Acknowledgment

In progressing to the completion of this Survey Report……..

 Thanks to Almighty ALLAH who bestowed his blesses on us.

 Ocean of thanks to our beloved Teacher “ Sir, Muhammad Shah ” Who

encouraged, Guided and Provided us the opportunity.

 Thanks to all colleagues Co-operated and advised our group.

.

SKAY
GROUP
MBA(B&F)2nd
BUITEMS
 Dedication

This Survey Report Is dedicated to our beloved Teacher

“Sir, Muhammad Shah”

(Sir, Muhammad Shah),

We are happy that you're our teacher;
We enjoy each lesson you teach.
As our role model you inspire us
To dream and to work and to reach.

With your kindness you get our attention;

Every day you are planting a seed
Of curiosity and motivation
To know and to grow and succeed.

You help us fulfill our potential;

we are thankful for all that you've done.
We admire you each day, and We just want to say,
As a teacher, you're number one!
 Preface

This Survey Report is about the requirement and selection process of an organization.
We selected the organization “Balochistan Educational Foundation (BEF)”.
Before to know the process of Requirement and Selection of (BEF) We have to clear
our concept what is Requirement and Selection………..

Recruitment is the process of identifying that the organization needs to employ

someone up to the point at which application forms for the post have arrived at the
organization. Selection then consists of the processes involved in choosing from
applicants a suitable candidate to fill a post. Training consists of a range of processes
involved in making sure that job holders have the right skills, knowledge and attitudes
required to help the organization to achieve its objectives. Recruiting individuals to
fill particular posts within a business can be done either internally by recruitment
within the firm, or externally by recruiting people from outside.

The advantages of internal recruitment are that:

1. Considerable savings can be made. Individuals with inside knowledge of how a

business operates will need shorter periods of training and time for 'fitting in'.
2. The organization is unlikely to be greatly 'disrupted' by someone who is used to
working with others in the organization.
3. Internal promotion acts as an incentive to all staff to work harder within the
organization.
4. From the firm's point of view, the strengths and weaknesses of an insider will have
been assessed. There is always a risk attached to employing an outsider who may only
be a success 'on paper'.

The disadvantages of recruiting from within are that:

1. You will have to replace the person who has been promoted
2. An insider may be less likely to make the essential criticisms required to get the
company working more effectively
3. Promotion of one person in a company may upset someone else.

External recruitment

External recruitment makes it possible to draw upon a wider range of talent,

and provides the opportunity to bring new experience and ideas in to the business.
Disadvantages are that it is more costly and the company may end up with someone
who proves to be less effective in practice than they did on paper and in the interview
situation.

There are a number of stages, which can be used to define and set out the nature of
particular jobs for recruitment purposes:

Job analysis is the process of examining jobs in order to identify the key requirements
of each job. A number of important questions need to be explored:
The title of the job
To whom the employee is responsible
For whom the employee is responsible
a simple description of the role and duties of the employee within the organisation.

Job analysis is used in order to:

1. Choose employees either from the ranks of your existing staff or from the
recruitment of new staff.
2. Set out the training requirements of a particular job.
3. Provide information which will help in decision making about the type of
equipment and materials to be employed with the job.
4. Identify and profile the experiences of employees in their work tasks (information
which can be used as evidence for staff development and promotion).
5. Identify areas of risk and danger at work.
6. Help in setting rates of pay for job tasks.

Selection

Introduction
The size of the labour market, the image of the company, the place of posting,
the nature of job, the compensation package and a host of other factors influence the
manner of aspirants are likely to respond to the recruiting efforts of the company.
Through the process of recruitment the company tries to locate prospective employees
and encourages them to apply for vacancies at various levels. Recruiting, thus,
provides a pool of applicants for selection.

Definition
To select mean to choose. Selection is the process of picking individuals who
have relevant qualifications to fill jobs in an organisation. The basic purpose is to
choose the individual who can most successfully perform the job from the pool of
qualified candidates.

Purpose
 The purpose of selection is to pick up the most suitable candidate who would
meet the requirements of the job in an organisation best, to find out which job
applicant will be successful, if hired. To meet this goal, the company obtains and
assesses information about the applicants in terms of age, qualifications, skills,
experience, etc. the needs of the job are matched with the profile of candidates.

The most suitable person is then picked up after eliminating the unsuitable applicants
through successive stages of selection process. How well an employee is matched to a
job is very important because it is directly affects the amount and quality of
employee’s work. Any mismatched in this regard can cost an organisation a great deal
of money, time and trouble, especially, in terms of training and operating costs. In
course of time, the employee may find the job distasteful and leave in frustration. He
may even circulate ‘hot news’ and juicy bits of negative information about the
company, causing incalculable harm to the company in the long run. Effective
election, therefore, demands constant monitoring of the ‘fit’ between people the job.

======================================================================
=
Contents
 Introduction
Balochistan Education Foundation

The BEF was set up by the Government of Balochistan in 1994 for

strengthening private sector provision of education and raising the standard of
education in the province. In 1994-95 it was granted an endowment of US$ 2 million
by USAID through the GoB, and has been using the returns on that endowment to
fund a modest program of support to private sector educational institutions since then.
It has gone through a major transformation during the last two years. The GoB
recognized that with proper restructuring and strengthening, BEF could play a major
role in promoting and supporting community, civil society and private sector
initiatives in education. In view of this, the government, through an amendment to the
BEF Act in 2004 , restructured the BEF and brought about significant reforms in its
governance, management, and operating procedures.

Autonomous Governance Structure: The key reforms introduced in BEF’s governance

structure are: (i) change in the composition of the Board of Directors (BOD) from a
majority government to a majority private sector Board; (ii) barring any BOD
members to hold political office, with the exception of the Governor who is the ex-
officio Chairman; (iii) change in the composition of BOD, with members now
representing diverse backgrounds, with regional and gender balance, and include civil
society members from NGOs, academia, private sector educationists, and
professionals; and (iv) establishment of an empowered Board with responsibilities for:
setting policy, ensuring timely audit, approving funding proposals, providing support
and guidance to management, and monitoring management performance.

The above changes were first incorporated through an amendment of the BEF Act in
May 2004 by the provincial assembly which it changed the composition of BEF’s
BOD from a majority government to a majority private sector Board. The new Board
approved a new organizational structure, hired core staff from the private sector
through a transparent process, and approved a new Operations Manual to guide the
BEF’s work. It also proposed additional amendments to the BEF Act to give further
powers to the Board to make changes to the BEF rules and regulations.

Management Structure: A new management and organizational structure has been

approved by the Board, and the BEF is fully operational under this strucrure Key
management and staff positions have been filled. The BEF is headed by a Managing
Director with three Managers who form the core team at the BEF. These include
Manager (Operations), who is mainly responsible for program policy, planning,
appraisal of proposals according to agreed eligibility criteria; and program
commitments; (b) Manager (Administration and Finance), who is responsible for
financial management, disbursements, financial reporting, general administration, and
human resource development; and (c) Manager (Monitoring and Evaluation), who is
responsible for project monitoring, evaluation and research. In addition to these
managers, the Managing Director is assisted by a Procurement Officer and an
[Internal Audit Officer], who report directly to him/her. The managers will be
supported by a unified team with relevant skills and experience including project
officers, social organizers, accountants, research officers, field monitors, and
computer operators. All BEF staff were and will continue to be hired on merit from
the market, with hiring and firing powers ultimately vested in the BOD of the BEF.