The document discusses training practices at Pakistan Cable Limited. It outlines the company's procedures for effective training, which includes on-the-job training, job rotation, and job mentoring. It also discusses key issues to address in designing, conducting, and evaluating training programs. The response from the senior HR manager provides additional details on how the company identifies training needs, typical reasons for providing employee training, and steps a trainer can take to make long training sessions engaging.

1. Presentedby:FatimaMairaj

2. [Type the companyname] | ACKNOWLEDGMENT 2
ACKNOWLEDGMENT
I take this opportunity to express our profound gratitude and deep regards to our guide Ma’am
Qurat-ul-ain shah for her exemplary guidance, monitoring and constant encouragement
throughout the course.
I would like to express our special thanks of gratitude to our teacher Ma’am Qurat-ul-ain- shah
who gave us the golden opportunity to do this wonderful project on Human Resource
Management and which also helped us to experience in conducting interview with Senior HR
Manager of Pakistan cables limited and we came to know about so many new things.
We are really thankful to her.

3. [Type the companyname] | ACKNOWLEDGMENT 3
TABLE OF CONTENT
ACKNOWLEDGMENT.................................................................................................................. 2
INTRODUCTION ........................................................................................................................... 4
PROCEDURE OF EFFECTIVE TRAINING IN PAKISTAN CABLE LIMITED.......................... 5
IMPLEMENTING TRAINING PROGRAMS................................................................................. 5
KEYISSUES TO BE ADDRESSED IN DESIGN,CONDUCT AND EVALUATION OF
TRAINING PROGRAM.................................................................................................................. 6
SUCCESSFUL HR PRACTICES IN PAKISTAN CABLE LTD ..................................................... 6
RESPONSE OF SENIOR HR MANAGER...................................................................................... 8

4. [Type the companyname] | ACKNOWLEDGMENT 4
INTRODUCTION
This project is assigned to us to know the Human resource practices and policies towards
organization. Pakistan Cables is the Pakistan most oldest and reputable cable industrialist
was recognized over 5 decades in 1953 as joint venture with BICC (British Insulated
Callender Cables). Therefore, this company has been listed on the Karachi stock
exchange since 1955. Pakistan cables limited has an existing Human Resource
development department which works to enhance the present expertise of the people
existing or coming in the organization in order to attain its aims in a more efficient and
effective way. Pakistan Cable limited training & development academy advises Job
rotation, on the job and job mentoring to ensure & facilitate the producing of all-rounder.
Timely induction training provided to all new staff with management training to be
provided systematically afterwards.Training and Development integrated with PMS and
Succession Plan / Manpower Plan.

5. [Type the companyname] | HumanResource Planning: 5
Human Resource Planning:
Human resources planning are a process that identifies current and future human resources needs
for an organization to achieve its goals. Human resources planning should serve as a link
between human resources management and the overall strategic plan of an organization.
Pakistan Cable limited has following hierarchy in HRM department which are basically
performing four functions:
o Training and development
o Service Quality Enhancement
o Drawing up HRM Plan
o Performance Management System
PROCEDURE OF EFFECTIVE TRAINING IN PAKISTAN CABLE LIMITED
The training is effective in all means if it
 Imparts new skills
 Inculcates new ideas, knowledge and concepts
 Is practical oriented
 Not an information dump
 Aligns the training needs to fulfill the organizational short and long term goals
 Conducts the post evaluation to ensure the satisfaction levels to refine the future
training needs
IMPLEMENTING TRAINING PROGRAMS
 On-the-Job Training allows employees to learn by actually performing a specific job
or task. The employee will perform the job and learn as he goes
 Job Rotation teaches current employees howto do various jobs over time. The
employee will rotate around to different jobs within the organization, performing
various different tasks unrelated to his original job.
 Job Mentoring involves providing an employee with an experienced coach to
oversee his or her learning experience. The mentor or coach provides advice and
instruction, but is not performing the job with the employee as in on-the-job training.

6. [Type the companyname] | KEY ISSUES TO BE ADDRESSED IN DESIGN, CONDUCT AND
EVALUATION OFTRAININGPROGRAM
6
The trainee employee learns the job firsthand and may consult the mentor or coach
at any time for assistance
KEY ISSUES TO BE ADDRESSED IN DESIGN, CONDUCT AND EVALUATION
OF TRAINING PROGRAM
Following are some key issues to be addressed
 Cooperate commitment is lacking uneven
 Aggregate expenditures by business on training is insufficient
 Business complains against education system
 Poaching trained workforce.
 Lack of skill training funding resulting in downsizing
 Organized labor can help
SUCCESSFUL HR PRACTICES IN PAKISTAN CABLE LTD
Initiative Good Practice Indicator
Articulation of
Vision, Mission
and Values
(VMV)
 Sense of purpose reflected in the department's Vision Mission and values
 Involving staff in discussions and meetings to generate ownership
 Management commitment shown in resource allocation in achieving
department's VMV
 Clear and effective communication programme in place to promote
Vision Mission and Values
 Offering training to develop skills and behavior in living the VMV
 Customer-focused culture reflected in departmental policies, procedures
and practices
Drawing up HRM
Plan
 The HRM Plan developed under the leadership of the senior management
 Department's strategic direction clearly articulated by the top team
 Debate and endorsement of strategic and ongoing HR issues by the top
team
 Department's VMV revisited as part of the strategic review process
 Staff's input on ongoing HR issues sought through, for example, staff
opinion survey, focus group meetings, interviews.
 Responsibilities to implement the HRM Plan clearly assigned
 Development of a human resource information system
Manpower
Planning
 A clear plan with action programs in place to bridge supply and demand
gaps, succession gaps, and competency gaps
 Posting policy published and career paths made known to staff
 Competency profiles of key job grades developed and made known to

7. [Type the companyname] | KEY ISSUES TO BE ADDRESSED IN DESIGN, CONDUCT AND
EVALUATION OFTRAININGPROGRAM
7
staff
 Career interviews arranged for staff to gauge staff aspiration and
offer career guidance offered
 Regular review and update of the plan and competency profiles
Performance
Management
System
 Senior management's support and commitment in allocating the required
resources and according priority to this function
 Objective setting starting from the top and systematically run and linked
to the departmental objectives
 All appraisers have been properly trained on PMS good practices and the
required skills
 The system being competency-based to help identify training and
development needs for staff and their potential for taking up higher
responsibilities
 Information gathered from the performance cycle linked to other human
resource functions
Training and
Development
 Individual and departmental Training and Development plans in place
and strategically linked to departmental strategic objectives
 A diverse set of training and development activities (e.g. overseas
attachment, overseas training, secretariat attachment)
 Regular review of the Training and Development policies
 Evidence of improvement in work quality and efficiency,
 Managers' positive feedback on learners' performance
 Training courses rated highly in quality and relevance
Service Quality
Enhancement
 Customer focused culture as reflected in programs, policies, procedures
and practices
 Productivity and efficiency enhanced
 Staff taking more initiative to serve
 Measurement in place to track performance improvement
 Mode of operation being service oriented
 Public image enhanced

8. [Type the companyname] | RESPONSEOFSENIORHR MANAGER 8
RESPONSE OF SENIOR HR MANAGER
Q1:How would you end your training session?
The well experienced trainer would end the training session with the summary of the whole
session/story/real life business example/ feedback mechanism to evaluate the usefulness of both the
training session and trainer as well.
Q2. Does the developmental activity helps the management in identifying, analyzing and
planning changes needed in company HR area?
 Increased employee motivation
 Increased efficiencies in processes, resulting in financial gain
 Increased capacity to adopt new technologies and methods
 Increased innovation in strategies and products
 Reduced employee turnover
 Enhanced company image, e.g., conducting ethics training (not a good reason for ethicstraining!)
 Risk management.
Q3. What would be typical reasons for employee training and development?
 Training and development can be initiated for a variety of reasons for an employee or group
of employees.
 When a performance appraisal indicates performance improvement is needed
 To "benchmark" the status of improvement so far in a performance improvement effort
 As part of an overall professional development program
 As part of succession planning to help an employee be eligible for a planned change in role in the
organization.
 To "pilot", or test, the operation of a new performance management system.
Q4. As a trainer, what are the steps you would undertake to make the long training session not boring to
the employees?
 Give appropriate breaks to refresh
 Use both audio-visual aids as and when necessary
 Keep avoiding mono dialogue session; make the session highly interactive
 Include management games like ice breakers etc. to energize the whole team
 Introduce different learning principles like showing live industry examples and case study

9. [Type the companyname] | RESPONSEOFSENIORHR MANAGER 9
CONCLUSION:
 World call Telecommunication Pvt. Ltd. views specialization and serviceexcellence as
the cornerstone of its strategy.
 The innovation, creativity, reliability, customized services and their execution are the key
ingredients for their future growth.
 They are aware that they have stepped into the 21st century and they mustmeet its
challenges by acquiring the highest levels of Technology.
 They will thusbe accelerating their enable them distribute their products and services
throughmost efficient and high-tech means.
 They say that they will invest in the moderntools and substantial allocation of resources
will be made to achieve this objective during the current year.
 Their focus would be to constantly seek out growth opportunities throughincreased
quality assets and by offering a wider range of products and services to their esteemed
customers.
RECOMMENDATION
 On the basis of Financial and SWOT analysis, I observed that World Call
 Telecommunication Pvt Ltd Multan office is working in a very well manner.
 But Ithink they are cover in some areas especially in Marketing. So they
needimprovement in weak areas.