The document provides an overview of K-Electric (KE), including that it was previously known as KESC and was privatized in 2009. It then discusses KE's talent acquisition, management, job analysis, description, and specification processes. It also covers recruitment, selection, competency mapping, onboarding, employee branding, training and development, employee turnover challenges, and KE's retention policies which focus on talent management, compensation, performance management, safe work environment, and training.

2. 

3. INTRODUCTION OF K-ELECTRIC
 K-Electric previously known as KESC
 Established on September 13,1913
 Privatized on 2009
 Government shares 26 % and 71% transferred to Abraaj Group
 K.E provides electricity to the major hubs of karachi
 K.E has three purposes
1. Distribution
2. Transmission
3. Generation
 1.4 Billion US$ was invested on K.E and has shown Formidable
growth.

4. HR DIRECTOR OF K-ELECTRIC
 We are indeed thankful to
Mr. Kamran Siddique. HR
Director of K.E for his in
depth briefing over the
compiling of this
presentation.

5. WHAT IS TALENT ACQUISITION?
 Talent Acquisition process of finding and
acquiring scale human labor for
organizational need and to meet any labor
requirement.

6. WHAT IS TALENT MANAGEMENT?
 Talent Management
is the science of
using strategic
Human Resource
planning to improve
business value and
to make it possible
for companies and
organizations to
reach their goals.

7. JOB ANALYSIS
Job Analysis is a systematic exploration, study and recording the
responsibilities, duties, skills, accountabilities, work
environment and ability requirements of a specific job.

8. JOB DESCRIPTION
 Job description includes basic job-related data that is useful
to advertise a specific job and attract a pool of talent. It
includes information such as
 Job title,
 Job location, reporting to and of employees,
 Job summary, nature and objectives of a job,
 Tasks and duties to be performed,
 Working conditions,
 Machines, tools and equipment’s to be used by a prospective
worker and hazards involved in it

9. JOB SPECIFICATION
A job specification is a written statement of;
 Educational qualifications.
 Specific qualities.
 Level of experience.
 Physical, emotional, technical and communication
skills required to perform a job.
 Responsibilities involved in a job.
It also includes general health, mental health,
intelligence, aptitude, memory, judgment, leadership
skills, emotional ability, adaptability, flexibility, values
and ethics, manners and creativity, etc.

10. EXAMPLES
 Job Title-Regional Sales Manager.
 Location-NY, CA.
 Description-The RSM would be responsible for the
sales of territory assigned. The territories would be in
and around the job location. The RSM should be
motivated and willing to make decisions on his/her
own. The sales quota and targets would be predefined.
The RSM would be leading the local sales team of
approx. 5-6 team size.
 Education-Graduate with Business Degree/Diploma.
 Experience-7-8 years of experience in FMCG Sales.

11. JD, JS ARE NO MORE A CONCEPT IN
PRACTICAL LIFE
 According to HR Director in K-E; You cannot fix a
job to a specific individual or a character. You can
fix a job to a certain value system; certain believe
system, certain leadership system.
JOB
DESCRIPTION
JOB
SPECIFICATION
JOB DELIVERY

12.  Job delivery area in which only operation of a job is
change.
 Job delivery areas are very open.
 They can be alter according to your organization
directions .
 Delivery area i.e. KE works on leadership facts,
technical facts, for specific job.

13. WHAT IS RECRUITMENT?
According to Flippo EB,
“Recruitment is the process of searching for prospective
employees and stimulating and encouraging the
applicant to apply for the job”

14. FEATURES OF RECRUITMENT
 It is a process rather than a single event or act.
 Linking activity as it brings together the employer
and the prospective employees .
 Positive actively to seek out eligible persons from
which suitable once are selected.
 To locate the sources of people required to meet job
requirements.
 Ability to match jobs.

15. RECRUITMENT PROCESS

16. SOURCES OF RECRUITMENT
• JOB POSTING
• PROMOTIONS AND TRANSFERS
• EMPLOYEE REFERRALS
• DEPENDENT OF DISABLED
EMPLOYEES
INTERNAL
SOURCES
• EDUCATIONAL INSTITUTIONS
• ADVERTISEMENTS
• RECRUITING AGENCIES
• LABOR CONTRACTORS
EXTERNAL
SOURCES

17. WHAT IS SELECTION?
 Selection is the
process of picking up
individuals (out of
the pool of job
applicants) with
requisite
qualifications and
competence of fill
jobs in the
organization.

18. STAGES OF SELECTION
RECEIVING
APPLICATION SCREENING OF
APPLICATION
SELECTION
TEST. EMPLOYMENT
INTERVIEW.
FINAL
SELECTION.
JOB PLACEMENT.
BACKGROUND
INVESTIGATION
. MEDICAL
EXAMINATION.

19. COMPETENCY MAPPING
 Competency mapping is the process of identifying
key attributes and skills for each position and
process within the company.
 Three main components of competency are;
1. Skills .
2. Knowledge.
3. Personal motive.

20. ON-BOARDING PROCESS
 It is the process of getting new hires.
 Adjusted to the social and performance aspects
of their new jobs quickly and effectively.

21. ON-BOARDING PROCESS OF K-E?
 In K-E they have On-Boarding desk .
 This On-Boarding desk is for all the final
candidates
 Through On-Boarding desk HR staff engage
them in their organizational work.

22. EMPLOYEE BRANDING IN K-E
 K-E employees are
serving Karachi and
it is a passionate job.
 K-E has value model
which they called
“CARES”.

23. TRAINING AND DEVELOPMENT
 Training and development is any attempt to
improve current or future employee
performance by increasing his knowledge and
skills.

24. TRAINING AND DEVELOPMENT IN
K-E
 K-E offer following courses’
 Apparent ship.
 Trainee program .
 Internship.
 ACCA training program .
 Financial training.
 Trait management .
 Training internal job posting .
 ETB program.

26.  Employee turnover.
 Employee turnover is the proportion of your
workforce who leave during a period of time
(usually per year).
 Retention is the proportion of employees who
stay.

27.  According to strategic planning consultant Leigh
Branham, 88% of employees leave their jobs for
reasons other than pay: However, 70% of
managers think employees leave mainly for pay-
related reasons.
REASONS BEHIND EMPLOYEE
TURNOVER

28. SEVEN REASONS
1. Employees feel the job or workplace is not what they
expected.
2. There is a mismatch between the job and person.
3. There is too little coaching and feedback.
4. There are too few growth and advancement
opportunities.
5. Employees feel devalued and unrecognized.
6. Employees feel stress from overwork and have a
work/life imbalance.
7. There is a loss of trust & confidence in senior leaders.

29. COST EMPLOYEE TURNOVER
 Hiring costs, including advertising and the selection
process.
 Training for the replacement employee.
 Unfilled cost.
 On-boarding cost (new employee).
 Costs are usually higher, and turnover more
important to deal with.

30. GROWING
ENERGY
SECTORS
INDEPEDANT
POWER
PRODUCERS
WAPDA &
KNUPP
TURNOVER CHALLENGES FOR K-E

31. K-E RETENTION POLICIES
K-E believes in creating value for there employees.
For that purpose, there major focus on best HR
policies:
 Talent management.
 Compensation & benefits.
 Performance management.
 Environment eliminating hazards.
 Training & development.