Assignment No.

Managing Human Resource ( 5563 )

Teacher – Haider Ali

Answer No.1

Human resource planning (HRP) is the continuous process of systematic planning

ahead to achieve optimum use of an organization's most valuable asset—quality
employees. Human resource planning ensures the best fit between employees
and jobs while avoiding manpower shortages or surpluses.

HRP help companies’ is an important investment for any business as it allows

companies to remain both productive and profitable.

Human resources planning allow companies to plan ahead so they can maintain a
steady supply of skilled employees. That's why it is also referred to as workforce
planning. The process is also used to help companies evaluate their needs and to
plan ahead to meet those needs.

Human resource planning needs to be flexible enough to meet short-term staffing

challenges while adapting to changing conditions in the business environment
over the longer term. HRP starts by assessing and auditing the current capacity of
human resources.

The challenges to HRP include forces that are always changing such as employees
getting sick, getting promoted or going on vacation. HRP ensures there is the best
fit between workers and jobs, avoiding shortages and surpluses in the employee
pool.

To satisfy their objectives, HR managers have to make plans to do the following:

-Find and attract skilled employees.

-Select, train, and reward the best candidates.

-Cope with absences and deal with conflicts.

-Promote employees or let some of them go.

Investing in HRP is one of the most important decisions a company can make.
After all, a company is only as good as its employees. If it has the best employees
and the best practices in place, it can mean the difference between sluggishness
and productivity and can lead to profitability.

Human Resource Planning Process - The Human Resource Planning is a process of

forecasting the organization’s demand for and supply of manpower needs in the
near future. It has following steps:

-Determining the Objectives of Human Resource Planning: The foremost step in

every process is the determination of the objectives for which the process is to be
carried on. The objective for which the manpower planning is to be done should
be defined precisely, so as to ensure that a right number of people for the right
kind of job are selected.

The objectives can vary across the several departments in the organization such
as the personnel demand may differ in marketing, finance, production, HR
department, based on their roles or functions.

-Analyzing Current Manpower Inventory: The next step is to analyze the current
manpower supply in the organization through the stored information about the
employees in terms of their experience, proficiency, skills, etc. required to
perform a particular job. Also, the future vacancies can be estimated, so as to
plan for the manpower from both the internal (within the current employees) and
the external (hiring candidates from outside) sources. Thus, it is to be ensured
that reservoir of talent is maintained to meet any vacancy arising in the near
future.

-Forecasting Demand and Supply of Human Resources: Once the inventory of

talented manpower is maintained; the next step is to match the demand for the
manpower arising in the future with the supply or available resources with the
organization. Here, the required skills of personnel for a particular job are
matched with the job description and specification.
-Analyzing the Manpower Gaps: After forecasting the demand and supply, the
manpower gaps can be easily evaluated. In case, the demand is more than the
supply of human resource that means there is a deficit, and thus, new candidates
are to be hired.

Whereas, if the Demand is less than supply, there arises a surplus in the human
resources, and hence, the employees have to be removed either in the form of
termination, retirement, layoff, transfer, etc.

-Employment Plan/Action Plan: Once the manpower gaps are evaluated, the
action plan is to be formulated accordingly. In a case of a deficit, the firm may go
either for recruitment, training, interdepartmental transfer plans whereas in the
case of a surplus, the voluntary retirement schemes, redeployment, transfer,
layoff, could be followed.

-Training and Development: The training is not only for the new joinees, but also
for the existing employees who are required to update their skills from time to
time.

After the employment plan, the training programs are conducted to equip the
new employees as well as the old ones with the requisite skills to be performed
on a particular job.

-Appraisal of Manpower Planning: Finally, the effectiveness of the manpower

planning process is to be evaluated. Here the human resource plan is compared
with its actual implementation to ensure the availability of a number of
employees for several jobs.

At this stage, the firm has to decide the success of the plan and control the
deficiencies, if any.

Thus, human resource planning is a continuous process that begins with the
objectives of Human Resource planning and ends with the appraisal or feedback
and control of the planning process.

Forecasting Techniques in HRP - Forecasting is a systematic process of predicting

demand and supply. Human resources forecasting seeks to secure the necessary
number and quality of employees for a business to achieve strategic goals.
Although forecasting techniques can be complex and full of statistical calculations,
a more practical approach is just as effective and less difficult for a small business
to implement. Demand and supply forecasting techniques use sales or production
projections for the coming year as well as quantitative and qualitative
assessments. Quantitative assessments identify “how many” and “when,” while
qualitative assessments identify desired personal qualities and role-related
qualifications.

Trend Analysis
Trend analysis is more appropriate for an existing business because it requires
historical staffing data to make future staffing predictions. This creates a
relationship between past and future staffing needs by linking the two using a
performance or financial metric called an operational index. A service business,
for example, might base future staffing requirements on the number of
customers each customer service representative effectively handled in the past,
while a retail business might compare sales volume per sales employee.
Ratio Analysis
A new business or one having less than five years of historical staffing data, often
uses a ratio analysis forecasting technique. Ratio analysis uses elements called
causal factors that can be linked to and help predict future staffing needs. A
business might identify production or sales volume as a causal factor and
estimate, for example, that it needs one customer service representative for
every five clients or one production line worker for every 5,000 widgets. If
projections determine the business will handle 500 clients or produce 500,000
widgets over the coming year, forecasting sets demand at 100 employees for
each.
Supply Forecasting
Supply forecasting techniques often start internally for human resources.
Replacement charts are a visual tool for identifying internal candidates available
and qualified to fill demand estimations. Replacement charts include both a
hierarchical diagram and information relating to current employee performance,
education and an assessment of how ready the employee is to move into upward
or lateral position. External supply side forecasting typically involves a labor
market analysis that also considers hiring practice legislation to avoid the
possibility of facing a discrimination lawsuit.
Energy sector in Pakistan like SSGC, SNGPL, PPL, OGDCL etc today provide direct
employment to over 100,000 skilled personnel. Industry demands 20,000 people
in next 2-3 years. Private Sector Investment- Shell, Mari Oil etc offer 4-5 times
salary. Both internal and external factors affect the demand forecast. SSGC,
SNGPL and PPL use data, provided to them by the on-site staff, involved in drilling
sites for oil and gas exploration, for future employment purpose. One successful
drilling site or well creates approximately 2000-5000 on-site jobs. This has to be
kept in-mind with the number of staff who gets promoted, retire, leave the
organization etc.

Answer No. 2a

Job Analysis - A job analysis is the process of gathering and analyzing information
about the content and the human requirements of jobs, as well as, the context in
which jobs are performed. This process is used to determine placement of jobs.

Job analysis defines the organization of jobs within a job family (or classification).
It allows units to identify paths of job progression for employees interested in
improving their opportunities for career advancement and increasing
compensation.

Job analysis, also known as work analysis, is a family of procedures to identify

the content of a job in terms of activities involved and attributes or job
requirements needed to perform the activities. Job analysis provides information
of organizations which helps to determine which employees are best fit for
specific jobs.

Job Analysis is used to show the relatedness of employment procedures used by

the employer. The procedures supported by job analysis include:

- Training

- Personnel selection

- Job Evaluation
- Performance Appraisal

Job Analysis may be conducted by the employer's Human Resources department

or by a trained Job Analyst/Consultant.

The steps to conduct a Job Analysis are outlined below

-Identify the Job(s) to be analyzed.

-Determine the procedures to be used (methods) in collecting job data.

-Implement the job analysis methods.

-Review the data collected through Job Analysis.

-Summarize and document the data collected.

The goal of a job analysis is to learn what’s important for success in a specific job
– what kind of knowledge, skills, abilities (also known as: KSAs), traits, behaviors,
etc. are important for success in the role. Once we’ve identified the
competencies, or the tasks important to successfully perform the job, we can
determine how best to measure those.

The data from a job analysis can help inform a myriad of things important in the
employee life cycle: Job descriptions, selection criteria, interview guides,
performance evaluation criteria, etc.

Conducting a rigorous job analysis helps to bolster the legal defensibility of the
selection process that’s created by demonstrating the job-relatedness of the KSAs
measured. The steps involved in a job analysis can vary and be accomplished in
different ways.

The methods of job analysis are

Personal observation - In this method the observer actually observes the

concerned worker. He makes a list of all the duties performed by the worker and
the qualities required to perform those duties based on the information collected,
job analysis is prepared.

Actual performance of the job - In this method the observer who is in charge of
preparing the job analysis actually does the work himself. This gives him an idea
of the skill required; the difficulty level of the job, the efforts required etc.

Interview method - In this method an interview of the employee is conducted. A

group of experts conduct the interview. They ask questions about the job, skilled
levels, and difficulty levels. They question and cross question and collect
information and based on this information job analysis is prepared.

Gathering archival data - An important first step is to collect any existing

information where we can learn about what KSAs are important for success in the
role. This could include job descriptions where the job requirements are listed. It
may include any competency models that currently exist that outline the
competencies important for success in the organization and the position. It could
also include performance evaluation forms and criteria. This tells us the
benchmark an employee’s performance is being measured against (e.g., “Follows
safety procedures”).

Facility tour/job observation - This allows job analysts to observe what’s

happening on the job – the tasks being performed as part of the job (e.g.,
counting product to pack in boxes), the environment (e.g., hot, dusty), the extent
to which they interact with others, etc. Of course, you need to use good judgment
for this step. It makes sense to include this in the job analysis when the job is
more entry level. In more professional level positions, it may not be as valuable to
watch employees respond to emails or write reports.

Focus groups with Job Content Experts (JCEs) - In this step of the process an
analyst would meet with those who know the job and the responsibilities of the
position very well. This could include current, high performing employees and
those who supervise the position. Generally, one or two analysts might meet with
a group of 5 – 8 JCEs, but the groups could also be much smaller or even be one-
on-one interviews. During these meetings, as with the other steps in the process,
the goal is to learn what it takes to be successful in the role. What tasks are being
performed? What KSA’s are required? What kind of traits or skills do successful
employees demonstrate?

Surveys - It’s not always practical or advisable to interview every incumbent in the
role. In order to get the input of the broader population of employees in the
position, though, it’s good to have additional incumbents complete a survey
where they provide ratings of the importance of the competencies identified as
important for success in the previous parts of the job analysis. This is an
important step, as the focus groups give the analyst valuable qualitative data, the
surveys provide more quantitative information that can be analyzed more
objectively.

Meeting with stakeholders/visionaries - Discussion with key stakeholders is an

important part of the job analysis. During these meetings, analysts gain insight
into these valuable members’ perspectives with respect to the target position and
organization in general. Analysts solicit background information including the
impetus for the current project. They also determine if there are concerns
regarding legal defensibility, or if there are any specific KSAs or other behaviors
that may be deficient or missing. These meetings also provide a forum to discuss
any larger organizational goals or initiatives which may influence the
competencies or level of competencies needed for success in the target position.

Conclusion - Remember, a job analysis is an integral part of an accurate employee

assessment. Each step – gathering archival data, job observation, focus groups,
surveys, and stakeholder meetings – is just as important as every other step. Be
sure to include each step when conducting a job analysis, or if you’re working
with an I/O Psychologist, be sure that they’re doing every step to ensure the
accuracy of your assessment.

Answer No.4
Career Planning

A career may be defined as a sequence of jobs that constitute what a person does
for a living.
A career plan is an individual’s choice of occupation, organization and career
path.

According to Schermerborn, Hunt, and Osborn, ‘Career planning is a process of

systematically matching career goals and individual capabilities with opportunities
for their fulfillment’.

Career planning is the process of enhancing an employee’s future value.

Career planning encourages individuals to explore and gather information, which

enables them to synthesize, gain competencies, make decisions, set goals and
take action. It is a crucial phase of human resource development that helps the
employees in making strategy for work-life balance.

The major objectives of career planning are as follows

-To provide and maintain appropriate manpower resources in the organization by

offering careers, not jobs.

-To provide environment for the effectiveness, efficiency and growth of its
employees and motivating them to contribute effectively towards achieving the
objectives of the organization.

-To map out careers of various categories of employees suitable to their ability,
and their willingness to be ‘trained and developed for higher positions.

-To have a stable workforce by reducing absenteeism and employee turnover.

-To cater to the immediate and future human resources need of the organization
on a timely basis.

-To increase the utilization of managerial reserves within organization.

-To secure the right person at the right time for the right job.
-To provide adequate career avenues to employees to higher levels of
responsibilities.

-To strengthen the retention program of the organization

- To maintain a contended team of employees.

-To identify positive characteristics of the employees.

-To develop awareness about each employee’s uniqueness.

- To respect feelings of other employees.

-To attract talented employees to the organization.

-To train employees towards team-building skills.

-To create healthy ways of dealing with conflicts, emotions, and stress.

Benefits of Career Planning

-Career planning ensures a constant supply of promotable employees.

-It helps in improving the loyalty of employees.

-Career planning encourages an employee’s growth and development.

-It discourages the negative attitude of superiors who are interested in

suppressing the growth of the subordinates.

-It ensures that senior management knows about the caliber and capacity of the
employees who can move upwards.

-It can always create a team of employees prepared enough to meet any
contingency.
-Career planning reduces labor turnover.

-Every organization prepares succession planning towards which career planning

is the first step.

The Career Planning Process encompasses the stages involved in discovering a

career path, including reflection and self-assessment, research, experimentation,
decision making, job searching, and accepting a job offer.

Reflection and Self-Assessment - Careful evaluation of your individual strengths,

lifestyle preferences, passions, work style, and financial needs is a vital and often
overlooked step in planning your various potential career paths.

In order to evaluate the suitability of work options, it is important to know both

who you are as a person and who you desire to become as a professional. This
involves taking a careful inventory of your current career values, interests, skills,
and personal qualities.

Research - Once you have articulated a sense of the satisfaction(s) you would like
to derive from your work and the skills you have to offer employers, you can
begin your research. This stage involves brainstorming possible job options and
investigating them thoroughly. During your career research, you will learn about
the descriptions and qualifications for various positions, typical entry points and
advancement opportunities, satisfactions, frustrations, and other important facts
in order to determine if a particular career would be a good fit for you.

Online resources are available to help you with your preliminary information
gathering. The next step will be to speak with as many people as possible that are
involved in work that is of interest to you. By interviewing these individuals for
information and advice about their work, you will be getting an insider’s
perspective about the realities of the field and the recommended preparation for
it, including continuing education requirements or graduate study.

Experimentation - Internships and part-time jobs are an excellent way to sample

field of interest. They provide the opportunity to perform some of the job
functions, observe others work, and evaluate the “real world” workplace
environment.

Some individuals observe professionals in various fields for a shorter period of

time than an internship. These “job shadowing” experiences, or externships, can
last from one morning to several weeks and are an excellent way to get a feel for
what your responsibilities would be in a given work role.

Taking on-campus roles related to potential job functions of interest is another

way to test out skills areas. For example, if you are considering a journalism
career, you might work for a campus magazine or newspaper. If you are
interested in finance, you might volunteer for the student credit union.

Selecting project-oriented courses related to possible career targets can help you
to test those processes. For example, if you are considering product management
as a career, you might select a marketing course where you will formulate a
branding campaign for a product as a project, or choosing a course where you will
conduct an analysis of options for welfare reform if you are considering a career
in public policy.

Decision-Making - This stage involves an evaluation of the pros and cons of the
career options you have been researching. It also involves prioritizing and, for
some people, risk-taking. During this stage in the career planning process, you’ll
have to make decisions regarding issues like relocation (are you willing to move in
order to land your dream job?) and cost analysis (can you afford to do a poorly-
compensated job you love, or will it be necessary to find personally unfulfilling
work that provides a great salary and healthcare benefits?

Since the landscape of the world-of-work is constantly changing, it may be

unrealistic to aim for decisions based on absolute certainty. Adaptability, the
ability to manage several options at once, and the ability to maintain a positive
attitude when faced with uncertainty may be easy for some; others may find
these traits a stretch. Self-awareness, occupational awareness, and intuition can
all play a part in your decision-making process.

Job Search - Once you have identified a work objective, you can begin your job
search. Most people engaged in an active job search will be involved with
activities such as professional networking, identifying prospective employers,
writing cover letters and resumes, and interviewing.
Acceptance - Finally, after this lengthy process of self-evaluation, research,
application, and interviewing, you will be offered a job and accept employment.
Ideally, this will mark the beginning, or at least a milestone, in your exciting and
varied career.

Example of Toyota ( Career Planning ) - Toyota Industries believes that it is

essential to enhance team strength so that each employee can work with vitality
and the Company can achieve sustainable growth.

According to Toyota, “We believe that team strength is made up of "technical

skills" that form the basis of manufacturing operations, "management skills" to
make maximum use of technical skills and a "spirit of harmony" that supports
both. While further enhancing our team strength, we are striving to extend and
hand it down beyond all business domains, generations and geographic regions”.

Technical Skills - To develop skills to support manufacturing by employee

education, offering basic skills training and facilitating efforts to enhance the skills
of young technical staff through in-house skills contests. Toyota also works to
cultivate highly skilled specialists through participation in the national and
international skills competitions.

Management Skills – Toyota conducts TICO Business Practices (TIBP) training

targeting associates in administrative and engineering fields, with the aim of
mutually sharing the thinking and values that the Company gives importance to,
as well as to improve employee problem-solving capabilities.

Spirit of Harmony – By creating a bright, energetic and caring work environment

that fosters a dynamic workforce and allows every member to demonstrate his or
her capabilities both as an individual and as a team. Toyota proactively
encourages communication not only during work hours but also through social
gatherings, sports days, summer festivals and various sports events.
Answer No.3 - Performance Appraisal Methods

Performance appraisal is the technique of appraising employees. Under this

method, performances of employees are at first documented then evaluated with
the mutually set performance standards.

Numerous methods have been devised to measure the quantity and quality of
performance appraisals. Each of the methods is effective for some purposes for
some organizations only. None should be dismissed or accepted as appropriate
except as they relate to the particular needs of the organization or an employee.
Some methods are as follows

-Essay method

-Comparative evaluation

-Rating

-Forced distribution method

-Forced choice method

-Graphic rating scale method

-Field review method

-Checklist

-Confidential report

-Critical incident method

-Management by objectives (MBO)

-Behaviorally anchored rating scales (BARS)

-Cost accounting method

-360-degree appraisal
Assessment Centre Method - The purpose of this method is to test candidates in
social situations. It can be used by startups for evaluating employees serving at
senior level. This method of evaluation is helpful for assessing managers, who
have to deal with their subordinate, peers and supervisors for day-to-day
business. It helps employers understand the capacity and the capability of the
individual in social settings. It involves using situational exercises like an in-basket
exercise, role-playing incident, business game and many other similar exercises. It
gives the employer an insight to the personality of the employee like openness,
tolerance, introversion/extroversion, acceptability, etc.

Behaviorally Anchored Rating Scale - This is latest a modern appraisal technique,

which has been developed recently. It is claimed that the Behaviorally Anchored
Rating Scale method is one of the most equitable technique compared to other
methods of appraisals. It is a combination of narrative techniques like essay
evaluation and quantifiable techniques like rating scale. It is comparatively more
expensive than other techniques, but it usually guarantees precision and
effectiveness.

Critical Incident Technique - This technique is similar to the essay evaluation

method. It involves making statements that describes both the positive and the
negative reactions to stimulus by the employee at his work place. The statements
are recorded cumulatively in a given period of time, so that one can evaluate how
good the employee is at his job. His proficiency will be determined by how he
deals with his day-to-day activities. The appraiser in this method is usually the
direct supervisor or manager under whom the employee is serving. This
technique is not only used for performance appraisals but also utilized in job
interviews. The interviewer gives scenarios to the interviewee and asks them,
how they would react to the given scenarios.

Essay Evaluation - The essay method is an affordable and effective way of

appraising employees, especially in startups. This method involves writing a
detailed descriptive essay of the performance by the employee’s direct supervisor
or manager. The essay concentrates on describing the various strengths,
weaknesses, attitude and behavior of the individual towards job duties. This
method is less structured and thus gives the appraiser an opportunity to explore
and describe niche qualities or shortcomings of the employee that need to be
worked on. It is far less complicated to execute compared to the other methods,
only if biases could be kept at bay.

Human Asset Accounting Method - This is a very commercial and practical

performance appraisal method for organizations. In this scenario, the human
capital is associated with the amount of revenue that individual generates, or the
number of happy customers, or the number of leads generated in sales. It is a fair
process from the point of view of the organization and the employee, because it
directly indicates the profitability of the company. This method is adopted by
most startups, since it is easy to execute and track. Therefore, the amount of
business generated by an employee determines whether he deserves to be
promoted or terminated.

Management By Objective - A rather interactive and fair form of appraisal, the

Management By Objective method is less time consuming and of course cost
effective. The technique involves setting up of objectives and goals for the
employee either by the employer, or his manager, or both employee and
employer. This performance appraisal method helps the employee to perform
better, because he is well aware of his goals and already knows the quality and
quantity that needs to be delivered. It has been observed that when both
employee and employer together decide the objectives, the probability of the
individual meeting the goal is much higher. This is a fair method of evaluating
because the employee knows the odds that he is measured against. It doesn’t
involve giving constant feedback to the employee, because he is being constantly
self introspective, thereby saving time and efforts of the employer.

Paired Comparison Method - This method bears more relevance and importance
in startups/SMBs, which have small teams. It compares each employee with every
individual present in the same team and depending on their comparative
performance to the employee who has performed the best, appraisals are given.
It is considered reliable because it follows a systematic method of comparative
evaluation. This technique is most apt when, the organization plans on giving
appraisal only to the best employee in the team.

Rating - This performance appraisal method can be used by startups and small
businesses that are scaling and are trying to set up processes in place. It is
process-based and involves the organization to set pre-determined objectives
that employees are expected to meet. Individuals are then rated by their
supervisors or managers. It is similar to the grading system that is usually followed
in schools, but is effective and systematic. Employees are evaluated for their
skills, teamwork, communication skills, precision, etc. And they are expected to
meet a basic score. If they do not meet the score then they are sent for
performance improvement training which would help them cope up with their
shortcomings.

Trait Focused Appraisals - This technique is useful for reinforcing positive work
ethics and culture in the organization. It considers attributes like helpfulness,
dependability, punctuality, etc for being appraised by the organization. It
motivates employees to be competitive in a fair manner and yet be available for
helping out colleagues if need be. Startups should consider giving their employees
trait focused appraisals once in a while, because it reinforces positive culture in
the organization.

360 Degree Feedback - This method involves getting a feedback about the
employee from every individual who interacts with him during his working hours.
They can be his peers, his subordinates, his superiors, customers who have
interacted with him and even he himself would be interviewed about his
perception of himself and his duties at the workplace. This performance appraisal
method would be very useful for startups, because the best way to review an
employee’s overall performance and get an insight about his behavior, personality
and attitude this is the best method to follow. Although it is a little time
consuming, but it is cost effective and precise. It keeps biases out of play due to
multiple opinions, so that the review isn’t affected by biases of one person.

Appraisals are the means to an employee’s career development. Therefore,

effective performance appraisal methods not only help the employee grow, but
also the organization. If the employee is given feedback regularly and frequently,
the organization will be at the receiving end of the profit too. Performance
reviews are important because they help identify and set goals for the employee,
recognize performance over time, guide progress, identify the problem areas or
weaknesses, improve performance and discuss career development in the
company. Companies should give promotions and appraisals frequently because it
keeps the employees motivated to perform better, thereby maximizing the
efficiency of the employee, and the productivity of the company.
Problems with Employee Performance Appraisals

Here are some common problems with employee performance appraisals:

They’re just not accurate in a lot of cases and for a lot of reasons. Here are some
examples:

-They’re an easy outlet for favoritism, which results in employees getting ratings
that are higher than warranted.

-Managers often don’t have or don’t make time to complete them in an honest,
open way. And without doing so, that means that they will not be as accurate or
as helpful as they should be.

-Even in the best of circumstances, performance appraisals will be subjective, and

each manager will bring his or her own biases to the process, hindering the ability
to compare results.

-No one likes to give others negative feedback, which often means problem will
get papered over or left out entirely.

-Systems often don’t get updated to reflect true goals, especially in today’s
environment where goals change much faster than annually. That leaves a
situation in which an employee is being reviewed on items that are wholly or
partially irrelevant.

Lack of documentation of problems, as noted above, becomes a problem itself.

This means employers are open to wrongful termination claims if an employee
has a record of good reviews but is later fired for poor performance seemingly out
of nowhere.

Employees often dread them. If the performance appraisal is not linked to

specific career goals, top talent might not see the point—and thus may view them
as a negative experience. This problem means that the mere act of having a
performance review process can actually result in higher turnover—especially for
top talent.
Having an official performance review process can actually hinder timely
feedback the rest of the year. This is because managers often view the
performance review process as a catch-all time to cover anything that has been
going on with the employee—and thus put off having discussions outside of this
process.

Giving otherwise good employee negative feedback in this format can cause
extreme frustration—even to the point of reducing overall employee satisfaction.
This is especially true if the feedback is no longer relevant because it was not
delivered in a timely manner.

It costs a lot—both in terms of time spent and money invested in performance

appraisal systems—to implement a performance appraisal process. That money
does not always translate to improved productivity if the process is not carried
out to its highest potential.

With any performance review program, there are usually ways to improve the
process to mitigate these problems, but employers need to be acutely aware that
the entire performance review process can be fraught with risks if not conducted
appropriately.

Performance Appraisal Challenge at Pakistan Civil Aviation Authority

Mr Sumair Saeed, Chief Human Resource CAA, feels that problems lie in the
implementation of the current appraisal system. Firstly, the system of targets and
objectives between the appraiser and the appraisee at the start of the year is not
being followed. This leads employees to feel unfairly treated because no criteria
for performance appraisal for their evaluation have been agreed upon. Secondly,
Sumair feels there is no buy-in for the performance appraisal system since
supervisors regard appraisal as extra workload and an uneasy time of the year.
Supervisors consider it to be a confrontational rather than
developmental/feedback exercise with the subordinate. Moreover, supervisors
lack training in providing feedback on appraisals. It is felt that the culture of the
organization develops hostility and distrust when the appraisals are being
conducted. The appraisal system doesn’t differentiate between performers or
non-performers; thus decisions on promotions or career progressions can’t be
based on appraisals. The problem of de-motivation among employees is also a
result of an ineffective performance appraisal system, as no differentiation exists
between star performers and non-performers. Sumair is now contemplating the
changes in the design or the implementation of the performance appraisal system
which are required to rectify the process of performance appraisal at CAA.

Answer No.5
The Selection is a process of picking the right candidate with prerequisite
qualifications and capabilities to fill the jobs in the organization. The Selection
Process can be defined as the process of selection and short-listing of the right
candidates with the necessary qualifications and skill set to fill the vacancies in an
organization. The selection process varies from industry to industry, company to
company and even amongst departments of the same company.

Selection Process in Airport Health Department Karachi

-Advertisement by FPSC: Once there is/are vacant post/s of airport health officer,
deputy or assistant airport health officer/s in the department, Federal Public Service
Commission ( FPSC ) announces the post/s in the newspapers and on the FPSC
official website.

-Receiving Applications: The candidates are required to fill in the application form
in the prescribed format. This application contains the candidate data such as age,
academic qualifications, skill sets, experience, family background and their
interest in working with the department etc.

-Screening Applications: Once the applications are received, they are screened by a
special screening committee who choose candidates from the applications to call for
written test. Applicants may be selected on special criteria like age, sex,
qualifications, work experience etc.

-Employment Test: Once the list is prepared, the qualified candidates are called
for the written test through a registered mail or e-mails. The test is conducted to
judge the suitability of the candidate for the job. Successful candidates are called
for interview.
-Employment Interview: The next step in the selection process is the employee
interview. Employment interviews are done to gain more insights about him, identify
a candidate’s skill set and ability to work in the department in detail. Purpose of an
employment interview is to find out the suitability of the candidate and to give him
an idea about the work profile and what is expected of the potential employee. An
employment interview is critical for the selection of the right people for the right
jobs. Through an interview, it is easier for the committee including FPSC and
Medical members to understand the candidate’s expectations from the job and
also his communication skills along with the confidence level can be checked at
this stage.

-Medical Examination: The medical exam is also a very important step in the
selection process. Medical exams help the department know if any of the potential
candidates are physically and mentally fit to perform their duties in their jobs.
Medical examination is done at the Civil Surgeon Office Karachi Pakistan Secretariat.
A good system of medical checkups ensures that the employee standards of health
are higher and there are fewer cases of absenteeism, accidents and employee
turnover.

-Final Selection and Appointment Letter: This is the final step in the selection
process. After the candidate has successfully passed the written test, interview and
medical examination, the employee is sent or emailed an appointment letter,
confirming his selection to the job. The appointment letter contains all the details of
the job like working hours, salary, leave allowance etc.

The candidate can be posted anywhere at the Karachi airport. There is a dispensary
working as a filter clinic for the general public and government employees. The
dispensary is also dealing with yellow fever vaccination, mandatory for passengers
travelling to South America and Africa along-with annual medical fitness for
employees working at the Karachi airport. There is also a child and maternal centre
for the females and children.

At the Jinnah Terminal, there is Health Inspection Office at the International Arrival
for screening purposes. It serves as a check-point for the prevention of
communicable diseases. The passengers who need quarantine for certain purposes
are kept at the Isolation Center.
The selected doctor can be sent to work at any of the above mentioned facility,
according to the requirement of the department. The doctor can also be
transfer/posted to any other airport within Pakistan, according to the vacant post.

Time taken in the above example is very lengthy. Time span between FPSC
advertisement and written test is almost 3-6 months. Another 2-3 months are taken
for result declaration of written test. Interviews are conducted within 1-2 months of
result declaration. For 1 seat, 4 candidates are interviewed. Persons are advised to
appear for medical examination. After medical fitness, letter is issued to successful
candidates for joining the department. It takes almost 1-2 years to complete this
whole process. In my opinion, it should not take more than 6 months to complete
the process.

Hashar Rashid

Roll No. BR570532

2nd Semester Col MPA

Autumn 2018