Pakistan is attempting to restructure the electric power sector to catch up and keep pace with the gigantic strides the power utility business has made during the 20th century. The World is moving towards an integrated electric power system. Electricity is produced, traded and sold across international boundaries in many parts oI The World. Job Analysis can be called as the backbone oI HR department oI any organization. It helps in analyzing the resources and establishing the strategies to accomplish the business goals and strategic objectives.
Pakistan is attempting to restructure the electric power sector to catch up and keep pace with the gigantic strides the power utility business has made during the 20th century. The World is moving towards an integrated electric power system. Electricity is produced, traded and sold across international boundaries in many parts oI The World. Job Analysis can be called as the backbone oI HR department oI any organization. It helps in analyzing the resources and establishing the strategies to accomplish the business goals and strategic objectives.
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Pakistan is attempting to restructure the electric power sector to catch up and keep pace with the gigantic strides the power utility business has made during the 20th century. The World is moving towards an integrated electric power system. Electricity is produced, traded and sold across international boundaries in many parts oI The World. Job Analysis can be called as the backbone oI HR department oI any organization. It helps in analyzing the resources and establishing the strategies to accomplish the business goals and strategic objectives.
Copyright:
Attribution Non-Commercial (BY-NC)
Available Formats
Download as DOCX, PDF, TXT or read online from Scribd
Pakistan is attempting to restructure the electric power sector to catch up
and keep pace with the gigantic strides the power utility business has made during the 20th century. The World is moving towards an integrated electric power system. Electricity is produced, traded and sold across international boundaries in many parts oI the World. Pakistan has to immediately start working towards creating an environment that will not only enable but also attract international trading in electricity. II we do not keep pace with the changing global environment, we will be isolated and leIt even Iurther behind than where we Iound ourselves at the end oI the previous century. Job Analysis can be called as the backbone oI HR department oI any organization. Job analysis helps in analyzing the resources and establishing the strategies to accomplish the business goals and strategic objectives. EIIectively developed, employee job descriptions are communication tools that are signiIicant in an organization's success. The main purpose oI conducting job analysis is to prepare job description and job speciIication which helps to hire right quality oI workIorce. In this study, we have analysed the position oI HR Manager in Faisalabad Electric Power Company. The purpose is to see how the HR manager in FESCO perIorms his duties, what are his responsibilities and what role does the manager perIorm in the organization and what type oI problems he is Iacing in the perIormance oI his job. We slecLed lLSCC as lL ls one of Lhe besL elecLrlclLy dlsLrlbuLlon company ln aklsLan ln Lerms of operaLlonal performance as lL has low degree of dlsLrlbuLlon losses and a hlgh raLe of blll collecLlon lLs maln servlce area ls lalsalabad known as ManchesLer of aklsLan for lLs exLenslve LexLlle lndusLrles In this research we have used Interviews to study the various aspects oI the above mentioned position. We conducted detailed interview with the position holder, studied organization`s documents, policies and procedures. We met with diIIerent people oI the organization to get inIormation. We have tried our utmost eIIort to sincerely analyze the proposed topic. INTRODUCTION Water and Power Development Authority (WAPDA) WAPDA, the Pakistan Water and Power Development Authority, was created in 1958 as a Semi-Autonomous Body Ior the purpose oI coordinating and giving a uniIied direction to the development oI schemes in Water and Power Sectors, which were previously being dealt with, by the respective Electricity and Irrigation Department oI the Provinces. The Charter oI Duties oI WAPDA is to investigate, plan and execute schemes Ior the Iollowing Iields: 1. eneration, Transmission and Distribution oI Power. 2. Irrigation, Water Supply and Drainage. 3. Prevention oI Water logging and Reclamation oI Waterlogged and Saline Lands. 4. Flood Management. 5. Inland Navigation. The Authority comprises oI a Chairman and three (3) Members working through a Secretary. WAPDA is one oI the largest employers oI human resources in Pakistan. It has employees, which makes it the nd largest organization oI Pakistan, aIter the Pakistan Army. Over the years WAPDA has built- up a reservoir oI Technical know-how and expertise which has made it a modern and progressive organization. WAPDA has two wings. The Water Wing is operated by WAPDA itselI and Power Wing is managed by PEPCO. Water Wing In 1959, WAPDA was created to undertake the task oI investigating, planning and executing schemes Ior irrigation, drainage, prevention oI water logging and reclamation oI saline land as an autonomous body responsible Ior integrated development oI water and power resources in Pakistan. The organization was also entrusted with extensive research and investigation to augment country's water resources. Pakistan Electric Power Company (PEPCO) The Pakistan Electric Power Company (Private) Limited (PEPCO) has been entrusted the task oI managing the transition oI WAPDA Irom a bureaucratic structure to a corporate, commercially viable and productive entity. PEPCO has prepared the conceptual Iramework and is Iollowing a comprehensive strategy whereby WAPDA's vertical-monolithic Power Wing has been restructured into twelve (12) distinct autonomous entities under Companies Ordinance 1984. These are. Three generation companies: 1. Southern eneration Power Company Limited (ENCO-1) head quarter at Jamshoro district Dadu near Hyderabad Sindh. 2. Central Power eneration Company Limited (ENCO-2) head quarter at uddu district Jacobabad Sindh. 3. Northern Power eneration Company Limited (ENCO-3) head quarters at WAPDA House Lahore. One Transmission Company: National Transmission & Power Dispatch Company (NTDC) Eight Distribution Corporate Entities (DISCOs) 1. (FESCO) Faisalabad Electric Power Company 2. (LESCO) Lahore Electric Supply Company 3. (EPCO) ujranwala Electric Power Company 4. (FESCO) Faisalabad Electric Supply Company 5. (IESCO) Islamabad Electric Supply Company 6. (PESCO) Peshawar Electric Power Company 7. (HESCO) Hyderabad Electric Supply Company 8. (QESCO) Quetta Electric Supply Company National Electric Power Regulatory Authority (NEPRA) The NEPRA statute reIlects the desire oI the overnment to establish an autonomous regulator body to improve the eIIiciency and availability oI electric power services by protecting the interest oI the investor, the operator and the consumers and to do so with a view to promoting competition and to deregulate power sector activities where there is competition. In 1992, the overnment approved WAPDAs Strategic Plan Ior the Privatization oI the Pakistan Power Sector. This Plan sought to meet three critical goals: Enhance capital Iormation Improve eIIiciency and rationalize prices Move over time towards Iull competition by providing the greatest possible role Ior the private sector through privatization. NEPRA's Role NEPRA's main responsibilities are to: 1. Issue Licences Ior generation, transmission and distribution oI electric power; 2. Establish and enIorce Standards to ensure quality and saIety oI operation and supply oI electric power to consumers; 3. Approve investment and power acquisition programs oI the utility companies; and 4. Determine TariIIs Ior generation, transmission and distribution oI electric power. A primary challenge is to quickly create a track record oI NEPRA's working such that it demonstrates its objectivity and impartiality. NEPRA has to demonstrate that its decisions are neither arbitrary nor inIluenced by individual and personal discretion. It is accordingly proposed that to introduce transparency and accountability in NEPRA, all regulatory decisions regarding licensees will be published and made public property. WADA SWC1 Ana|ys|s l L l s Lhe moral and professl onal duLy of Lhe dl recLors managers and execuLl ves Lo over come Lhe weakness and converL Lhem lnLo sLrengLhs and geL maxlmum beneflLs and opporLunlLy from Lhe prevalllng resources 51kN61n % WAuA Lop managemenL ls Lhe comblnaLlon of boLh experlence and young energeLlc professlonals whlch are provlng Lo be Lhe real sLrengLh of WAuA % WAuA has equlpped wlLh Lhe laLesL Lechnology % WAuA has good relaLlon wlLh dlfferenL deparLmenLs % 1he WAuA employees are locally so Lhe Lurnover raLe ls low % 1he WAuA has ef fl cl enL l nLernal audl L deparLmenL whl ch keep check and balance % 1he WAuA has experlenced of sLraLeglc apex and managerlal skllled sLaff % lull supporL from lederal CovernmenL % LsLabllshmenL of CompuLerlzed CusLomer Servlce CenLers ln each Clrcle % LsLabllshmenL of Moblle CusLomer Servlce Lo faclllLaLe lnsLallmenLs and correcLlons of Lhe bllls % oslLlonlng of lleld offlces near geographlc cenLer of Lhelr [urlsdlcLlon J4kN555 % Large Llme requlred for processlng any pro[ecL/[ob % CommunlcaLlon sysLem beLween employees ls noL sufflclenL % CusLomer servlces cenLers requlred well Lralned and loyal sLaff % Lake of loyalLy conslsLency and regulaLory ln Lhe sLaff % llnanclal sLaLemenL ls showlng loss ln year 2008 % eople has less LrusL over company % CusLomer's gulde ness ls noL sufflclenL % CusLomer's complalnL sysLem ls very old and execuLlon on Lhe complalnL ls very faLlgue % CusLomers and employees relaLlon ls very poor % 1he admlnlsLraLlve cosL of Lhe company ls very hlgh due Lo whlch Lhe proflLablllLy of Lhe company decreases % 1here ls sLlll lmprovemenL of Lechnology ln Lhe 1LSCC llke ln compuLers % 1here cusLomer servl ces are noL up Lo mark Lhey have Lo l mprove Lhe cusLomer servlces Lo saLlsfy Lhe cusLomers % 1here offlces are noL well furnlshed Lhey have Lhe need Lo lmprove Lhem % 1elecom and Medla revoluLlon % uependency on suppllers of power generaLlon equlpmenL 99k1uNl1l5 % WAuA ls slLuaLed ln Lhe reglon where Lhe cusLomers are large ln quanLlLy and oLher necessary relaLed producL ls easlly avallable ln Lhe markeL % 1here ls no compeLlLor ln Lhe local markeL Lhere ls a blg opporLunlLy Lo geL more share % 8uyers of WAuA servlces are easlly avallable ln Lhe local markeL % 1he exLenslon plan of dlvlslons by Lhe WAuA ls very good Lo capLure Lhe markeL % 1he WAuA has mal nLal ned beLLer rel aLl onshl p l n Lhe markeL whl ch hel ps Lhe WAuA Lo lncrease Lhe cusLomers and lmprove lLs servlces 1nk415 % Cne ma[or LhreaL Lo WAuA ls lncreaslng number of cusLomers day by day % uue Lo flucLuaLlon occur ln Lhe supply ls permanenL LhreaL Lo WAuA % 1here ls always a LhreaL Lhe governmenL may lmpose some duLles on WAuA % An oLher LhreaL Lo WAuA ls change ln day by day Lechnology % WlLhdrawal of supporL from suppllers % CurLallmenL of budgeL % Cbsolescence of sLraLeglc equlpmenL % 1here l s noL a l ong l l sL of suppl l ers l n power secLor and Lhe suppl l ers en[ oy monopoly Lo some exLenL and Lhey can charge hlgher and delay supplles as Lhere ls long walLlng llsLs for equlpmenL supplles AISALABAD ELECTRIC POWER COMPANY (ESCO) lLSCC ulsLrlbuLes and supplles elecLrlclLy Lo abouL 293 mllllon cusLomers wlLhln lLs LerrlLory wlLh a populaLlon over 263 mllllon under a ulsLrlbuLlon Llcense granLed by naLlonal LlecLrlc ower 8egulaLory AuLhorlLy (nL8A) pursuanL Lo Lhe 8egulaLlon of CeneraLlon 1ransmlsslon and ulsLrlbuLlon of LlecLrlc ower AcL 1997 (nL8A AcL) Ceographlcal servlce area of lLSCC comprlses lalsalabad Sargodha Mlanwall khushab !hang 8hakker 11 Slngh and ChlnloL lLSCC ls one of Lhe besL elecLrlclLy dlsLrlbuLlon company ln aklsLan ln Lerms of operaLlonal performance as lL has low degree of dlsLrlbuLlon losses and a hlgh raLe of blll collecLlon lLs maln servlce area ls lalsalabad known as ManchesLer of aklsLan for lLs exLenslve LexLlle lndusLrles The Charter oI FESCO is to provide the reliability, quality and saIety oI electric power supply to the consumers in its Jurisdiction. FESCO is envisaged Ior the creation oI the resources and engineering plans Ior additions, renovation and augmentation oI the distribution system in order to achieve charter. FESCO is putting eIIorts to make it a viable and progressive utility to take care oI consumer's power demand. |story of ILSCC lalsalabad LlecLrlc Supply Company LlmlLed (lLSCC) ls one of Lhe nlne elecLrlclLy dlsLrlbuLlon companles (ulSCCs) esLabllshed as a resulL of Lhe unbundllng of Lhe verLlcally lnLegraLed power wlng of aklsLan WaLer and ower uevelopmenL AuLhorlLy (WAuA) lL was organlzed Lo Lake over Lhe properLles asseLs obllgaLlons and llablllLles of former lalsalabad Area LlecLrlclLy 8oard (AL8) of WAuA 1he company was lncorporaLed ln March 1998 as a publlc llmlLed company under aklsLan Companles Crdlnance 1984 Vision To ensure convenient availability oI high quality power in area oI responsibility, in order to alleviate the poverty, improve quality oI liIe and make the Industrial and Agriculture Sector competitive in the World Market. Mission To Ensure convenient availability oI high quality electric power to the people at aIIordable price, retaining Iinancial viability oI the Company. Objectives % To play and active role to make 'Sar Sabz and Roshan Pakistan % Ti Iacilitate agriculture and industrial sector % To ensure un-interrupted and stable power supply to all customers % State-oI-the-art customer care Ior satisIaction oI customers % To provide electricity to every village in jurisdiction oI company % To establish, construct and operate reliable electricity distribution network ESCO`s Commitment % Improve customer satisIaction % Reduce Line Losses % Weed out corruption % Increase revenue generation % FESCO web site is launched to provide the best customer services Management Philosophy % Open door policy Ior all % Tackle all problems upIront % Merit, justice, Iair play be the hallmark % Transparency in all Iields % Accountability oI everyone
Corporate Strategy In the long run the company desires to become a proIit earning concern by minimizing the line losses and maximizing the recovery. The company would like to ensure availability oI uninterrupted power supply to the people oI the thirteen districts under its jurisdiction. To ensure that the company is well managed and deliver eIIicient and quality service to the electricity consumer at the minimum cost possible. Culture FESCO has its own strong culture. The employees own the company. Core Value The core value oI the company is that no other company is operating in this area Ior this purpose. Business Strategy The business strategy is to provide electricity to the consumers at aIIordable rates. The domestic consumers using less energy are charge at very low rates. The commercial, industrial and big domestic consumers are charged very high rates. In order to develop agriculture sector, subsidies provided and they are charged less rates as compared to commercial and industrial consumers. SWOT Analysis According to 1OB Analysis Strengths O Ln[oy worklng because of Lhe envlronmenL and Lhe faclllLles provlded by Lhe company O ALLracLlons Lo Lhls organlzaLlon are CpporLunlLles and lncenLlves O 1he work envlronmenL ls very frlendly sLaff and boss ls very cooperaLlve O hllosophy of Lhe company ls Lo provlde besL servlce posslble O sLrucLured career paLh ls Lhere employees are lncreased ln Lhelr levels accordlng Lo Lhelr skllls and performance O SaLlsfylng aspecLs of Lhe work are good envlronmenL frlendly boss many beneflLs O MoLlvaLlng facLors are Lhe beneflLs lncenLlves faclllLles relax envlronmenL
Weaknesses O MosL lmporLanL/dlfflculL dllemma faclng corporaLlons Loday ls many slLuaLlons are vacanL O 1hls ls noL so much growlng fleld however lL's posslble Lo forecasL fuLure needs for workers ln Lhls fleld O ulssaLlsfylng aspecLs of work are AuLhorlLy auLonomy
Cpportun|t|es O 8esldes educaLlon and experlence some lnLernal LesLs are necessary Lo break lnLo Lhls occupaLlon O 1ralnlng sesslons should be conducLed O rospecLs of advancemenL are hardworklng Lhen one's performance evaluaLlon wlll glve one good poslLlon O MosL lmporLanL personal characLerlsLlcs for success ln Lhe fleld are slncerlLy hard work devoLlon compleLlon of work on Llme O Lmployers look for communlcaLlon and personallLy skllls
1hreats O AlmosL 3000 vacancles buL lL can'L be fllled because of Lhe ban from governmenL Lmployees are over worked due Lo Lhese vacancles and Lhls ls Lhe demoLlvaLlng facLor for employees EXISTING STRENGTH of Employees Name Designation Detail Profile Mr. Nadeem AItab Sindhu Chairman FESCO Mr. Tariq Mehmood Chattha ChieI Executive OIIicer
ProI..Dr.Iqrar Ahmad Khan Vice Chancellor (Agri University)
Mr. Asghar Ali Qaiser Layer Mrs. Bilquise Akhter Hashmi Principal (Kashmir Public Academy)
Mr. Muhammad Hamid Javed Ex-President Chamber oI Commerce
Mr. Mian Muhammad LatiI Chairman Chenab roup oI Inds
Mr. Rana Mushtaq A.Khan Industrialist Mr. Muhammad President Naseer ProI. Dr. Niaz Ahmad Akhtar Vice Chancellor (NTU Fsd)
Mr. Dr Tariq Mehmood Director Public Sector
Mr. WasiI Majid Sheikh Businessman Mr. SaiI Ullah Engineering Advisor Ministry oI Water & Power
Mr. Shahab Anwar Khawaja Representative oI CCOR
ESCO Top Managment Name Designation Detail Profile Mr. Tariq Mehmood Chattha ChieI Executive OIIicer
Mr. Shahzad Raza HR & Admin Director Mr. Izhar ul Haq Finance Director
Sheikh Muhammad AshraI ChieI Engineer (O&M) Distribution
Muhammad ShaIique Maan Technical Director Mr. Muhammad Ali ChieI Engineer (T&) Mr. Muhammad Iqbal ChieI Engineer (Planning) Mr. hazanIar Baloch C E (Director)
ORGANOGRAM
HR Directorate ESCO
1OB AAALYSIS 'Job Analysis is a process to identify and determine in detail the particular fob duties and requirements and the relative importance of these duties for a given fob. Job Analysis is a process where fudgments are made about data collected on a fob.` The 1ob; not the person An important concept oI Job Analysis is that the analysis is conducted oI the Job, not the person. While Job Analysis data may be collected Irom incumbents through interviews or questionnaires, the product oI the analysis is a description or speciIications oI the job, not a description oI the person. Purpose of 1ob Analysis The purpose oI Job Analysis is to establish and document the 'fob relatedness' oI employment procedures such as training, selection, compensation, and perIormance appraisal. Needs Assessment Job Analysis can be used in training/"needs assessment" to identiIy or develop: O training content O assessment tests to measure eIIectiveness oI training O equipment to be used in delivering the training O methods oI training (i.e., small group, computer-based, video, classroom...) Compensation Job Analysis can be used in compensation to identiIy or determine: O skill levels O compensable job Iactors O work environment (e.g., hazards; attention; physical eIIort) O responsibilities (e.g., Iiscal; supervisory) O required level oI education (indirectly related to salary level) Selection Procedures Job Analysis can be used in selection procedures to identiIy or develop: O job duties that should be included in advertisements oI vacant positions; O appropriate salary level Ior the position to help determine what salary should be oIIered to a candidate; O minimum requirements (education and/or experience) Ior screening applicants; O interview questions; O selection tests/instruments (e.g., written tests; oral tests; job simulations); O applicant appraisal/evaluation Iorms; O orientation materials Ior applicants/new hires Performance Review Job Analysis can be used in perIormance review to identiIy or develop: O goals and objectives O perIormance standards O evaluation criteria O length oI probationary periods O duties to be evaluated Methods of 1ob Analysis Several methods exist that may be used individually or in combination. These include: O review oI job classiIication systems O supervisor interviews O expert panels O structured questionnaires O task inventories O check lists O open-ended questionnaires O observation A typical method oI Job Analysis would be to give the incumbent a simple questionnaire to identiIy job duties, responsibilities, equipment used, work relationships, and work environment. The completed questionnaire would then be used to assist the 1ob Analyst who would then conduct an interview oI the incumbent(s). A draIt oI the identiIied job duties, responsibilities, equipment, relationships, and work environment would be reviewed with the supervisor Ior accuracy. The Job Analyst would then prepare a job description and/or job speciIications. The method that you may use in Job Analysis will depend on practical concerns such as type oI job, number oI jobs, number oI incumbents, and location oI jobs. What Aspects of a 1ob Are Analyzed? Job Analysis should collect inIormation on the Iollowing areas: O Duties and Tasks The basic unit oI a job is the perIormance oI speciIic tasks and duties. InIormation to be collected about these items may include: Irequency, duration, eIIort, skill, complexity, equipment, standards, etc. O Environment This may have a signiIicant impact on the physical requirements to be able to perIorm a job. The work environment may include unpleasant conditions such as oIIensive odors and temperature extremes. There may also be deIinite risks to the incumbent such as noxious Iumes, radioactive substances, hostile and aggressive people, and dangerous explosives. O Tools and Equipment Some duties and tasks are perIormed using speciIic equipment and tools. Equipment may include protective clothing. These items need to be speciIied in a Job Analysis. O Relationships Supervision given and received. Relationships with internal or external people. O Requirements The knowledges, skills, and abilities (KSA's) required to perIorm the job. While an incumbent may have higher KSA's than those required Ior the job, a Job Analysis typically only states the minimum requirements to perIorm the job. AISALABAD ELECTRIC POWER COMPANY 1ob Specification 1ob Title: Manager HRM 1ob Grade: 19 1ob Location: HR and Admn Deptartment Skill actors: Education: Masters in Economics and MBA in Human Resource management. Experience: At least 10 year experience in the Iield oI human resource management. Communication: Must be able to communicate eIIectively with all levels oI employees throughout the organization. He/she must have good negotiation skills. He or she must also be able to develop and maintain strong working relationships with internal and external customers. Effort factors: Physical demands: Duties normally accomplished in an oIIice environment. May have to spend long hour Sitting and working with oIIice equipments. Normal talking and hearing. Mental Demands: Ability to plan and handle projects responsibly. Ability to handle multiple tasks concurrently. Ability to manage workIorce wisely. Must be prepared to deal with emergencies and stressIul situations. Handling and exposure to sensitive and conIidential inIormation. Ability to read, analyzes, and interprets various internal and external documents and reports. Use oI personal computer including word processing and spreadsheet applications. Working Conditions: Human resources manager usually works in a pleasant oIIice setting. He/she spends a great deal oI time in paper work, talking on the phone, and in meetings. He may Iind environment to be busy. He must work well with people. To recruit new employee or take part in conIerences and seminars, they may be required to travel.
AISALABAD ELECTRIC POWER COMPANY (ESCO) 1ob Description 1ob Title: Manager HRM 1ob Grade: 19th 1ob Location: HR and Admn Deptartment
1ob summary: Manager HRM is primarily responsible Ior all HR matters. It involves induction, recruitment, training, reward, disciplinary matters, welIare cases, career planning, promotions and develop compensation programmes. Duties: To supervise Dy. Manager (HRM) and Dy. Manager (T & MP). To Iormulate eIIective policies and procedures regarding promotion, transIer, increments, retirements, extension and other employee related matters. To coordinated with departmental Heads in analyzing the necessity Ior creating and establishing positions. To arrange prepare Job Description Ior each position and keep the Job Description/SpeciIication updated resulting Irom the change in job contents. To identiIy training need in all disciplines withing the organization To monitor the timely availability oI ACRs oI all oIIicials To monitor the conduction oI promotion, Regularization Boards oI OIIicers. To monitor the welIare and correction oI date oI birth cases. Any duty assigned by HR & Admin Director. Responsibilities: To be eIIective he should be knowledgeable about all areas oI human resources as well as every aspect oI the company. Planning, supervising and coordinating the activities related to employment, labor relations, and compensation and employee relations. Working Conditions: Human resources manager usually works in a pleasant oIIice setting. He/she spends a great deal oI time in paper work, talking on the phone, and in meetings. He may Iind environment to be busy. He must work well with people. To recruit new employee or take part in conIerences and seminars, they may be required to travel. 1OB EVALUATION Manager HRM We evaluated the position oI the HR Manager in FESCO. We chose this position so that because it gives the whole picture oI the HR department oI FESCO. Selection Manager HR is selected on the basis oI seniority and ACR. He is promoted Irom the position oI Deputy Manager. Training There are no Iormal training procedures Ior the position oI manager. Manager get on the job training through experience, problem solving and decision making processes. Compensation and Benefits The salary oI this position is 60000. Manager has many beneIits including a large bungalow, Iree car with driver and petrol, Iree medical beneIits, travelling allowance, and other Iringe beneIits. Duties and Responsibilities The Manager HR assists the HR director and is assisted by 2 deputy managers. The HR Manager is responsible Ior recruitment, training, orientation, posting transIer, promotions, career planning, perIormance appraisal, disciplinary actions and general services. Mr. Naeem Ullah stated that 'My primary responsibility is to maximi:e the work force, control it and improve its efficiency. I have to make sure that we have the right person for the right fob.` It`s a notable point that the position oI Manager Admin is vacant since last 6 months; thereIore the Manager HRM is currently having the hold oI two positions as well. He is also in charge oI the Sports committee oI FESCO. This committee selects players Ior diIIerent games, organizes sports events and engages in matches with other organization`s teams. Performance Review The immediate supervisor oI HR manager is the HR Director. He reviews the perIormance oI the manager and writes his Annual ConIidential Report. This report includes all the proIessional and personal aspects oI the person and his work. Interaction with HR Director Practically the above mentioned responsibilities are practiced by the Manager HRM and the role oI HR Director is to monitor the occurrence oI these activities. In the absence oI Director, the HR Manager holds the position oI HR Director as well. Importance of HR Manager ThereIore it can be assumed that the position oI HR Manager is very important, tough and crucial. The manager has a very tight schedule and a hectic routine because practically he is having the charge oI two positions; which extend to three iI the HR Director is on leave. Achievements Mr. Naeem Ullah gave the idea oI arranging in-house training sessions presided by the internal speakers and experts. It saved the organization a handsome amount oI money and also improved the relevance oI training with the organization. Strategies for Issues and Problems Mr. Naeem Ullah told that the responsibility oI the HR manager is to resolve issues with great care. He must be open, listen to everyone and resolve the situation in the best possible manner. He should always keep learning. Method of 1ob Analysis We used Iollowing methods Ior the analysis oI HR Manager Interview o Direct interview with the HR manager. Unobtrusive measures o We studied the organization`s documents. o ot inIormation Irom the internet. o Searched newspapers Ior the inIormation related to FESCO, PEPCO, WAPDA and NEPRA and the DISCOs. Conclusion and Recommendations The Manager HR is a very important position in FESCO. The position holder has to perIorm all the HR Iunctions including recruitment, training, orientation, posting transIer, promotions, career planning, perIormance appraisal, disciplinary actions and general services. With all these responsibilities, the manager HR has also the charge oI manager administration and Sports committee. In absence oI HR Director, the manager HR has to take care oI that position too. This whole thing may create a mess.