HR Policies and Procedures of FFC

1
HUMAN RESOURCE PROCEDURES POLICIES MANAUL OF
FFC
Presented by Muhammad Zubair Sp-2015-Msc/EM/0
03 Mohammad Umer Bashir Fa-2014-Msc/EM/013 Muham
mad Akhtar Fa-2014-Msc/EM/032
Centre for Advanced Studies in Engineering
Islamabad
2
AIM

• To prepare the HR Procedures and Policies Manual
  of FFC
• To study existing HR procedures and policies
  manual in light of latest development in filed of
  HRM
• To highlight the area of improvement
  /discrepancies and to suggest the changes to be
  made for process improvement and enhance Human
  Resource Management

3
SEQUENCE OF PRESENTATION

• To prepare the HR Procedures and Policies Manual
  of FFC
• To study existing HR procedures and policies
  manual in light of latest development in filed of
  HRM
• To highlight the area of improvement
  /discrepancies and to suggest the changes to be
  made for process improvement and enhance Human
  Resource Management

4
FFC BRIEF OVERVIEW
5
VISION

• To be a leading national
• enterprise with global
• aspirations
• Effectively pursuing multiple
• growth opportunities
• Maximizing returns to
• the stakeholders
• Remaining socially and ethically
• responsible

6
MISSION

• To provide quality products in a safe, reliable
  and efficient manner
• Maximizing returns to the shareholders through
  core business and diversification
• Providing a dynamic and challenging environment
  for our employees

7
CCORE VALUES

• Excellence
• Consistency
• Compassion
• Fairness

8
HUMAN RESOURCE DIVISION AT FFC
9
KET ASPECTS
Clogged Market Share Non availability of
RD Fixed Customer Base Narrow Product
Line
State of the art Production Facilities Solid
Financial Position Brand Preference ISO
Certification
WEAKNESS
STRENGTH
OPPORTUNITY
THREAT

Gas Curtailment
Deteriorating Local Currency
Depleting Natural Gas Reserves

Less Potential for New Entrants Industrys
Resistance to Recession Horizontal as well as
Vertical Diversification
10
SCOPE
Political
Economical
Social
Technological
11
HR STRATEGY

• Farm Advisory Centers (FAC)
• Sales expansion through geographical
  diversification
• Synchronize business processes
• Keeping resource utilization at an optimum level

12
VALUE CHAIN ANALYSIS
13
VALUE CHAIN ANALYSIS
14
Modification Philosophy
QUANTATIVE ANALYSIS
Retention 3.01 2
Revenue 74.481 0.2
15
Operation and Maintenance Division- Organization
16
Operation and Maintenance Division- Organization
17
RECOMMENDATIONS
Cost above price ceiling is responsibility of
the seller
established price beyond which buyer has no
obligation to pay
Linking of financial incentives tied
to achieving agreed upon metrics
18
(No Transcript)
19
RECOMMENDATIONS
20
Striking The Critical Balance
Relationship Management
Relationship Management
Delivery Management
Delivery Management
Contract Administration
Contract Administration
21
S
Strength Solid financial position State of the
art production facilities The only DAP
manufacturer in Pakistan
W
O
Weaknesses Mature industry with clogged overall
market share Reliance on depleting natural
resource Dependency on costly logistics in the
absence of proper railway netwrok Fixed customer
base Narrow product line
Opportunities Horizontal as well as vertical
diversification Increase in product covering
Macro and Micro nutrients Growing fertilizer
demand in country Absence of substitute
products Opportunity to export fertilizer Brand
Goodwill
T
Threats Increasing trend of gas price and
curtailment Depleting natural gas reserves gas
curtailment Fluctuation in international prices
of DAP and Phosphoric Acid Domestic law and order
situation Declining international fertilizer
prices General inflation and environmental
threats
22
Recruitment

• An integral part of the staffing strategy .
• Process of screening, and selecting qualified
  people
• workforce planning,
• internal transfers,
• job descriptions,
• classification and evaluation, and
• term of appointment.

23
Objectives

• Recruiting the right employees, for the right
  positions in an efficient and effective
  manner.
• Advance planning of Staffing requirements
• Managing the employment with the required
  skills.
• New ideas and approaches
• Ensuring a diverse workforce.

24
Recruitment Policy of FFC

• FFC created a website http//careers.ffc.com.pk/ad
  /Guidebook.pdf for
• creating applicants profile and submission of
  the application.
• E-Recruitment
• both external and internal recruitment processes

25
Recruitment Policy of FFC

• Recruitment activities
• remain within the approved workforce plan.
• for non-budgeted positions need special
  approval.
• To adopt fair and consistent methods of
  recruitment and selection.
• Preference to hiring for equally qualified
  candidates
• Pakistani Nationals over non Pakistanis and
• internal candidates over externals.
• HR Department
• facilitator for the recruitment process
• Responsible for issuing of all offer letters and
  employment contracts
• Hiring Authority
• Responsible for Selection of candidates.
•  

26
Sources of Recruitment

• Internal Sources
• Retrenched Employees
• Retired Employees
• Dependent of deceased employees
• Internal Job Postings
• Promotions
• Demotions
• Moving across verticals

27
Sources of Recruitment

• External Sources
• Placement Agencies and Consultants
• Campus Recruitments
• Off-campus Recruitments
• Employees working in other organizations
• Employment Agencies
• Referrals
• Walk-Ins

28
Issues of Recruitment

• Qualified and experienced employees shortage in
  the market.
• Lack of loyalty of young talent to the
  organization.
• Pressure to offer lucrative packages and
• Huge Cost of recruitment and

29
Recruitment Strategy-Key Areas to Address

• Business Strategy
• HR Strategy
• Gap Analysis
• External Market
• Recruitment Processes

30
Hiring Procedure

• Take the written tests
• Conduct the interview

31
Hiring of Management Employees

• Purpose
• To hire competent and most suitable to fill up
  the vacant position in management cadre
• Scope
• Applicable to HR group Rawalpindi

32
Procedure

• Submission of Manpower requirement to HR group
• Comments and confirmation from OD section
• Soliciting management Approval
• Advertisement in print media
• Collecting Data for available candidates
• Entertaining the NTS cleared candidates
• Short listing of candidates
• Preliminary interviews

33
Procedure

• Instructions to all concerned for hiring
  arrangements
• Approval for call letters from Head HR.
• Final short listing with approval of Head HR
• Preparation of details of vacancies through OD
  section.
• Conducting Interviews.
• Preparation merit list for candidates
• Preparing set of documents for final interview

34
Hiring of Non Management Employees

• Purpose
• To hire competent and most suitable to fill up
  the vacant position in non management cadre
• Scope
• Hiring of Non management employees of all
  categories
• Decentralized policy
• Responsibility of Every Group/Div./Deptt
• Responsibility
• Head HR

35
Hiring of Non Management Employees

• Procedure
• Receiving application through mail
• Initiating case for hiring through Concerned Div
  and respective HR Deptt.
• Obtaining the approval of MD.
• Formation of selection board
• Advertisement
• Short listing of employees
• Call Letters

36
Training and Development of Employees

• Company conducts on-the-job training(OJT)
  programs for its employees.
• Functional programs- for expertise in respective
  domain.
• Talent Acceleration programs- improving soft
  skills
• Eligibility Criteria voluntarily by self
  nomination or when nominated by the branch
  managers.
• Duration Monthly or Quarterly or Weekly
  depending upon product and requirement.
• E-learning courses
• Career progression programs
• Leadership Development ladder

37
Training and Development of Employees

• Two ways of Training
• Internal Training
• Done by pool of experienced people
• External Training is given
• By hiring the international consultancy firm
• For two months normally.
• By experienced persons of Denmark and China
• On the job and Off the job training

38
Compensation Benefits

• Bonus(yearly)
• HRA
• Free medication
• Free pick drop
• Other Allowance(Food, mobile phone bills, etc.)

39
Performance Management

• Purpose
• Employees evaluation after six months.
• Feedback from employees.
• Record performance for rewards , annual
  increments and their growth
• Scope
• Applicable to HR Group Head Office
• Responsibility
• HR Group

40
Performance Measurement

• Procedure
• Annual Performance Appraisal Report(APAR) for
  each employee
• Assessed grades and marks after APAR
• MD finalizes grades of management employees and
• Head of HR finalizes grades
• of staff

41
Performance Measurement

• Target Achievement
• Quality of work
• Ethics used in target achievement
• Customer satisfaction

42
Motivation

• Focus on the motivation of employees to do work
  by giving them
• incentives,
• bonuses,
• pay incentives,
• promotion,
• Medical facility,
• residential facility,
• fair well,
• annual dinners and much more.

43
Motivating Employees

• Motivational training programs
• Incentives
• Recognition to employees
• Sponsored holidays for employees and their family
• Helping them in converting a prospect into a sale.

44
LEAVE POLICY

• Objective
•  
• Providing positive, productive and safe working
  environment to its employees.
• Help employees to maintain a healthy work-life
  balance by providing for and regulating their
  absence from work for rest, recreation, other
  personal reasons, sickness and hospitalization
  etc.

45
LEAVE POLICY

• General Considerations
• Leave quotas are based on a full calendar year
  i.e. from January 01 to December 31
• Leave unless specified otherwise shall be
  administered on working-day basis.
• All leave is processed/approved as specified in
  SAP Org structure (except for Special Leave).
• Any leave that extends to next year will not be
  debited from the employees next year quota and
  will be adjusted / regulated from the same year.

46
LEAVE POLICY

• General Considerations
• While on leave the employee cannot engage himself
  in any other employment or business or
  profession.
• Any employee proceeding abroad during the
  approved leave period is required to inform his/
  her respective Head of Org Unit about the
  destination, duration and contact address during
  his/ her stay abroad.
• Any unapproved absence is a serious infraction of
  company policy and should be reported to local HR
  within three working days from the date of
  absence.

47
LEAVE POLICY

• General Considerations
• While on leave the employee cannot engage himself
  in any other employment or business or
  profession.
• Recalling an employee before completion of leave
  should be discouraged. However an employee can be
  recalled before completion of leave due to
  exigencies of service with the permission of
  respective functional head.
• Only Annual leaves are cashable at the time of
  separation from Company.

48
LEAVE POLICY

• Leave Types
• Annual Leave
• Casual leave
• Sick leave
• Compensatory leave
• Maternity leave
• Family Responsibility Leave
• Family Illness Leave
• Disability Leave
• Study Leave
• Special Leave

49
LEAVE POLICY

• Annual Leave
• Annual Leave is essentially meant to provide paid
  time off to employees from daily work routine as
  per the yearly quotas.
• Annual leave for less than five working days is
  not permitted or adjustable except under special
  circumstances.
• No annual leave is permissible during the
  probation period except under compelling
  circumstances.
• Any unused quota of Annual Leave shall be carried
  forward for accumulation automatically. Ceiling
  for such an accumulation is 210 working days for
  Managers above and 120 working days for Deputy
  Managers below without any exception.

50
LEAVE POLICY

• Annual Leave
• Any period of sickness during Annual Leave shall
  not be taken as an absence on account of
  sickness but shall be counted towards the
  period of Annual Leave.
• An employee, who desires to avail annual leave
  for more number of days than his leave
  entitlement, will have to take special permission
  from his Group/Functional Head.
• Accumulated Annual Leave is cashable to employees
  upon separation from Company service.
• Advance annual leave beyond 15 days will be
  approved by the management on merit.

51
LEAVE POLICY

• Casual Leave
• Casual Leave is essentially meant to provide paid
  time off for personal commitments and emergencies
  as per yearly quota as given in the above table.
• The leave will be allowed to be taken at one time
  for a maximum period of 3 (three) working days.
  Furthermore, this leave will not be cumulative
  and cannot be prefixed or suffixed to any other
  type of leave except closed holidays.
• Casual leave is not cashable.

52
LEAVE POLICY

• Sick Leave
• Sick leave is intended to provide paid time off
  for sickness as per the yearly quota.
• An employee can avail sick leave up to two
  consecutive days without submitting any evidence
  of sickness.
• Any unused quota of sick leave gets accumulated
  up to maximum 30 days during the service.
• Sick leave is not cashable.

53
LEAVE POLICY

• Compensatory Leave
• Compensatory leave

54
LEAVE POLICY

• Maternity Leave
•  
• Regular Employees
• Maternity Leave is meant for female employees
  hired on regular basis in the Company to provide
  them with adequate paid time off for antenatal,
  postnatal and infant care.
• The leave may be granted on calendar-month basis
  to the extent required on the merit of each case
  for the first 3 months as full paid leave.
• Maternity Leave can only be availed on the
  explicit recommendations of respective Manager.
• Maternity Leave is admissible for a maximum of up
  to first 3 live deliveries during an entire
  service in the company.

55
LEAVE POLICY

• Maternity Leave
•  
• Management Trainees/ Contractual Employees
• Contractual employees will be entitled for
  un-paid maternity leave only. The leave duration,
  will however, be included in the contractual
  period and the contract term will be terminated
  according to the date of contract agreement.
• There will be no maternity leave for MTs. However
  MTs on extended training may be granted special
  leave on case to case basis.

56
LEAVE POLICY

• Family Responsibility Leave
• Employees who have been in employment with the
  employer for more than 12 months and who work for
  the same employer for at least 5 days per week is
  entitled to 3 days Family Responsibility Leave
  full pay per annum.
• Family Responsibility Leave applies when the
  employees child is born, when the employees child
  is sick, or in the event of the death of the
  employees spouse or life partner, or the
  employees parent, adoptive parent, grandparent,
  child, adopted child, grandchild or sibling. 
• Family Responsibility Leave is not cashable.

57
LEAVE POLICY

• Family Illness Leave
• Family Illness Leave is an extension of the
  benefits provided under the Family and Medical
  Leave Policy. A qualifying employee is entitled
  up to 52 weeks of leave without pay during a
  5-year period to care for the employees
  seriously ill child, spouse, or parent. Health
  benefits are not covered under Family Illness
  Leave.
• An employees eligibility for Family Illness
  Leave shall be made based on the employees
  months of service and hours of work as of the
  date the leave is to commence.

58
LEAVE POLICY

• Disability Leave 
• Employees having one year of state service are
  covered under the Short-Term Disability Plan. A
  maximum of one year of disability leave (for
  either physical or mental disability) is
  available to eligible employees.
•  
• Short-term Disability provides 50 of the
  employees salary after a 60- day waiting period
  for up to one year of the disability. Short-term
  benefits can be extended up to an additional 12
  months if the company receives the appropriate
  documentation from the employees doctor
  verifying that the medical condition will be
  resolved within the second year and can return to
  the employees usual occupation within that
  second year

59
LEAVE POLICY

• Study Leave 
• Regular, MTs, Managers and above employees are
  eligible to pursuit of higher education for
  Masters / MS / MPhil for a maximum period of 2
  years.
• Probationary, temporary, or intermittent
  employees are not eligible for educational leave.
• Educational Leave will not be granted in cases
  where management has determined that neither the
  course, nor the degree pursued, is of sufficient
  benefit to the Company.

60
LEAVE POLICY

• Special Leave
• Special Leave (either unpaid or paid) will be
  considered by the Management under special
  circumstances on the merit of each case usually
  after other leave quotas and balances have been
  fully exhausted and is permissible up to maximum
  period of two years.
• Some of the key factors to be considered in this
  regard include Companys interest, employees
  needs, performance, general conduct, and tenure
  of service.

61
LEAVE POLICY

• Special Unpaid Leave (SUL)
• Improvement of skills through certifications,
  trainings, courses of duration from 3-6 months.
• Participation in military reservist training or
  duty etc. for period exceeding 30 days.
• Extended leave during child birth when maternity
  leave has been consumed by the employee.
• Any other reason as deemed appropriate by the
  Management.
• Employees having less than five years of service
  in the company are not eligible for SUL except
  under exceptional circumstances on case to case
  basis up maximum of six months.
• Time taken for SUL shall not be counted for
  career advancement .

62
LEAVE POLICY

• Special Paid Leave (SPL)
• Special Paid leave (SPL) will only be allowed in
  exceptional circumstances after all leave quotas
  and accumulations have been consumed. An employee
  on SPL will continue to get all the benefits that
  are admissible to him/her on any other leave.