HRM Report Strategic Goals of Pak Suzuki Motor Co. LTD

HUMAN RESOURCE MANAGEMENT
PAK SUZUKI MOTOR (PVT) LTD

REPORT
ON PAK SUZUKI MOTOR (PVT) LTD
Prepared for
__________________________
Instructor: Introduction to HRM
Prepared by:
MUQADDAS ISRAR (
Dated:_________________
PAGE 1 OF 26
ACKNOWLEDGEMENT
Firstly I would like to thank ALMIGHTY ALLAH for giving me the

opportunity and resources to be able to do something productive with my
life. Without His blessings, I would not have been able to come as far as I
have.
Then
my
sincere
__________________,
thanks
for
to my
valuable
respected
guidance
in
instructor,
course
human
resource
management practices owing to her immense expertise and related

experience in the study.
Thanks
PAGE 2 OF 26
Table of Contents
EXECUTIVE SUMMARY.................................................4
INTRODUCTION...............................................................5
COMPANY MILESTONES:..............................6
VISION.........................................................7
TO BE RECOGNIZED AS A LEADING ORGANIZATION THAT
VALUES CUSTOMERS NEEDS AND PROVIDES MOTORING
SOLUTIONS WITH STRONG CUSTOMER CARE...........7
MISSION......................................................7
1.
STRIVE TO MARKET VALUE PACKED VEHICLES
THAT MEET CUSTOMERS EXPECTATIONS................7
HUMAN RESOURCE DIVISION AT PAK SUZUKI.8
VALUES..................................................................9
HRD FUNCTIONS.................................................9
POLICIES & PROCEDURES..............................10
ORGANIZATION & REPORTING STRUCTURE OF
HRD......................................................................11
FUNCTIONS / SERVICES PERFORMED..........12
PLANNING.................................................14
RECRUITMENT PROCESS............................15
RECRUITMENT POLICY....................................15
TEMPORARY, CASUAL OR CONTRACTUAL BASIS
................................Error! Bookmark not defined.
MANAGEMENT TRAINEES / PROBATIONARY
OFFICERS...........................................................15
RECRUITMENT PROCEDURES........................16
IDENTIFYING, WHEN TO RECRUIT?..............16
EXISTING VACANCY / NEW POSITIONS..........16
UNDERTAKING A JOB ANALYSIS.....................17
SELECTION................................................18
THE MERIT PRINCIPLE....................................18
SELECTION COMMITTEE.................................18
STRATEGIC GOALS OF TRAINING & DEVELOPMENT
.............................................................................................18
INTRODUCTION.........................................18
POLICY.......................................................19
PROCEDURES............................................19
MEASUREMENT & EVALUATION METHOD..........20
INTRODUCTION.........................................20
COMPENSATING EMPLOYEES.....................21
PROMOTIONS.....................................................21
INCREMENTS......................................................21
ALLOWANCES.....................................................21
CHALLENGES FOR PAK SUZUKI MOTORS HRD
..................................................................21
RECOMMENDATIONS:................................22
CONCLUSION.................................................................22
BIBLOGRAPHY...............................................................23
PAGE 3 OF 26
EXECUTIVE SUMMARY
A famous adage is: Everything is in a state of flux so this is very true and
for that whether its an individual or an organization, should keep on developing
itself & keep on planning for new goals & its strategies. In getting the target
problems always arises. Problems are to crop up continuously, and opportunity
for improvements always exists, and if they are left unaddressed, they get
worse and become plague for everyone especially for organizations in which a
host of individuals works for mutual benefit. So tackling with the problems or
being proactive to them or to seize the opportunity for improvements makes the
organization pull off its goals proficiently.
The pace of change in the global business environment is moving at everincreasing rate. The globalization of markets and the surge in information
technology has expedited the business process at an unimaginable scale.
In order to achieve the targets planning should be done properly. In this report
the planning, strategies & procedures of Human Resource Department of Pak
Suzuki Motor is discussed. The main function of any HR department is to cope
with strategies of the business & to make sure the execution of policies &
strategies.
HR department performs many functions but the planning, policies & strategies
for achieving goals of department like recruitment, performance management,
training & development of employees etc, are being discussed.
Different kinds of compensation packages offered by organizations are also
discussed. Vision, mission & long term objectives of human resource
department
are
discussed
deeply.
The
report
is
concluded
by
few
recommendations.
PAGE 4 OF 26
INTRODUCTION
Pak Suzuki Motor Company Limited (PSMCL) is public limited company with its
shares quoted on Stock Exchanges in Pakistan. The Company was formed in
August 1983 in accordance with the terms of a joint venture agreement
between Pakistan Automobile Corporation Limited (representing Government of
Pakistan) and Suzuki Motor Corporation (SMC) - Japan. The Company started
commercial production in January 1984 with the primary objective of
progressive manufacturing, assembling and marketing of Cars, Pickups, Vans
and 4 x 4 vehicles in Pakistan. The Companys long term plans inter-alia
includes tapping of export markets.
The foundation stone laying ceremony of the Companys existing plant located
at Bin Qasim was performed in early 1989 by the Prime Minister then in office.
By early 1990, on completion of first phase of this plant, in-house assembly of
all the Suzuki engines started. In 1992, the plant was completed and production
of the Margalla Car commenced. Presently the entire range of Suzuki products
currently marketed in Pakistan is being produced at this plant. Under the
Governments privatization policy, the Company was privatized and placed
under the Japanese management in September 1992. At the time of
privatization, SMC increased its equity from 25% to 40%. Subsequently, SMC
progressively increased its equity to 73.09% by purchasing remaining shares
from PACO.
PAGE 5 OF 26
PAGE 6 OF 26
COMPANY MILESTONES:
1975
Suzuki Motor Corporation Japan started assembly of 4x4 vehicle

at Naya Daur Motor.
1978
Assembly of Pickup started at Awami Autos Ltd.
1982
Joint Venture agreement was signed between Suzuki Motor

Corporation-Japan and Pakistan Automobile Corporation to set up
Pak Suzuki Motor Co.
Locally assembled Suzuki 800cc (FX) car launched.
1983
Pak Suzuki as a public Limited Company incorporated. Industrial

Collaboration Agreement executed with SMC- Japan.
1984
Commercial operations were started with production of Suzuki FX.
1985
Mr. Osamu Suzuki, Chairman SMC was awarded Sitara-e- Pakistan

by the Government of Pakistan.
The Company was listed on Stock Exchanges of Pakistan.
1988
800cc Alto now called Mehran and 1000cc Swift car later on
called Khyber were introduced through local manufacturing.
1989
Foundation stone of PSMCL Bin Qasim Plant was laid by the then
Prime Minister of Pakistan, shaheed mohtarma Benazir Bhutto.
1992
New Plant was commissioned with the Production of Margalla.
1996
The Company set-up waste water treatment plant to control

Environmental Pollution.
1997
Exports of Ravi Pickups to Nepal / Bangladesh commenced.
1998
1300cc Car Baleno was introduced replacing Margalla.
2000
1000cc Cars Cultus & Alto were introduced.
2001
CNG version of Mehran, Bolan and Ravi were launched.
2002
CNG version of Baleno, Alto and Cultus were launched.
2004
New Plastic Injection Molding Shop commenced Production.
2005
Completion of First Phase of Capacity Expansion to 80,000

vehicles per year.
2006
Second phase of capacity expansion of up to 120,000 vehicles

PAGE 7 OF 26
was completed.
Production of locally manufactured Liana Car.
2007
The Third Phase of expansion to 150,000 vehicles per year was

completed.
2nd Waste Water Treatment Plant was installed
Production of 250,000th CNG vehicle.
Merger of Suzuki Motorcycle Pakistan Limited into Pak Suzuki
Motor Company Limited.
2008
Pak Suzuki Completed 25 Years of operations.
2009
1 Millionth Vehicle produced.
2010
1300cc Car Suzuki Swift was launched.

800cc Suzuki Cargo Van was introduced
Production of 500,000th CNG vehicle.
2011
Inauguration of new motorcycle manufacturing plant at Bin

Qasim.
2012
Automatic version of Suzuki Swift 1300cc was introduced.

New Suzuki Motorcycle Raider 110cc was launched replacing
Shogan.
Complete range of Suzuki products was upgraded to Euro II
technology
VISION
To be recognized as a leading organization that values Customers needs and
provides motoring solutions with strong customer care.
MISSION
1. Strive to market value packed vehicles that meet customers
expectations.
2. Provide a platform where our stakeholders passionately contribute, invest
and excel.
3. Make valuable contribution to Social development of Pakistan.
INTEGRATED MANAGEMENT POLICY

Pak Suzuki is built on the idea of a responsible corporate citizenship thereby
managing quality, environmental, safety & occupational health matters as an
integral part of our business. In fulfilling this responsibility Pak Suzuki adheres to
the following fundamental principles.
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1. We are committed to provide top quality products at competitive price to

the satisfaction and requirement of our customers.
2. We conduct our operations in compliance with applicable environmental,

occupational health & safety laws and regulations. Even where existing
laws & regulations are not adequate we undertake to operate in a
responsible manner by assuring the HS&E integrity of our processes and
facilities.
3. We recognize the interrelationship between energy and the environment,

and we promote the efficient use of energy throughout our system.
4. We ensure safe disposal of waste generated from our facility and will
minimize the discharge of waste materials into the environment by
utilizing responsible pollution control practices.
5. We will continuously seek opportunities to improve our adherence to

these principles.
CORE VALUES
Customer Focus
Integrity
Teamwork
Creativity
Meritocracy
Humility
PAK SUZUKI BOARD OF DIRECTORS

1
Hirofumi Nagao
2
3
4
5
6
7
Satoshi Ina
Hidekazu Terada
Kenichi Ayukawa
Jamil Ahmed
Mumtaz A. Shaikh
Wazir Ali Khoja
Chairman/Chief
Executive
Director
Director
Director
Director
Director
Director
HUMAN RESOURCE DIVISION AT PAK SUZUKI.

Human resource is the most important & critical weapon of any organization in
achieving its targets or objectives. As the new & modern studies are done on
the reason of the success of any organization its always its workforce & then
the strategies & planning comes. In todays highly dynamic, ever changing &
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competitive environment besides other factors its the work force or employees
competencies which helps an organization to gain a competitive advantage
over other organization.
If a firms competitiveness depends on its employees, then the business
function responsible for acquiring, training, appraising & compensating those
employees. The notion of employees as competitive advantage has therefore
led the linkage of human resource management with strategic goals &
objectives in order to improve business performance & develop organization
cultures that foster innovation & creativity. Top management along with HR
personnel crafts the companys business strategy. That strategy then provides
the framework that guides the design of specific HR activities such as recruiting
& training. This should produce the employee competencies & behavior that in
turn should help the business implement its business strategy & realize its goals
.HR strategies are the courses of action HR uses to help the company achieve
its strategic aims.
Even the mission of the Automobile sector says that they want to improve the
quality of human resource which depicts the value it gives to its most valuable
resource i.e. its work force or human resource. Human Resource Department in
the automobile industries is performing number of jobs related to the
development of employees which eventually results in the development or
progression of organization. Human resources department of organization has
become the most important element of success of any organization. Human
resource personnel use to design strategies from an individual level till
organizational level. HR department has to balance two primary responsibilities
i.e. of being a strategic business partner & secondly representative of
employees. In order to gain competitive advantage HR have to design certain
strategies that can retain best staff but being a strategic business partner it
also has to support business strategy.
VALUES
The HR team values:
QUALITY SERVICE (SERVICE EXCELLENCE) - that is responsive, courteous,

supportive and accurate.
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DIVERSITY - fostering appreciation of diversity and having a welcoming,

inclusive and cooperative environment for everyone and unity among all
staff at different levels.
TEAMWORK - cooperation and collaboration among all staff members of HR

and with other members of the organization.
TECHNOLOGY - enhancements that improve operations and staff services.
ABILITY to anticipate, embrace and manage change.
HRD FUNCTIONS
HRD Functions are being performed under two sections as under:
SECTION I
Recruitment
Resignation / Retirement / Termination
Leave Record
Staff Record
Staff Finances
Internship
Disciplinary Actions
Employees Data and Reporting
TA/DA
Transfers and Postings
Confirmation of Employees
Implementation of Labour Laws
Hiring from private agencies
Staff Group / Hospitalization
SECTION II
Policies
Training and Development
Online Payroll
Performance Management
Compensation Management
Increment and Promotions
HR computerized Database
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Probationary Officers/Management trainee scheme
Service Rules and Regulations/ Manual
Procedures and Implementations
Job Descriptions
Succession Planning
Personnel Budget & HRD Budget
Matters related to Staff Training Centre
POLICIES & PROCEDURES

The HR policies and procedures presented below have been framed by officials
keeping in mind a number of long term objectives including the following:
Develop the highest caliber people in the right number.
Ensure
corporate
culture
fostering
strong
working
relationships
competitiveness amongst the employees of Pak Suzuki.
Provide a working environment conducive to professional development of

employees and providing them with opportunities to build a long-term
career in the Automobile sector.
Assist in development of positive attitude and opinion of employees

towards management.
ORGANIZATION & REPORTING STRUCTURE OF HRD

Currently, all the activities related to Human Resources, including the payroll
preparation is handled by the HRD of Pak Suzuki organ gram for HRD is
generic in nature and may vary depending upon branch size and personnel it
staffs. AVP I & AVP II perform following functions:
INCHARGE- HR OPERATIONS
Personnel Administration
Leave record
Staff record
Increments and promotions
Compensation management
INCHARGE- HR POLICY
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Policies
Disciplinary actions
INCHARGE- HR RECRUITMENT
Recruitment
Internship
INCHARGE- HR TRAINING & DEVELOPMENT
Performance management
Training and development
INCHARGE- HR SALARY & COMPENSATION
Staff finances
Employees Data
Employees Data
TA / DA
FUNCTIONS / SERVICES PERFORMED

The HRD of the automobile sectors performs following function & services:
Supports the HR needs and its constituents.
Promotes
organizational
vitality
through
effective
and
efficient
administration of the organizations HR functions.
Works to maintain an environment, which encourages all employees to

achieve their professional goals, aspirations and highest potential as they
work toward achieving the automobiles mission and their department's
goals.
Supports the continued growth and development of
most valuable
resource, its PEOPLE.
Other services included within the ambit of HRD are but not limited to:
Formulation, updating, revision of various HR policies, rules and other

regulations.
Staff training and development.
Performance management.
Management of Staff benefits as per rules.

PAGE 13 OF 26
Online payroll.
Database MIS.
Performance based rewards polices.
Compensation management and maintenance of leave record
Supply of trained, professional, highly motivated men power
GENERAL RESPONSIBILITIES
The HRD has specific responsibilities in the following areas:
RECRUITMENT & EMPLOYMENT

The HRD is responsible for initiating and maintaining an employment process.
The recruitment and employment functions of the HRD include:
Accepting requests from all offices and departments of the company for
assistance in employing staff personnel, both supervisory and nonsupervisory.
Recruiting and interviewing applicants for administrative, classified and

other staff positions
Referring employable applicants to requesting offices and departments
Processing new staff employees who have been accepted for positions
with the Pak Suzuki Motor (Pvt) Ltd.
PERSONNEL POLICIES & PROCEDURES

The HRD is responsible for the formulation of new or revised HR policies and
procedures within the scope of existing statutes and regulations.
JOB CLASSIFICATION ADMINISTRATION

The HRD is responsible for the development and maintenance of the
organizations Pay Plan. It will monitor classification and compensation of
positions in order to ensure standardization and consistency in the system.
EMPLOYEE RELATIONS
PAGE 14 OF 26
It is the responsibility of the HRD to promote positive relations among all

employees and to help individuals learn to work together to solve problems and
improve the quality of the work environment.
STAFF DEVELOPMENT PROGRAM

The HRD is responsible for the development and maintenance of procedures for
evaluating the performance of staff members. It assists other departments of
the Pak Suzuki Motor in the evaluation process, particularly in encouraging
standardization of appraisal areas and uniformity of interpretation; investigating
the relation of such appraisals to wage and salary administration; and
submitting appropriate recommendations.
PERSONNEL RECORDS
The HRD is responsible for the development and maintenance of a centralized
personnel records file. All requests from outside sources for employee
information, employee reference checks, and verification of employment are the
direct responsibilities of the HRD.
TRAINING & DEVELOPMENT OPPORTUNITIES

It is the responsibility of the HRD to provide progressive Training and
Development opportunities that increase personal and professional skills,
support the automobile sector mission, assist departments with specific training
needs, and promote life long learning for staff.
STRATEGIC PLANNING OF HR DEPARTMENT.

Managers irrespective of any department have to perform five common
functions that complete management process i.e.
PLANNING: - establishing goals & standards, developing rules & procedures,
developing plans & fore casting
ORGANIZING:-
Giving
each
individual
specific
task
;establishing
departments; delegating authority to subordinates; establishing channels of

authority & communication; coordinating the work of subordinates.
STAFFING:- determining what type of people should be hired; recruiting
perspective employees; selecting employee; setting performance standards,
PAGE 15 OF 26
compensating employees, evaluating performance, counseling employees,

training & development of employees.
LEADING: - getting others to get the job done; maintaining the morale;
motivating sub-ordinates
CONTROLLING:- setting standards such as sales quotas, quality standards, or
production levels; checking to see how actual performance compares with these
standard; taking corrective action as needed.
Besides these; decision making is the essence of managers task. His every
action is the step to make a decision.
PLANNING
Top management set the standards for the divisions & then leaves the rest over
the managers to achieve them. After getting the targets managers along with
his or her team find out the ways to achieve the target (make strategies) human
resource department of automobile industries similarly after knowing their
targets work out together to achieve it. HR department is basically a facilitator
on both the sides i.e. organization & employees. It plans ,recruits, selects,
compensate, motivate, train & maintain the work quality through appraisal
for an organization so that its work force give their full efforts to achieve the
targets of the company & help it achieve the competitive advantage over other.
On the other hand, they solve matters of employees, compensate them. Proper
HR department in any organization is a sign of valuing human resources in that
organization.
RECRUITMENT PROCESS
The automobile sectors goal in recruitment and selection is to hire and retain
the most qualified individuals. Recruitments may be made either by direct
recruitment or by promotion, therefore, Managers / Divisional Heads are
encouraged to first consider employees from within their department.
If the position remains unfilled after internal research, the HRD assists
departments by coordinating all aspects of the employment process to present
departments requesting such recruitments with qualified applicants from a
variety of sources to the organization. The recruitment process, application
PAGE 16 OF 26
review, reference and background checking, and the selection and hiring
processes are subject to pertinent Federal and Provincial laws and regulations.
Candidates for recruitment must be Pakistani Citizens and will be required to
declare their domiciles at the time of joining their duties with the organization.
Employment decisions are based on the required standard of the post / vacancy
qualifications and are made without regard to race, color, ethnic origin and sex.
RECRUITMENT POLICY
The policy is mainly in four (4) parts:
Analyzing the need for recruitment
Advertising
Interviewing
Selection
Responsibility for the oversight of all recruitment activity and the management
of related processes, including the option to employ external agency services,
resides with the Divisional Head of HRD or any other competent authority. The
competent authority in accordance with the policy laid down by the Board of
Directors shall make all recruitments of employees.
MANAGEMENT TRAINEES / PROBATIONARY OFFICERS

A person selected as Management Trainee or Probationary Officer (under
Management / Probationary Officers Scheme) shall be governed by the terms
and conditions of his / her letter of offer for appointment. Authority in
accordance with the policy laid down by the Board of Directors shall make all
recruitments of employees. Contracts can be renewed / extended at the sole
discretion of the Competent Authority.
RECRUITMENT PROCEDURES
Recruitment into the Pak Suzuki is the establishment of an employer / employee
relationship and this process can be divided into the following procedures:
Identifying When to Recruit
Undertaking A Job Analysis i.e. reviewing the position
Advertisement, if necessary
Selection
PAGE 17 OF 26
Review of Applications and Resumes
Selection of Applicants for Interview (Short Listing)
Interviewing of Applicants
Background and Reference Checks
Selection recommendation
Approving recommendations
Pre-employment physical examinations
Record Retention
Confidentiality
IDENTIFYING, WHEN TO RECRUIT?

Before beginning the recruitment process, HRD will enquire from the concerned
Manager / Divisional Head and consider the following questions:
Is the work essential for the operation of the specific area of the
organization or could it cease?
Could other staff in the automobile sector undertake the work or some of
the duties?
What would be the best way to structure the work?
What are the budget / financial implications of recruiting?
EXISTING VACANCY / NEW POSITIONS

Whether filling an existing vacancy or creating a new position, the Manager
/Divisional Head needs to consider:
What knowledge, skills, and abilities are required to perform the position?
What type of attributes would be best suited to the position?
Would
it
be
possible
appropriate
to
fill
the
position
through
redeployment? Internal temporary transfer?

Does the position have to be advertised? And if so:
o What advertising strategy will attract the best possible applicants?
o Should the position be advertised internally or externally?
o Where is the most appropriate place to advertise?
o (Newspapers / publications or magazines)
PAGE 18 OF 26
IF FILLING AN EXISTING VACANT POSITION
Has the job changed? (i.e., new duties, new skills, new work area)
Is the position description still appropriate for the position designation and
salary level, and if required, has it been updated?
IF CREATING A NEW POSITION
Does the draft position description accurately reflect the tasks and
responsibilities of the new position?
Could the job be offered on a flexible basis? (i.e., part-time / contractual)
UNDERTAKING A JOB ANALYSIS

By analyzing the outcomes, duties and responsibilities of the position, this will
help to identify the knowledge, competencies, skills and attributes required of
the applicant to adequately perform these duties.
A job analysis should be undertaken both for existing vacant positions and new
positions and should form part of the review of the position description. Good
job design is fundamental to ensuring that the new staff member recruited is
both productive and satisfied in their position.
The Manager / Divisional Head should consider the following issues when
undertaking a job analysis:
The work and activities that will be carried out in the position.
The responsibilities of the position.
The goals and outcomes required of the position.
Who the position reports to and where it is located.
The length of appointment (Permanent or contractual).
SELECTION
This Section of the Recruitment Policy provides guidance to assist HRD /
delegated officers with the automobile sectors recruitment selection principles
and process, as well as recording the process in order to facilitate review of a
decision, if necessary.
Due care must be taken to ensure that the selection criteria:
PAGE 19 OF 26
Focuses on the skills, experience, qualifications and abilities that are

genuinely required for acceptable performance in the position.
Do not contain requirements that would unfairly discriminate directly or

indirectly against any person or group.
THE MERIT PRINCIPLE

The HRD is committed to the principle of selection on the basis of merit,
whereby the best available applicant will be appointed to any advertised /
unadvertised position. Selection on the basis of merit refers to the relationship
between an applicant's jobs related qualities and those genuinely required for
performance in a particular position. Job requirements are identified through an
analysis of the job, and are translated into selection criteria. The focus of a
merit selection process is on what the applicants possess, by way of skills,
experience, qualifications and abilities that are required to achieve the
outcomes expected from effective job performance.
SELECTION COMMITTEE
A selection committee approved by the Board of Directors will be constituted for
all the recommendations. The purpose of a selection committee is to assess the
comparative merit of each applicant and to recommend for appointment the
best person for the job. The deliberations of the selection committee should at
all times be remained confidential.
STRATEGIC
GOALS
DEVELOPMENT
OF
TRAINING
&
INTRODUCTION
The Pak Suzuki Motor is committed to optimize opportunities for all the staff to
improve their levels of skills and knowledge by enhancing their efficiency and
competency levels, quality of workplace and productivity through effective
training and development.
The development of staff is a joint responsibility shared by individual staff
members. The need based, targeted training in this regard plays an important
PAGE 20 OF 26
role in maximizing the effective operations and is therefore seen as an integral

part of management development.
POLICY
Employees of the automobile sector will be assessed before being nominated to
attend any training program sponsored by the higher companies. Training will
be provided to all the employees wherever and whenever required, keeping in
view the following points:
To provide and enhance knowledge and skills in their present job function.
To prepare the employees for other job functions so that they may
perform effectively in different job functions.
Training may be based upon identification of the gaps between

requirements and actual competencies to arrive at the training needs to
close the gaps.
Training will comprise functional and specialized training to enable

employees to perform more effectively in their present jobs and to groom
employees for future promotions.
The HRD will be responsible to organize training programs. HRD will work
closely with Divisional Heads / Regional Chiefs.
The HRD will keep itself updated about the availability of quality Training
Courses in the market.
Training courses will be conducted in-house or may be outsourced as per

the requirement. However, efforts must be made to conduct in-house
training courses.
PROCEDURES
The specified procedures are described below:
At least once in a year (in January), HRD will conduct a "Training Need
Assessment" (TNA) of all the employees of the Pak Suzuki Motor through
their respective Manager / Regional Chief / Divisional Head.
TNA will be conducted through a prescribed format for standardization.

This form will have to be completed by the respective Manager /
Divisional Head / Regional Chief in respect of the employees posted at the
Branch / Division /Office.
PAGE 21 OF 26
HRD will identify available resources, methods or approved institutions

capable of fulfilling the training needs of the organizations employees.
Emphasis will be made to arrange / conduct the required training program

at the Pak Suzuki Motor. However, if required and found feasible, course
will be outsourced to a reputable training institute.
In cases where a training program is available from external sources

which can be beneficial and useful for the employees of the organization,
HRD will obtain recommendations from the Regional chiefs / Divisional
Heads for the nominations of their concerned staff -for such course.
Preference will be given to those employees whose job functions are
related to the topic of the course. However, nominations can also be
made to provide training to the employees for future re-allocation on
assignments.
Prior
approval
for
the
outsourced
training
program
or
outsource
facilitator / trainer will be obtained from the President of the Pak Suzuki
Motor. However, where training courses / programs have to be arranged
at very short notice, a post fact
Approval will be obtained from the President / Competent Authorities.
After the conclusion of the training program, HRD will obtain a report on
the training experience from the employees who participated in the
training program through a "Course Evaluation Form" (CEF).
The copies of CEF will be sent to the concerned Divisional Head / Regional
Chief / Manager for their review and necessary action.
A database of training courses attended by the employees will be

maintained by the HRD.
MEASUREMENT & EVALUATION METHOD

INTRODUCTION
These procedures are to be applied in the management of all the categories of
the Pak Suzuki Motors staff. The HRD is committed to ensuring that fair and
effective systems exist for managing unsatisfactory work performance and
allegations of unacceptable conduct or workplace behaviors.
PAGE 22 OF 26
The following procedures are intended to assist staff members responsible for
the supervision of staff when faced with handling unsatisfactory work
performance or conduct in the workplace and to provide guidance in taking
appropriate action.
They are also intended to provide staff members whose work performance or
conduct is identified as unsatisfactory with a clear understanding of the
associated process.
COMPENSATING EMPLOYEES
In order to retain their staff, HR Department has number of ways to compensate
their permanent staff like following:-
PROMOTIONS
To be considered for promotion an applicant must be permanently employed in
the organization. A promotion shall refer to the advancement of a currently
employed person to another person/rank with a higher level & salary range.
The salary of a person who is hired or advanced to a higher pay grade through
promotion, reclassification, or classification regarded shall be established within
the range of the assigned pay grade as per fixation rules.
The performance of every employee shall be assessed at least once each year
according to the performance appraisal procedure laid down.
INCREMENTS
Annual salary increment is effectively linked to the performance of the
employee. A certain amount of salary increment is given to all employees to
enable them to cope with national inflationary trends. However, additional
increments are awarded in recognition of an individuals effectiveness;
accomplishment, competence & superior performance in his/her job assignment
& serve as an incentive for greater achievement.
ALLOWANCES
Following allowances are forwarded to employees:HOUSE RENT ALLOWANCE: - All permanent/regular employees will be allowed
House Rent Allowance @ 45% of the basic pay.
PAGE 23 OF 26
CONVEYANCE ALLOWANCE: - no conveyance allowance is for officers of level

VP & above but the officers up to the level of AVP enjoy it at currently decided
by President.
UTILITIES ALLOWANCE: - all permanent/Regular employees are entitled to
allowance @10% of basic pay.
MEDICAL ALLOWANCE: - the rates off allowance are different from level to
level.
CHALLENGES FOR PAK SUZUKI MOTORS HRD

Pak Suzuki Motor HRD has following challenges, which needs to be catered to
streamline the business activities:
Need for workload balance.
Need for the proper allocation of the Human Resource.
Need to address perceived inequalities
Need for more delegation.
Need to identify drawbacks & obstacles
Leadership skills to motivate staff
Need to mentor and develop staff.
Pre & post retiring staff & their work allocation issue
RECOMMENDATIONS:
The following are the recommendation which needs to be implemented in Pak
Suzuki Motors HRD:
Human resource department should focus on Work as well as People

dimensions.
They should work for the Services which are rendering to their customers
and the processes technology, which are being used for this.
Job Analysis & Redesigning conduct should be more energetic and

sophisticated in order to cater the induction of Mr. / Ms. Right
HRD should work for Employee Empowerment.
HRD should develop and maintain the Quality Circles, in order to have
best performance monitoring and evaluation for the employees and
organization
PAGE 24 OF 26
Group & Team Building would also help HRD to get the betters results for
the organization, rather than working on individual basis
HRD
should
also
develop
the
phenomenon
of
Open
Lines
of
Communication.
Benefits & Compensation should be well defined and drafted, so there

would be no justice with anyone.
Intrinsic & Extrinsic Rewards should also be awarded to encourage the

staffs performance.
CONCLUSION
Organization survives & prospers if only they planned well. Planning of HR
division directly or indirectly depends upon the strategies of organization
because HR plays a role as a business strategy partner whose task is to make
sure the implementation of the business strategies, policies & procedures in the
company.
In order to implement the business plans the recruitment process is mainly
effects HR department has to make sure that human resource is available
adequately to carry out those strategies. The technology factor is not been used
as a
recruiting technique the implementation of HRIS (Human Resource
Information System) & internet recruiting can make task easy to explore new
talents. As mostly recruitment is done through internal hiring or through
advertisement in newspaper or agencies.
In order to make sure that the staff is completely equipped with latest skills &
knowledge, training programs should be arranged more frequently. The problem
of integration between different departments must be solved by arranging
employees picnic or party annually of semiannually which will promote informal
relationship between employees & will also relax them.
In the end Pak Suzuki Motor in order to reach at the heights of success it has
planned such goals which are achievable for the employees because
unachievable goals and targets will demotivate employees & result in
frustration and low performance.
PAGE 25 OF 26
BIBLOGRAPHY
SECONDARY DATA GATHERING
www.paksuzuki.com.pk
Consultation with Human Resource Development Book & Classlecture Notes.
PAGE 26 OF 26

HRM Report Strategic Goals of Pak Suzuki Motor Co. LTD

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HUMAN RESOURCE MANAGEMENT

PAK SUZUKI MOTOR (PVT) LTD

HUMAN RESOURCE MANAGEMENT

HUMAN RESOURCE MANAGEMENT

PAK SUZUKI MOTOR (PVT) LTD

Firstly I would like to thank ALMIGHTY ALLAH for giving me the

management practices owing to her immense expertise and related

HUMAN RESOURCE MANAGEMENT

PAK SUZUKI MOTOR (PVT) LTD

HUMAN RESOURCE MANAGEMENT

PAK SUZUKI MOTOR (PVT) LTD

HUMAN RESOURCE MANAGEMENT

PAK SUZUKI MOTOR (PVT) LTD

HUMAN RESOURCE MANAGEMENT

PAK SUZUKI MOTOR (PVT) LTD

HUMAN RESOURCE MANAGEMENT

PAK SUZUKI MOTOR (PVT) LTD

Suzuki Motor Corporation Japan started assembly of 4x4 vehicle

Assembly of Pickup started at Awami Autos Ltd.

Joint Venture agreement was signed between Suzuki Motor

Pak Suzuki as a public Limited Company incorporated. Industrial

Commercial operations were started with production of Suzuki FX.

Mr. Osamu Suzuki, Chairman SMC was awarded Sitara-e- Pakistan

New Plant was commissioned with the Production of Margalla.

The Company set-up waste water treatment plant to control

Exports of Ravi Pickups to Nepal / Bangladesh commenced.

1300cc Car Baleno was introduced replacing Margalla.

1000cc Cars Cultus & Alto were introduced.

CNG version of Mehran, Bolan and Ravi were launched.

CNG version of Baleno, Alto and Cultus were launched.

New Plastic Injection Molding Shop commenced Production.

Completion of First Phase of Capacity Expansion to 80,000

Second phase of capacity expansion of up to 120,000 vehicles

HUMAN RESOURCE MANAGEMENT

PAK SUZUKI MOTOR (PVT) LTD

The Third Phase of expansion to 150,000 vehicles per year was

Pak Suzuki Completed 25 Years of operations.

1 Millionth Vehicle produced.

1300cc Car Suzuki Swift was launched.

Inauguration of new motorcycle manufacturing plant at Bin

Automatic version of Suzuki Swift 1300cc was introduced.

INTEGRATED MANAGEMENT POLICY

HUMAN RESOURCE MANAGEMENT

PAK SUZUKI MOTOR (PVT) LTD

1. We are committed to provide top quality products at competitive price to

2. We conduct our operations in compliance with applicable environmental,

3. We recognize the interrelationship between energy and the environment,

5. We will continuously seek opportunities to improve our adherence to

PAK SUZUKI BOARD OF DIRECTORS

HUMAN RESOURCE DIVISION AT PAK SUZUKI.

HUMAN RESOURCE MANAGEMENT

PAK SUZUKI MOTOR (PVT) LTD

QUALITY SERVICE (SERVICE EXCELLENCE) - that is responsive, courteous,

HUMAN RESOURCE MANAGEMENT

PAK SUZUKI MOTOR (PVT) LTD

DIVERSITY - fostering appreciation of diversity and having a welcoming,

TEAMWORK - cooperation and collaboration among all staff members of HR

TECHNOLOGY - enhancements that improve operations and staff services.

ABILITY to anticipate, embrace and manage change.

Resignation / Retirement / Termination

Employees Data and Reporting

Transfers and Postings