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EXECUTIVE SUMMARY

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

Syed Niaz Hussain
Naqvi
ChieI Engineer
(Development)

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.

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