports.
The Main Menu of Human Resource Information System IRSP’s contains the following options:
Service Contract Agreement:
1 SCA - DATA BASE - Regular
2 Appointment Letter & Contract
3 SCA - DATA BASE - CRP
4 Letter of Contract Agreement
Tracking System
1 EI - Search (By Name)
2 EI - Leave Search
3 EI - EOBI Search
4 EI - Bank Account Letter
5 Experience Letter
6 Employee ID Card
7 Joiner / Leaver - Employees
CV DATA BANK for Employment
1 CV - Executive
2 CV - General
Correspondence SYSTEM
1 MEMO System
2 Feed Back
REPORTING
Monthly Staff IN - OUT
Project Wise - Staff IN - OUT
Leave System 2010 - 2014
Leave - Monthly & Year Wise
Leave - Project Wise
Leave - Date Wise Status
EOBI System 2008 - 2014
EOBI - Detail Employee Status
Medical Ledger
Depended List
and many many more …. Next Addition.
1 HR Manual
2 Job Descriptions
3 Organogram
4 AUDIT (HR) - Auditor Requirements
and many more option in progress
12. 2013
HR AT A Glance
Annual Report 2013 Page 11 of 28
The Main Contract Entries of Human Resource
Information System IRSP’s contains the
following heading:
1 Contract ID
2 Projects:
30 Department
31 E-Code
3 Title
4 Name of Employee:
5 Son/Daughter/Wife of:
7 Designation:
8 Date of Birth:
9 CNIC No.
10 Address:
11 Mobile:
12 Res:
13 Email:
33 Gender
34 Marital Status
14 Contract Date
15 Date of Joining
16 Date of Expiry (Contract)
17 Contract Extended Till
18 Duration of Agreement
19 Posting/Location
20 Salary Per Month
21 Working Hours:
22 Working Days :
23 Mode of Payment :
24 Qualification
27 Bank Account No.
28 Bank Branch
29 Probation Period
26 End
32 Probation End Date
35 Notice Period
36 Remarks
37 References
38 CV
39 CNIC
40 DOCs
41 Code Of Conduct
42 Employ Card
43 E. Certificate
44 Bank Letter
45 Program Code & Title
46 Project Code
47 EOBI #
48 Contract Copy.
49 Data Posted By;
50 Actual Date
51 Contract Copy Issued on
52 Remarks
53 Employee's Project Contract Status
54 Employee's Current Status in IRSP
56 Active Due To.
57 mm-yy DOJ
58 YEAR doj
59 mm-yy DoE
60 YEAR doE
61 Age as on DOJ
62 Service till
63 upto date
64 upto 60 years
65 Years
66 Months
67 Days
68 Age Current
69 Actual Date
70 Contract Copy Issued on
71 Remarks
72 PID Number
73 NTN
13. 2013
HR AT A Glance
Annual Report 2013 Page 12 of 28
11. Employees Status in January 2013
Serial Projects Strength Donor /Project
1 CESSD 9 Co-Water
2 Concern DRR 26 Concern World Wide
3 Concern EC 16 Concern World Wide
4 EC Project 29 EU – Water Aid
5 EU-LTORP 6 EU – TAF
6 FANSA 2 FANSA
7 General Fund 58 IRSP
8 SDC Project 30 SDC
9 STAEP 15 Taf
10 Unicef 1 Unicef
10 Total 192
9
26
16
29
6
2
58
30
15
1
0 10 20 30 40 50 60 70
CESSD
Concern DRR
Concern EC
EC Project
EU-LTORP
FANSA
General Fund
SDC Project
STAEP
Unicef
Overall Project Wise 2013
Series1
14. 2013
HR AT A Glance
Annual Report 2013 Page 13 of 28
12. Annexure - 01 - Employees Joined, Projects Wise during the year 2013
Serial Month & Year Total Donor/Projects
1 Jan-2013 17 EU-LTEORP, General Fund, Intern Ship,
2 Feb-2013 42 CESSD, Concern DRR, Concern DRR, General Fund, STAEP,
3 Mar-2013 18 CESSD, Concern DRR, Concern DRR, EU-LTEORP, FANSA, General Fund, STAEP,
4 Apr-2013 41 Concern DRR, EU-WAP, General Fund, STAEP, Unicef
5 May-2013 7 CESSD II, Concern DRR, General Fund, Intern Ship, Unicef
6 Jun-2013 6 CESSD, EU-WAP, General Fund, Unicef
7 Jul-2013 7 CESSD, General Fund, Intern Ship, STAEP,
8 Aug-2013 1 General Fund,
9 Sep-2013 5 EU-WAP, General Fund, Unicef
10 Oct-2013 2 General Fund,
11 Nov-2013 2 EU-WAP,
12 Dec-2013 1 General Fund,
12 149 Total
17
42
18
41
7
6
7
1
5
2 2
1
-
5
10
15
20
25
30
35
40
45
Total
15. 2013
HR AT A Glance
Annual Report 2013 Page 14 of 28
13. Annexure - 02 - Employees Exit (Resigned, Project Completed)
Projects Wise - 2013
Serial Month & Year Total
1 Jan-2013 (10) Intern Ship,
2 Feb-2013 (1) General Fund,
3 Mar-2013 (11) Concern DRR, General Fund,
4 Apr-2013 (1) CESSD,
5 May-2013 (29) Concern DRR, Concern DRR, EU-LTEORP, EU-WAP, General Fund, STAEP,
6 Jun-2013 (19) CESSD II, General Fund, STAEP,
7 Jul-2013 -
8 Aug-2013 -
9 Sep-2013 (3) FANSA, General Fund, STAEP,
10 Oct-2013 (4) EU-LTEORP,
11 Nov-2013 (36) EU-WAP, General Fund, SDC Phase II,
12 Dec-2013 (69) Concern DRR, EU-LTEORP, EU-WAP, FANSA, General Fund, STAEP, Unicef
12 (183)
(10)
(1)
(11)
(1)
(29)
(19)
- -
(3) (4)
(36)
(69)
(80)
(70)
(60)
(50)
(40)
(30)
(20)
(10)
-
Grand Total Exit
23. 2013
HR AT A Glance
Annual Report 2013 Page 22 of 28
19. IRSP HR Manual Updated
In Progress .. .Draft version presented for approval
20. HR General Policies
In Progress .. .draft version in final stage
21. HR – MEMO Tracking System
IRSP HR Department has adopted HREIS System for its various HR solutions. In case a memo is issued
inside organization we have a proper electronic link to track that memo. Also the memo issuance
record is kept manually by maintaining a register.
Total 26 memos relating to employee deployment, transfer, project extension and project expiry
notice are issued by HR department in year 2013.
22. Employees Experience Certificate Issue Tracking System
Experience certificate is issued to every employee upon completion of project the record of which is
recorded both manually and in soft form in HR-EIS. We maintain a proper register to record the
complete details for a certificate issued and an acknowledgement signature is also obtained when
delivering it to the employee.
23. Employees Identity Card Tracking System
Each employee has an identity card issued by HR department the record of which is kept both
manually and in soft form in HR-EIS. The record of every identity card issued is also kept manually by
maintain a register for the purpose.
24. Recruitment Processed Updated
All recruitment processes done for various positions are uploaded to HR-EIS and employees service
contract is generated through the system which is then duly approved by designated directors of the
organization. The table below describes various recruitment processes done in year 2013.
Year Project Designation
No of
Applicants
Applied
Short
listed Selected Remarks
2013 EU-LTORP DLTO 22 0 4 walk in interview
2013 EU-LTORP EOM 1 0 1 selected by internal decision
2013 EU-LTORP A&F officer 1 0 1 selected by internal decision
2013 EU-LTORP CLTO 9 0 9 selected by internal decision
2013 CESSD CBO-Male 48 8 1 selected through process
2013 CESSD CBO-Female 20 5 1 selected through process
24. 2013
HR AT A Glance
Annual Report 2013 Page 23 of 28
Year Project Designation
No of
Applicants
Applied
Short
listed Selected Remarks
2013 CESSD CBO-Male 1 0 1 selected by internal decision
2013 STAEP Constt Coordinator 8 4 1 selected through process
2013 CESSD Project Coordinator 23 4 1 selected through process
2013 CESSD CBO-Female 20 6 1 selected through process
2013 UNICEF Team Leader 7 7 1 selected through process
2013 UNICEF Project Manager 8 4 2 selected through process
2013 CESSD CBO-Male 6 5 1 selected through process
2013 CESSD CBO-Female 12 9 2 selected through process
2013 EC Social Organizer 10 7 1 selected through process
25. Bio-Matric System Introduced 2013
HR Department of IRSP is proud to introduce Biometric attendance system for its employees in July
2013. Through this system attendance of employees is monitored and the same is use for payroll
purposes. All leaves including business leaves are recorded and a hard copy of the same is kept in HR
section for record purpose.
26. Key Performance Indicators
In Progress . . .
27. Medical – Re-Imbursement DataBase 2013
Health is wealth. This old saying has never been as true as it is today. In this age of sky rocketing prices,
medical costs are a heavy burden on a person meager income. Keeping in view the same factor IRSP
introduced Medical scheme for its employees which covers employees and their dependents medical
cost in case of critical illness and hospitalization. The task for Medical re-imbursement is assigned to
HR Department which files medical bills of employees and maintain a ledger entry of the same. A lot
of employees have benefited from this facility since its inception.
28. Job Descriptions
Each personal file has a proper job description which describes job responsibilities, skills and
qualification required for the job. We have a a database for all the JDs which are used for different
positions in the organization.
25. 2013
HR AT A Glance
Annual Report 2013 Page 24 of 28
29. Get Involved/ Join Us! Join IRSP
Time to time during 2013 on IRSP official Web site the “Get Involved/ Join Us! Join IRSP” various career
opportunities lunched & advertised and also proper Application Format for employment introduced,
which help a lot during the recruitment process.
In 2014 the Online Application submitting system will be lunched; which will help the HR to get data
on real-time process and the applicant will receive their confirmation via email with tracking number.
30. Fun & Learn Day
It is my team high dream to have a get-together every month, where we can share
the good and bad practices of the projects, and to thoroughly discuss either we are
gaining or losing.
26. 2013
HR AT A Glance
Annual Report 2013 Page 25 of 28
31. HR Team in a Way!
27. 2013
HR AT A Glance
Annual Report 2013 Page 26 of 28
32. HR Team – Training on Personality Assessment & Interview Skill
HR – IRSP Team @ Highly-keen HR Institute, Lahore, Pakistan with Mr. Jibran Bashir
during Training on Personality Assessment & Interview Skill at on December 9, 2012
Mr. Farhad Ali &
Mr. Farhan Muzimall
– HR Officers IRSP
With Mr. JIbran
Bashir as Interview
Panel
28. 2013
HR AT A Glance
Annual Report 2013 Page 27 of 28
33. Feedback
WE VALUE YOUR FEEDBACK
We are always interested in hearing how we are doing because it helps us to ensure we are
providing the highest quality of services and that our employees & clients/donor are 100% satisfied.
Without feedback, we would not be as successful as we are.
If you could please take a few minutes of your time to fill out our feedback form below, it would
be greatly appreciated.
Conclusion: Would you like to say!
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Comments: Would you like to be refine!
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Suggestions: Would you like to be added!
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Designation: ____________________ Signature _______