Zulfiqar Ali roofi 10.HUMAN RESOURCE MANAGEMENT PROCESS IN ORGANIZATION 10.

1 HUMAN RESOURCE PLANNING (HRP) & FORECASTING 10.1.1HUMAN RESOURCE PLANNING PROCESS Human Resource Planning is a process by which managers ensure thatthey have the right number and kinds of people in the right places, and atthe right times, who are capable of effectively and efficiently performingassigned tasks. Human Resource Planning is defined as the process by which managementdetermines how an organization should move from its current manpowerposition to its desired manpower position. 1Meaning of human resource requirements and time and stages of requirement. 2Right Person---At Right place----At Right time. 3Human Resource Planning is also called manpower planning, personnelplanning or employment planning. 4The process of estimating the future quantity and quality of peoplerequired. 5The basis of forecast will be annual budget and long term corporateplans. 6Demand forecasting must consider several factors like 7Internal (Budget constraints, employee separations, production leveletc.) 8External (Competition, laws, change in technology). 9To asses the surplus and shortage of HR. (Downsizing). OBJECTIVE OF HRP 1To anticipate the impact of technology on jobs and HR.2To determine the level of Recruitment and Training.3To estimate the cost of HR and Housing needs of employees.4To meet the needs of expansion and diversification program. IMPORTANCE OF HRP 1Future Personnel needs exa-excess staff, VRS 2Creating highly talented personnel - upgrade 3International Strategies 4Foundation of personnel function recruitment, selection, promotions

5Resistance to change and move anywhere, anytime 6Increasing investment in human resources Foreign Assignments 10.1.2FORECASTING HR REQUIREMENTS Human Resource department of PVTC performs Human Resource planning.Human Resource planning systematically forecasts an organizations futuredemand and supply of employees. It also tells that which type of HumanResource is required? What should be their abilities and qualifications? Forthis purpose job description and job specification are defined after theanalysis of the job for which recruitment is to be done.Now the challenge is that from where this need is to be filled, and how manynumber of employees are to be hired to fulfill future demand. 10.1.3METHODS OF FORECAST HR NEEDS Forecasting is the process of estimation in unknown situations. Prediction isa similar, but more general term. Both can refer to estimation of time series,cross-sectional or longitudinal data. Usage can differ between areas of application: for example in hydrology, the terms "forecast" and "forecasting"are sometimes reserved for estimates of values at certain specific futuretimes, while the term "prediction" is used for more general estimates, suchas the number of times floods will occur over a long period. Risk anduncertainty are central to forecasting and prediction. Forecasting is used inthe practice of Customer Demand Planning in every day business forecastingfor manufacturing companies. The discipline of demand planning, alsosometimes referred to as supply chain forecasting, embraces both statisticalforecasting and a consensus process. An important, albeit often ignoredaspect of forecasting, is the relationship it holds with planning. Forecastingcan be described as what the future will look like, whereas planning predictswhat the future should look like. Time series methods Time series methods use historical data as the basis of estimating future outcomes. Rolling forecast is a projection into the future based on pastperformances, routinely updated on a regular schedule to incorporatedata. Moving average Exponential smoothing Linear prediction Trend estimation Growth curve Topics

Causal / Econometric Methods Some forecasting methods use the assumption that it is possible to identifythe underlying factors that might influence the variable that is beingforecast. For example, sales of umbrellas might be associated

with weatherconditions. If the causes are understood, projections of the influencingvariables can be made and used in the forecast. Regression analysis using linear regression or non-linear regression Autoregressive moving average (ARMA) Autoregressive integrated moving average (ARIMA) Econometrics

Judgmental Methods Judgmental forecasting methods incorporate intuitive judgments, opinionsand subjective probability estimates. Composite forecasts Surveys Delphi method Scenario building Technology forecasting Forecast by analogy

10.2 EMPLOYEE RECURITMETNT AND SELECTION DEFINITION OF RECURITMENT & SELECTION Recruitment is a process of locating, identifying, and attracting capableapplicants and selection is a process of screening job applicants to ensurethat the most appropriate candidates are hired.The procedure of recruitment and required qualifications for each cadre to beborne on the strength of Council will be determined by the management.No person shall be appointed against any post in the Council unless he/shepossesses minimum prescribed qualifications for such post. All appointments in the Council shall be subject to verification of personneldata of employees prior to or after the appointment.The employees shall be required to furnish information with regard to theirantecedents at the time of submission of their joining report to theAdministration / HR Department of PVTC / Principal of VTI.If at any stage it is found that the information provided by the employee wasincorrect, the services of such employees shall be liable for terminationwithout notice.No person shall be eligible for permanent appointment in the Council, unlesshe/she has attained the age of 18 years or is more than 55 years of age ormedically unfit.All employees of the Council will be appointed through advertisement in thepress as per approved budget. However, staff of grade S4 can be appointedwithout advertisement in the press.The Chairman may relax any recruitment clause subject to ratification by theCouncil.Initial appointments on all posts / grades (except the posts below S1

otherJunior Instructor) shall be made on the basis of examination / test to beconducted by third party or a transparent system, approved by Chairman. 10.2.1SOURCES OF CANDIDATES These are following sources are use for recruitment and selection in PunjabVocational Training Council. 10.2.1.1INTERNAL SOURCES In Punjab Vocational Training Council (PVTC) and Vocational TrainingInstitute (VTIs) following are internal sources uses for recruitment. 1.Promotion is the discretion of the management and cannot be claimedas a matter of right .2.Vacant posts of Council will be filed with existing employees aspossible who fulfill the eligibility criteria (Both Qualification andExperience) of that post to which one is being promoted. 3.Employee may be considered for promotion in the next grade based onperformance / circumstances provided they have completed aminimum of 3 years of service in the existing grade. 4.Chairman will be the competent authority to approve cases foraccelerated promotion of employees based on exceptional performance / circumstances by relaxing condition of 03 years service. 5.Employees if promoted will get promotional increase of up to 10% OR minimum of new pay scale which ever is higher to the promotedemployee. 6.Proposals for promotion of eligible employee will be considered once ina year. Total process is completed by 1st October of each year. 7.The proposal for promotion of employee will be forwarded by theimmediate supervisor to the Competent Authority of that post in whichone is being promoted on the basis of his / her performance. TheCompetent Authority will constitute a Promotion Board to review thepromotion proposals on the basis of employees annual appraisal,performance, results of in house examination/test, achievement of goals, general conduct, communication skills, pears relationship, andteam work, academic & professional qualifications and make recommendations for his consideration/approval. 8.If an employee has reached the maximum limit of his / her presentpay scale and has not been promoted to the next grade, he willcontinue to receive increment in salary according to increment policyfor the year subject to the condition that total emoluments do notexceed the maximum limit of next higher grade w.e.f. 01.07.2007. Asan example date, month and year. 10.2.1.2EXTERNAL SOURCES In Punjab Vocational Training Council (PVTC) and VTIs following are externalsources uses for recruitment. EMPLOYMENT AGENCY

PVTC does not consult any employment agency for its recruitment process. ADVERTISING MEDIA Advertisement is done through print media as Newspaper in order to attractapplicants. Especially daily Jang will be preferred for advertisement. APPLICATION FORMS Almost all organization requires job candidates to fill out an application. Theapplication might be a form on which the person gives his or her name,address, and telephone number. Or it might be a comprehensive personal history profile, detailing the persons activities, skills and accomplishments. 10.2.1.3EMPLOYMENT SELECTION PROCESS All of the process from recruitment to training is done in the main headoffice of (PVTC) in Lahore. Selection process consists of followingprocedures. POLICY It is the Council policy 1.To lay down procedures for recruitment and promotion of employees. 2.To lay down procedures to select right men for the right jobs on meritin order to attain optimum efficiency and productivity OBJECTIVE The objective of the policy is: - To establish a fair & rational system forrecruitment and promotion of employees. SELECTION BOARD/COMMITTEE

The Competent Authority may constitute the selection committee forrecruitment of employees. The recommendations of the selection committeeshall be referred to the competent authority for final selection and approval,as laid down in the Recruitment Procedure for Council Employees attachedas Annexure to regulations 1.All employees of the Council (PVTC) will be appointed throughadvertisement in the Press except grade S4. 2.The quorum for selection board will be 50% of the total member of selection board. 3.If President of selection board can not chair due to any reason, he mayrequest any member of selection board to chair the Board.

4.CHIEF OPERATIONG OFFICER (COO) COO will be selected from amongst the short listed candidates who mighthave applied in response to the advertisement. Short listing will be done byone of the members of the Council appointed for purpose by the Chairman. Appointing authority of the COO will be Chairman PVTC.Council will ratify the COO appointed by the Chairman . 5.SENIOR MANAGER, REGIONAL MANAGER & MANGERS Selection of Senior Manager, Regional Manager & Managers will be carriedout by interviewing short listed candidates who might have applied inresponse to the advertisement.Short listing will be carried out by a member (s) appointed by the COO fromamongst the PVTC staff. The appointing authority for Senior Manager, Regional Manager & Managerwill be Chairman. The selection board will normally put up two namesagainst each post to appointing authority in order of merit for appointmentfor his consideration / approval. 6.AREA MANGERS, DEPUTY MANAGER, ASSTT MANAGERS,(TECHNICAL, ACCOUNTS & ADMINISTRATION etc) Selection of Deputy Managers, Area Manager and Assistant Managers will becarried out by interviewing short listed candidates who might have applied inresponse to the advertisement.Short listing will be carried out by a member appointed by the COO fromamongst the PVTC staff.Selection Board for the employees mentioned in para 6 above will be asfollows: The appointing authority for Executive cadre will be Chairman respectively.The selection board will normally put up two names against each post toappointing authority in order of merit for appointment for his consideration/approval.

7.SUPPORT STAFF Selection of the support staff such as Supervisor, Executive Secretary, OfficeSecretary, Accountant, Computer Operator, and Telephone Operator etc.etc. will be carried out by interviewing and conducting practical test wherenecessary, of the short listed candidates. Preference will be given toMustahqeen and pass-out of VTIs for posts mentioned at serial no. 7.Short listing will be carried out by an officer nominated by the COO PVTC.Selection Board for the staff mentioned in para 7 above will be as follows: COO PVTC will be appointing authority for the posts mentioned at para 7above and normally two names will be put up for final selection.

8.SERVICE STAFF Manager Administration will be responsible for the selection and theappointment of the service staff lime Peon, Office Boy, Chowkidar, Mali etc.etc. preference will be give to Mustahqeen for those posts and can be filledwithout advertising in the press.Selection Board for the service staff will be as follows: Manager Administration PVTC will be appointing authority for the servicestaff. Two names will be put up to him for final selection for his consideration / approval. Note: After short listing appointing authority may ask the candidates for anypost to undergo written / practical test for further short listing. RECURITMENT FOR EMPLOYEES WORKING IN VTI 1.All employees working in VTIs will be appointed throughadvertisement in the Press except grade S4. 2.The quorum for selection board will be 50% of the total members of selection board. 3.If President of selection board can not preside due to any reason, hemay request any member of selection board to chair the Board. After short listing appointing authority may as the candidates for any post toundergo written / practical test for further short listing. WRITTTEN TEST In PVTC written test of all applicants is conducted by the NTS. Almost allorganization take typical written test include test of intelligence, aptitude,ability and interest depends upon nature of the job. Those applicants whoqualify are invited for an interview. The criteria of written test are changeupon nature of job. INTERVIEW Short listing is done on the basis of academic record and written test and these short listed candidates are called for an interview. Interview process isdone in the main head office PVTC at Lahore. QUESTION IN INTERVIEW 1.In interview mostly both structured and unstructured questions areasked. 2.Interviewer must be common questioning to be effective predictors. 3.No stress questions are asked.

SELECTION/MERIT LIST List of selected applicants is made on the basis of the overall merit. Everyapplicant will see the selection list of candidates on the PVTC web side. MEDICAL TEST Applicants who are selected are called for final medical test. If anyoneunfortunately is disabling to clear medical test for some serious reason he isrejected. APPOINTMENT: 1.The persons selected for appointment in the Council shall have tosignify acceptance of the terms and conditions of theirappointment by returning the duplicate copy of the letter of appointment to the Admin & HR Department of PVTC / Principalof VTI along with an attested copy of identity card and othercertificates/documents as may be required. 2.Every person offered employment with the Council shall have tosubmit a joining report at the time of resuming his duties. 3.Every employee on successful completion of the probationary period shall be issued a letter of confirmation. 4.No TA/DA shall be admissible on joining. EMPLOYEES PLACEMENT Selected employees are appointed to the position for which they are selectedat desired of Vocational Training Institute (VTI) like VTI Pakpattan or VTISahiwal near to his home station etc. APPIONTMENT OF TEMPORARY / CONTRACT The Competent Authority may appoint any person on temporary / contractbasis against regular vacancy (without following the appointmentprocedures) for a period not exceeding 180 days. However, under specialcircumstance, Chairman may employ contract employees for more than 180days and beyond 60 years of age. 10.3TRAINING AND DEVELOPMENT In the field of human resource management, training and development isthe field concerned with organizational activity aimed at bettering theperformance of individuals and groups in organizational settings. It has beenknown by several names, including employee development, human resourcedevelopment, and learning and development.The management of may depute an employee to attend and participate invarious seminars, symposia, specialized courses, studies and trainingprograms within Pakistan. The Chairman may depute an employee to attendand participate in various seminars, symposia, specialized courses, studiesand training programs outside Pakistan. It shall be incumbent on theemployee concerned to take active interest and whole-time participation inthe seminars, symposia,

specified course, study and / or training program. An employee deputed for such training is required to submit acomprehensive report on the completion of training highlighting his learningexperiences. Employees deputed by the Council to attend and undergo specialized coursesand training programs shall have to furnish and undertaking to the Councilto the effect that they shall attend the full period of course of the trainingprogram and shall, on return, remain in the service of the Council, for suchminimum period as may be specified. Failure on the part of the employee tofulfill this obligation shall render him liable to reimburse to the Council fullcost of the specialized course or the training imparted, inclusive of all travel,boarding and lodging and any other related incidental expenses. TRAINING This activity is both focused upon, and evaluated against, the job that anindividual currently holds. EDUCATION This activity focuses upon the jobs that an individual may potentially hold inthe future, and is evaluated against those jobs. DEVELOPMENT This activity focuses upon the activities that the organization employing theindividual, or that the individual is part of, may partake in the future, and isalmost impossible to evaluate.The "stakeholders" in training and development are categorized into severalclasses. The sponsors of training and development are senior managers. Theclients of training and development are business planners. Line managers are responsible for coaching, resources, and performance. The participantsare those who actually undergo the processes. The facilitators are HumanResource Management staff. And the providers are specialists in the field.Each of these groups has its own agenda and motivations, which sometimesconflict with the agendas and motivations of the others.The conflicts are the best part of career consequences are those that takeplace between employees and their bosses. The number one reason peopleleave their jobs is conflict with their bosses. And yet, as author, workplacerelationship authority, and executive coach, Dr. John Hoover points out,"Tempting as it is, nobody ever enhanced his or her career by making theboss look stupid." Training an employee to get along well with authority andwith people who entertain diverse points of view is one of the bestguarantees of long-term success. Talent, knowledge, and skill alone won'tcompensate for a sour relationship with a superior, peer, or customer. 10.3.1TRAINING NEED ASSESSMENT Human Resource is the biggest asset of any organization. PVTC placesgreat emphasis on training and development of its people and it allocatesadequate funds for this purpose. It has established a state of the artinstitute at Green Town, Lahore for the continuous training of itsManagers, Principals, Teachers, AAOs, APOs and other support staff.

Employees deputed by the Council to attend and undergo specialized coursesand training programs shall have to furnish and undertaking to the Councilto the effect that they shall attend the full period of course of the trainingprogram and shall, on return, remain in the service of the Council, for suchminimum period as may be specified. Failure on the part of the employee tofulfill this obligation shall render him liable to reimburse to the Council full cost of the specialized course or the training imparted, inclusive of all travel,boarding and lodging and any other related incidental expenses. i.No employee shall have any right or claim to a higher post or a highersalary upon his return from the aforesaid training. ii.Entire period-including journey time spent on training shall be treatedas duty with gross salary. iii.The management has the right to recall any employee deputed fortraining without assigning any reason. iv.All foreign travel on official duty requires the approval of Chairman. STAFF & TEACHER TRAINING INSTITUTE OF PVTC Newly built 4-storey institute has capacity to conduct three coursessimultaneously to train and accommodate about 75 persons at a time.Courses are designed by its competent faculty and delivered by faculty itself and guest speakers. Scholars and professionals are invited from therenowned institutions to make them share their expertise and experienceswith the participants. 10.3.2EMPLOYEE DEVELOPMENTWHAT IS EMPLOYEE DEVELOPMENT? Employee development is a joint, on-going effort on the part of an employeeand the organization for which he or she works to upgrade the employee'sknowledge, skills, and abilities. Successful employee development requires abalance between an individual's career needs and goals and the organization's need to get work done.Employee development programs make positive contributions toorganizational performance. A more highly-skilled workforce can accomplishmore and a supervisor's group can accomplish more as employees gain inexperience and knowledge.

WHY SHOULD EMPLOYEE SKILLL & ABILITIES BE DEVELOP? Employee development programs make positive contributions toorganizational performance. A more highly skilled workforce can accomplishmore as the individuals gain in experience and knowledge.In addition, retaining an employee saves the organization a great deal of money. One method of retention is to provide opportunities to develop newskills. In research conducted to assess what retained employees,development was one of the top three retention items. 1.Improve Employee Performance 2.Develop New Managers

3.Recognizing and developing high-potential employees IMPROVE EMPLOYEE PERFORMANCE We can create a customized, in-depth developmental plan for each of youremployees by pinpointing their abilities, motivations and growthopportunities. When individuals have clear expectations and learn specificstrategies for maximizing their potential and improving performance, theyfeel valued, motivated and invested in their own professional development,as well as in the growth of the company. DEVELOP NEW MANAGERS Most people in managerial positions have had little or no management experience or training before taking on their current roles. And problemsoften occur because the individual's initial expectations, as opposed to thereal responsibilities of the position, are entirely different. When people arepromoted to management positions for the first time, it is vital thatappropriate tools, techniques and guidance are provided to make asuccessful transition from being a member of the team to leading the team.Caliper can help new managers hone the skills required for makingdecisions, managing priorities, developing others, communicating effectivelyand getting projects completed through delegation. RECOGNIZING & DEVELPING HIGH POTENTIAL EMPLOYEES Pinpointing and developing high-potential employees is the main ingredientto ensuring your organization's continued success. Whether it's preparingthem for a high-level role or helping them take on more responsibilities,acknowledging your top performers will help you retain valuable employeesand set themand your companyup for future success. Caliper can workwith you to discover the competencies necessary for success in yourorganization, to conduct Three Sixties to determine who has leadershippotential and to begin development programs so your high-potentialemployees are ready take on more responsibility when you need them to. 10.4PERFORMANCE MANAGEMENT 10.4.1SETTING PERFORMANCE STANDARD & EXPECTATION The success of your business is directly related to the commitment andproductivity of the people who work in your business. And yet it is generallyrecognized that 60% of employees, or more, are underutilized in their rolesat work. So what are the factors that contribute to low performance standards and expectations? Communication, or miscommunication, is one of the major sources of lowproductivity. The messages that move between the owner, employees,managers and even customers are not understood in the same way. Oneclassic example is that business owners tend to assume that employees andmanagers see things the same way they do.

Managers tend to lower their expectations (unconsciously) so that they willnot have to confront employees. Most people dislike discussing decliningperformance with their employees, and so actively avoid having to do so byreducing heir expectations of whats required. Employees have a tendency to protect themselves from possible failure bypushing back on what is expected. They will often negotiate/bargain the jobdown to a more comfortable level. Business owners often have difficulty separating what they want done fromhow they want it done. Telling employees exactly how to achieve a certaingoal leaves no room for the employee to think or use their own initiative.Consequently they often stop trying to contribute and become sheep" justdoing what they are told. In this catch-22 situation, the owner is forced intoa position where they must constantly be telling everyone exactly what to do. Some owners may not understand the concept of person/job matching, andso have the wrong people in the wrong positions. This situation can beextremely de motivating for the employee. The owner and employee must collaborate together. They must work together on the fact that the role the employee isperforming can be improved in a way where everybody wins - the employee, the owner, and the business. When you teach the owner to collaborate withthe employee, not only does the performance go up, but so does the morale. Short term goals, or wins, must be established. 90-days is the ideal. Set specific goals for the employee in 90-day increments so that there willbe ample opportunity to monitor systems and progress, as well as toexperience wins on a routine basis. Ideally, involve the employee in this goalsetting process so they experience some control over their work. Determine the strengths required to do the job well. If the employee is going to be successful, the owner and employee mustdecide jointly what strengths are required, and how the employee is going tobe able to apply their strengths. This is where having a good match betweenthe employee and the job is so important. The boss doesn't have to figurethis out on their own - the employee will probably already know what'snecessary. Set standards, and determine HOW they will be done. Decide the standards that will apply to each activity, as well as how thestandards will be achieved. Understanding the level of performance requiredgives the employee a sense of achievement - which is one of the keyingredients to achieving performance standards? This is true for employeesat any level. Establish communication agreements. To ensure success, the owner and employee must decide at the outset howthey are going to communicate progress (and challenges) along the way.Will it be day-to-day? Week-to-week? The minimum time frame is week-to-week. Less frequent than that and it all falls apart.

The employee decides how to achieve the desired results. The owner will be present and participating for this part, but it is essentialthat the employee be leading the process in order for them to haveownership. Help the employee take responsibility for deciding how toaccomplish the results. You may need to determine if the employee has theskills and development to do this. If they don't, provide maximum guidanceto them. Get it in writing. If it is not in writing, within one to two weeks everyone will be confused anduncertain. The focus, responsibility, resources, constraints, timetables andmeasures all need to be in writing. The purpose of doing this is to make surethe owner and employee are so clear on the goals and process that there isno confusion whatsoever. It sets everyone Establish a monitoring method. Make sure you get agreement on how the performance will be monitoredand how frequently. In order for the process to go forward, the employeeneeds to agree to monitor their own performance, and the owner must agreeto sit down and review it with the employee on a pre-determined schedule.Let them know upfront that if they get busy and start canceling meetings,performance will not improve and expectations will not be met. I recommendhaving the employee keep track of their progress in writing and advise theowner weekly. A simple weekly progress update is a win-win solution andcan take as little as 5 minutes. A monthly sit-down, face-to-face meeting is amust also. BENEFITS OF SETTING PERFORMANCE STANDARDS & EXPECTATIONS Employees are energized and empowered to take ownership of theirpositions. Owners become energized and inspired, ceasing to lowerexpectations in order to avoid confrontation. The productivity of thecompany goes up. Everyone knows what is expected of them, whichprovides certainty to move forward. This process, itself, opens new channelsof communication between owners and employees. Megan Tough is director of complete potential, a leadership and HRconsultancy based in Sydney, Australia. Put simply, complete potential helps people, teams and organizations getbetter at what they do. For managers and leaders thats about improvingindividual capability and skill, getting more out of teams, and adoptingattitudes and behaviors that inspire others to do their best work. 10.4.2PERFORMANCE REPORTS WRITING PROCEDURE Every employee will be appraised on the basis of his / her performance,achievement of goals, general conduct, communication skills, pearrelationship, teamwork, and academic and professional qualifications.

1Appraisal shall primarily be done by the immediate supervisor onprescribed Performas. 2The appraisal shall be done on yearly basis for the period ending June30 for each employee. 3The process of performance appraisal shall be initiated by theAdministration / HR Department or Principal of VTI and shall becompleted within 3 week of receipt of performance appraisal formsby the respective in charge. 4While rating and employee on two extreme positions in outstanding or bad (unacceptable) the appraiser will justify by recording hiscomments giving particular instances for arriving at such conclusions. 5Competent Authority will finally approve the recommendations. 10.5EMPLOYEE COMPENSATION AND BENEFITS 10.5.1TYPES OF COMPENSATION AND BENEFITS These are the following types of compensation and benefits are in PunjabVocational Training Council. ANNUAL INCREMENT IN THE SALARY The Chairman will issue increment policy for each year (1st July 30 June)and appointing authority for the various posts will sanction annual incrementto the employees as per increment policy issued by the Chairman for thatyear. The increment annual shall accrue on 1st July each year subject to thecondition that the employee will be entitled to the increment if he/she hasrendered at least six months continues service on 30th June. The annual increment will be given to all employees as per increment policyfor the year. The increment of an employee may be withheld on account of unsatisfactory performance or on account of disciplinary action based onmisconduct and the employee shall be informed accordingly. PERFORMANCE INCREMENT The Chairman will issue increment policy for each year (1st July 30 June)and appointing authority for the various posts will sanction performanceincrement to the employees as per increment policy issued by the Chairmanfor that year. The performance increment shall accrue on 1st July each year subject to the condition that the employee will be entitled to the increment if he/she hasrendered at least six months continues service on 30th June. The performance increment will be give to the selected employees base onthe overall performance evaluated of the employee during the year as perincrement policy for the year. SPECIAL ADDITIONAL MERIT INCREMENT

The Chairman may grant special additional merit increment to any employeebased on his/her exceptional services / performance beyond the call of theduty. PROVIDENT FUND An employee after confirmation in service shall be entitled to become themember of the employee provident fund scheme of the Council. A deduction@ 10% of the basic pay shall be made from the salaries with equalcontribution for PVTC secretariat Employee from PVTC account and VTIemployee from VTI account. The administration of provident fund will be done by the trustees house inCouncil Secretariat in accordance with laid down provident fund rules /regulations approved by the Council and as permissible under income taxlaws. GROUP LIFE INSURANCE SCHEME All permanent employees will be insured under a group life scheme for theamount prescribed from time to time by the management, payable in theevent of his/her death during service in accordance with the terms & conditions of Group Life Insurance Scheme approved by the Council. Premium under this scheme shall be fully paid from PVTC & VTI accounts forPVTC Secretariat and VTI employee respectively. GROUP HEALTH INSURANCE SCHEME Under the Group Health Insurance Scheme hospitalization and other chargesfor treatment at a hospital other than food shall be provided to allpermanent employees and their families through a health insurance schemein accordance with the terms & conditions of Group Health Insurance Policy. Premium under this scheme shall be fully paid from PVTC & VTI accounts forPVTC Secretariat and VTI employee respectively and Council (PVTC) is notliable for any medical expenses other than the health insurance coverage forits employees. The Chairman is authorized to frame the health insurance policy andapproved the terms and conditions of health insurance with reputableinsurance companies subject to Council ratification. LEAVE FARE ASSISTANCE: Permanent employees shall be eligible to leave fare assistance equal to onemonth gross present salary in a calendar year for completed year of serviceprovided the employee is granted earned leave for not less than 10 days atthe time of availing the LFA. Leave fare assistance is to be availed in the same year it is granted. However, it may be accumulated for two years incase earned leave is refused due to exigency of service. The period of earned leave in any will not be less than 10 days.

10.6ORGANIZATION CAREER MANAGEMENT Career management/planning are the process of making and implementingcareer decisions. Ideally you should start the process well before your finalyear, but you can start at any stage. An effective career plan requires all the elements in the career planning. Youmay find you have already explored some of them. It really does not matterwhere you start as long as you cover all the elements. You should find the process helpful whether you have a clear vision or noideas what you want to do and you should be able to apply this processthroughout your working life. Careers service staff are keen to help, but the commitment to tackle theprocess must be yours. If you are unsure where to start we suggest youbegin with 'What I want and what I have to offer' TEN STEPS TO PLANNING YOUR CAREER 1.Develop a career plan. Think about what you want to do and find outmore about the kind of training, education, and skills you will need toachieve your career goal. 2. Assess your skills and interests. Think hard about what you enjoy,what you are good at, what kind of personality you are, and the values youhold. 3. Research occupations. Find out more about the nature of the jobs thatinterest you, such as educational requirements, salary, working conditions,future outlook, and anything else that can help you narrow your focus. 4. Compare your skills and interests with the occupations you'veselected. The career that matches your skills, interests, and personality theclosest may be the career for you. 5. Choose your career goal. Once you've decided what occupationmatches up best with you, then you can begin developing a plan to reachyour career goal. 6. Select a school that offers a college degree or training program thatbest meets your career goal and financial needs. 7. Find out about financial aid to help support you in obtaining yourcareer goal. If you haven't already done so, begin saving for college. 8. Learn about job hunting tips as you prepare to graduate or move intothe job market. 9. Prepare your resume, and practice job interviewing techniques. 10. Go to your career guidance center (at your middle school, high school,or college) or local library for additional information and help on careerplanning, or check out our Other Internet Resources.

10.6.1EMPLOYEE JOB CHANGES Employee attitudes toward job changes, Management enforced job changeand employee perceptions of the psychological contract examine employees'contractual responses to enforced job change. Some job changes may bevoluntary. You may be unhappy with your present employer. Any twoappointing authorities may authorize a lateral job change or voluntarydemotion for an employee between organizations. In PVTC the employeemay be moved to a VTI or in PVTC head office into other departmentregarding same position and same scale. Changing jobs is almost inevitable in todays workforce and is often a littlescary no matter your age or educational level. Downsizing, eliminatingpositions or company closures account for many of the changes. Accordingto the U.S. Department of Labor, workers completely change theirprofessions at least three times during their working life and change jobswithin the same profession even more frequently. Some job changes may be voluntary. You may be unhappy with yourpresent employer, or you have received additional education and/or training.In these instances, changing jobs may be eagerly anticipated because of thedecision to do something more challenging and rewarding, viewing thechange as an opportunity to advance.I nvoluntarily changing jobs is especially difficult and is the focus of this factsheet. The degree of anxiety accompanying being forced out of one job andthen having to find another is almost proportionate to the number of yearsworked. In other words, the older you are the more traumatic the jobchange can be. There are two categories of workers who involuntarily make mid career jobchanges: 1) Those that have more than 10 but less than 20 years of service. 2) Those with more than 20 years of experience. Changing the kindof work you do is a big step, takes adequate preparation, andcosts an investment of time. However,If you are in one of the two groups above, a few realities mustbe faced before moving to a new job or a new career: 1. You may be bitter about being forced into mounting a job search at atime when you feel that you should be able to enjoy job security. 2. You may feel out of touch with todays workplace technology. This isespecially true of individuals whose jobs were eliminated due to therevolutionizing of technology or a dying profession. 3. Employers may hesitate to hire an older worker because of theincreased insurance expense and their years of experience oftencommand a bigger salary.

10.7JOB CHANGES WITHIN THE ORGANIZATION These are the following points be capable to a person for promote, transferand enforce for job changes; Abilities (aptitude) Skills Interests Values (what motivates you) Personal qualities Preferred lifestyle 10.7.1PROMOTION 1.Promotion is the discretion of the management and cannot be claimedas a matter of right. 2.Vacant posts of Council will be filed with existing employees aspossible who fulfill the eligibility criteria (Both Qualification andExperience) of that post to which one is being promoted. 3.Employee may be considered for promotion in the next grade based onperformance / circumstances provided they have completed aminimum of 3 years of service in the existing grade. 4.Chairman will be the competent authority to approve cases foraccelerated promotion of employees based on exceptional performance / circumstances by relaxing condition of 03 years service. 5.Employees if promoted will get promotional increase of up to 10% OR minimum of new pay scale which ever is higher to the promotedemployee. 6.Proposals for promotion of eligible employee will be considered once ina year. Total process is completed by 1st October of each year. 7.The proposal for promotion of employee will be forwarded by theimmediate supervisor to the Competent Authority of that post in whichone is being promoted on the basis of his / her performance. TheCompetent Authority will constitute a Promotion Board to review thepromotion proposals on the basis of employees annual appraisal,performance, results of in house examination/test, achievement of goals, general conduct, communication skills, pears relationship, andteam work, academic & professional qualifications and makerecommendations for his consideration/approval. 8.If an employee has reached the maximum limit of his / her presentpay scale and has not been promoted to the next grade, he willcontinue to receive increment in salary according to increment policy

10.7.2TRANSFER Moving employees either laterally or downward; usually does not reducecosts but can reduce intra organizational supply demand imbalances. Everyemployees shall be liable to serve anywhere within the province against anypost. Transfer occurs when an employee is moved from one job to anotherposition that is relative, equal in pay, responsibility or organizational level.Employees can be transferred from one VTI to any other VTI and head office(Lahore). 10.7.3DEMOTION Demotion occurs when an employee is moved from one job to anotherposition that is lower in pay, responsibility and/or organizational level.Demotion is used as a tool of punishment, but it is temporarily.The Competent Authority will be authorized to initiate disciplinary actionagainst any employee on the basis of his own knowledge or on informationplaced before him, in accordance with PVTC Rules / Regulations and theprovisions of any law for the time being in force, applicable over the Council(PVTC) employees. The following types of punishments or any other punishment as thecompetent authority may decide on recommendations of the inquirycommittee (refer clause 7 above) depending upon the nature of each offence/charge may be imposed. i.Censure ii.Recovery of Loss. iii.Withholding/deferment of increment. iv.Demotionv.Removal from service. Vi.Early retirement. 10.7.4SEPARATIONS 10.7.4.1LAY OFF Temporary involuntary termination; may last only a few days or extended toyears. The Competent Authority will be terminate/dismiss any employees inaccordance with PVTC Rules / Regulations after gave one month notice. It isapplicable over the Council (PVTC) employees. Any employee of Council(PVTC) shall be retiring from service on attaining the age of 60 years. 10.7.4.2TERMINATION Every employee will be entitled to a service certificate on resignation /termination from service as per noted as indicated in appointment letter. Anemployee whose services are terminated on account of misconduct shall notbe entitled to any pay and other benefits. Employment of any employee whois on contract basis can be terminated on the completion of contract orcontract period.

DURING PROBATION The service of an employee may be terminated during the probation periodwithout assigning any reason by giving one month notice or salary in lieu of.

ON CONFIRMATION The service of an employee may be terminated for any reasons by givingdue notice as indicated in letter of appointment or gross salary in lieu of 3months notice period on either side except in case of clause 4 mentionedbelow.In case of a post being abolished or number of posts being reduced, effortsshall be made for adjustment; if possible, his service may be terminated bygiving due notice or salary in lieu thereof. 10.7.4.3RESIGNATION Every employee will be entitled to a service certificate on resignation /removal from service as per noted in appointment letter. Resignation of employee can terminate employment; similarly attrition can terminateemployment permanently. Employees sometimes need to leave their jobtemporarily. The reasons may include medical or educational purpose 10.7.4.4RETIREMENT According to PVTC employees service rules and regulation, all employees of Council (PVTC) shall retire from service on attaining the age of 60 years. 11.LABOR MANAGEMENT RELATION The field of labor relations looks at the relationship between managementand workers, particularly groups of workers represented by a union.Labor relations is an important factor in analyzing "varieties of capitalism",such as neo corporatism (or corporatism), social democracy, and neoliberalism (or liberalism). Labor relations can take place on many levels, such as the "shop-floor", the regional level, and the national level. The distribution of power amongstthese levels can greatly shape the way an economy functions. Another key question when considering systems of labor relations is theirability to adapt to change. This change can be technological (e.g., "What dowe do when an industry employing half the population becomes obsolete?"),economic (e.g., "How do we respond to globalization?"), or political (e.g.,"How dependent is the system on a certain party or coalition holdingpower?"). Governments set the framework for labor relations through legislation andregulation. In Australia labor relations is the commonly used term, though in recentyears the term workplace relation has also become common. This was aprominent issue in the defeat of the centre-right Howard

Liberal governmentat the 2007 federal election, who with a Senate majority had introduced theWork Choices policy. The academic discipline of labor studies is closely related to and oftenstudied and taught in conjunction with the study industrial and laborrelations in English language universities. Theoretical perspectives Industrial relations scholars have described three major theoreticalperspectives or frameworks that contrast in their understanding and analysisof workplace relations. The three views are generally known as unitarism,pluralist and radical. Each offers a particular perception of workplacerelations and will therefore interpret such events as workplace conflict, therole of unions and job regulations vary differently. The radical perspective issometimes referred to as the "conflict model", although this is somewhat ambiguous, as pluralism also tends to see conflict as inherent in workplaces.Radical theories are strongly identified with Marxist theories, although theyare not limited to these. Unitarist perspective In Unitarianism, the organization is perceived as an integrated andharmonious whole with the ideal of "one happy family", where managementand other members of the staff all share a common purpose, emphasizingmutual cooperation. Furthermore, unitarism has a paternalistic approachwhere it demands loyalty of all employees, being predominantly managerialin its emphasis and application. Consequently, trade unions are deemed as unnecessary since the loyaltybetween employees and organizations are considered mutually exclusive,where there can't be two sides of industry. Conflict is perceived as disruptiveand the pathological result of agitators, interpersonal friction andcommunication breakdown. Pluralist perspective In pluralism the organization is perceived as being made up of powerful anddivergent sub-groups, each with its own legitimate loyalties and with theirown set of objectives and leaders. In particular, the two predominant sub-groups in the pluralistic perspective are the management and trade unions. Consequently, the role of management would lean less towards enforcingand controlling and more toward persuasion and co-ordination. Trade unionsare deemed as legitimate representatives of employees; conflict is dealt bycollective bargaining and is viewed not necessarily as a bad thing and, if managed, could in fact be channeled towards evolution and positive change. Radical perspective This view of industrial relations looks at the nature of the capitalist society,where there is a fundamental division of interest between capital and labor,and sees workplace relations against this history. This perspective seesinequalities of power and economic wealth as having their roots in thenature of the capitalist economic system. Conflict is therefore seen asinevitable and trade unions are a natural

response of workers to theirexploitation by capital. Whilst there may be periods of acquiescence, theMarxist view would be that institutions of joint regulation would enhancerather than limit management's position as they presume the continuation of capitalism rather than challenge it. 12.SWOT ANALYSIS SWOT Analysis is a strategic planning method used to evaluate theStrengths, Weaknesses, Opportunities, and Threats involved in a project orin a business. SWOT is the first stage of planning and helps marketers tofocus on key issues. STRATEGY SWOT ANALYSIS DEFINITION: SWOT is an abbreviation for Strengths, Weaknesses, Opportunities andThreats. SWOT analysis is an important tool for auditing the overall strategicposition of a business and its environment. Once key strategic issues have been identified, they feed into businessobjectives, particularly marketing objectives. SWOT analysis can be used inconjunction with other tools for audit and analysis, such as PEST analysis and Porter's Five-Force analysis. It is also a very popular tool with businessand marketing students because it is quick and easy to learn. Management is responsible for planning, organizing, coordinating staffingand controlling. A strong management is the backbone of a successfulorganization. PVTC has been a successful organization in the Punjab of Pakistan. No doubt the management of PVTC has played its role in thesuccess of the organization. The problems, conclusions andrecommendations about the management of the organization are as follows:

STRENGTHS PVTC is a non profitable organization working for the development andimprovement of poor segment of the area to change their own lives bygetting skillful training and the same skill in the different factories or in themills to cover up the deficiency of untrained people for the industry of Pakistan. HR Manager acquaint with me that their organization has 148institutions throughout the Punjab and they have sound about 1000employees working in different institution and HR Manager inform me aboutthat the PVTC are provide the following yearly incentives to their employees. 1. PVTC is running a mega project of 146 VTIs successfully through outthe Punjab which are totally funded only by Zakat. 2. PVTC provides annually 25000 skilled persons to the various industries 3. PVTC allows learning skills in various 48 trades through VTIs in thePunjab. 4.PVTC is only an institution that has an objective to eliminate the poverty.

5.Service sectors at their door step. 6.Technical skill in trainees. 7.Good Management. 8.Make productive utilization of Zakat Funds for permanent rehabilitationof Mustahqeen-e-Zakat. 9.Give stipend of Rs. 500 p.m. to each Mustahiq during training and Rs.5000 as a grant at the completion of the training for purchase of tools. 10. Strive to end poverty and exploitation of Child Labor. 11Each trainee is given on-thejob training as part of the curriculum. 12. Assist in employment through placement cell. 13Use vacant /under-utilized Govt. buildings to minimize the capital cost. 14. Managed by local BOM consisting of entrepreneurs. 15. No burden on Government exchequer. WEAKNESSES 1. Absence of important skill. 2. Some trades of PVTC are not as much as fruitful due to lessacknowledgement of Market demand. 3. Jobs in PVTC are not secure as much as it should be. 4. Turnover rate is high. 5. Curriculum of PVTC is not according to the current market demands. 6. Bad Management 7. Bad criteria of placement. 8. There are not many career opportunities in the organization. Jobs which are available are not very challenging, although the company offerssubstantial monetary incentive but these incentive do not make the jobs challenging. 9. The promotion system is based on age and experience and not on performance. This is big reason due to which employees feel dissatisfied with their jobs. OPPORTUNITIES

1. Pass outs have a lot of chances to do the job where ever a technicalperson is required. 2. n pipeline PVTC has a plan to start about 100 more VTIs through outthe Punjab 3Changing task about education. 4Advance Technological. 5Poverty alleviation through skill training. 6Job preference to our trainees from others. 7Public private partnership for efficient management. 8Demand driven quality training. 9Establishment of VTIs at door-step of Mustahqeen THREATS Threats means external conditions which could do damage to the objective.These are following in PVTC. 1 Other technical institutions like TTIs and PTIs(Poly TechniqueInstitutions) are the direct competitors of the PVTC/VTIs 2. Due to financial crises in PVTC. It might be possible to close some of the VTIs 3No job safekeeping. 4Wide of the mark use of fund. 5Wrong use of authority, power, right, ability and influence. 13RECOMMENDATIONS PVTC is a non profitable organization working for the development andimprovement of poor segment of the area to change their own lives bygetting skillful training and the same skill in the different factories or in themills to cover up the deficiency of untrained people for the industry of Pakistan. Manager told that their organization has 148 institutionsthroughout the Punjab and they have round about 1,500 employees workingin different institution and Human Resource Manager tell me that theyprovide medical, insurance and yearly incentives to their employees inPunjab already mentioned above.

14REFERENCES 1Management (Robbins & Coulter, 2008)

2Labor Management Relations (Mills, 2006) 3Compensation Management (Deluca, 2007) 4PVTC Employee Regulation (2009)