Ptcl Final Hrm

7/28/2019 Ptcl Final Hrm

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Muhammad Afzal 11-Arid-830

Group Members

M.Tufail Madni 11-Arid-842


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HR Policies and

Practices

PTCL


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Objectives

Selection Tools

Structured Employment Interview

Integrated Selection System

Performance Appraisal Instrument and Describe a Validation Strategy

Human Resource Functions


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Board Of Directors

CEO

Project Director

Marketing

&

Sales

FinanceInformation SystemCustomer Care Engineering

Quality

Assurance

Information

technology

HR

&

Admin

Organizational structure


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Selection Tools


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Selection process Managers find out whether each applicant is qualified for the

position and likely to be a good performer

Background Information

Helpful to screen out applicants who are lacking key qualifications

Determine which qualified applicants are more promising than

others

The Selection Process


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Interviews

Structured interviews where managers ask each applicant the

same job-related questions.

Unstructured interviews that resemble normal conversations.

Usually structured interviews preferred; bias is possible in

unstructured interviews.

Paper-and-Pencil Tests

Ability tests assess the extent to which applicants possess the skillsnecessary job performance

Managers must have sound evidence that the tests are good

predictors of performance



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Physical Ability Tests

Measures of dexterity, strength, and stamina for physically

demanding jobs Measures must be job related to avoid discrimination.

Performance tests

Tests that measure an applicants current ability to perform the job

or part of the job such as requiring an applicant to take typing

speed test. Assessment centers are facilities where managerial candidates are

assessed on job-related activities over a period of a few days.



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References

Knowledgeable sources who know the applicants skills, abilities,

and other personal characteristics

Many former employers are reluctant to provide negative

information



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Selection tools must be reliable and valid.

Reliability is the degree to which

the tool measures the same thingeach time it is used.

Validity is the degree to whichthe test measures what it issupposed to measure

Reliability and Validity


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Structu red In terviews

Structured

Interviews

Biographical

Interview

Behavioral

Interview

Competency

Interview

Situational

Interview


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More on Struc tured Interviews

Benefits of Structured

Interviews

Obtain consistentinformation

needed for

selection decision

More reliable andvalid than other

interview formats

Meet federal EEOguidelines for

the selection

process


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Types of Selection Interviews


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Less Struc tured In terv iews

Nondirective Interview

Quest ions are developed based on answ ers to previous quest ions .

May not obtain needed inform at ion.

In format ion obtained may no t be not jo b-related or c omparable to that

obtained from other appl icants.

Stress Interviews

Designed to create anxiety and put pressure on anapplicant to see how the person responds.


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Who Conduc ts Interv iews?

Interviewers

IndividualsIndividuals

Sequentially

Panel

Interview

Team

Interview


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Conducting an Effective Interview

Effec t ive In terv iew ing

Plan the

Interview

Control the

Interview

Questioning

Techniques


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Questions to Avoid Yes/No question s

Obvious qu estions

Quest ions that rarely pro duce a true answer

Leading quest ions

I l legal question s

Question s th at are not job related

Effec t ive In terv iew ing


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Prob lems in the In terv iew

Snap Judgments

Negative Emphasis

Halo Effect

Biases and Stereotyping

Cultural Noise

Poor

Interviewing

Techniques


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Advantages of interviews

Opportunity of probing questions

Realistic job preview: describing the job & organization

Enables face-to-face encounters: organization & team fitness

Opportunity for candidates to ask

Opportunity for candidates to assess the organization


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Disadvantages of interviews

Lack of validity & reliability in predicting performance

Rely on the skills of the interviewer (and many are poor ininterviewing)

Do not necessarily assess competence needed by theparticular job

Possibility of biased and subjective judgements


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Selection is the process of short listing only the qualifiedcandidates who are fit for the job.

PTCL has this policy of not mentioning the name of thecompany in a job advertisement.

Usually hiring takes place through outsourcing with a help of athird party.

PTCL mostly hires employees through

Pioneer Services

Seletion System


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Final selection takes place after the candidate has been

interviewed by the Manager of the department who requiresthe new employee and then the HR Manager.

On the joining day, the employee has to submit the followingdocuments to the HR Department:

Joining Report

Copies of educational and professional degrees/certificates

Reference Letter

Three copies of recent passport size photographs

Seletion System


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Strategic Human ResourceManagement

Strategic Human Resource Management

The process by which managers design the components of a HRM

system to be consistent with each other, with other elements of

organizational architecture, and with the organizations strategy

and goals.


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Strategic Human ResourceManagement

Six Sigma quality improvement plans

ensure that an organizations products and services are as free of

errors or defects as possible through a variety of human resource-

related initiatives


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Marketing Department

Finance Department

Human Resource Department

Customer Care Department

Information System Department

Engineering Department

Information Technology

Departmental Division In PTCL


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"Performance Appraisal is the systematic, periodic and impartial rating of

an employee's excellence, in matters pertaining to his present job and his

potential for a better job.

Performance Appraisal


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Trait Appraisals

Assessing subordinates on personal characteristics that are relevant tojob performance.

Disadvantages of trait appraisals

Employees with a particular trait may choose

not to use that particular trait on the job.

Traits and performance are not alwaysobviously linked

It is difficult to give feedback on traits.

Types of PerformanceAppraisal


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Behavior Appraisals

Assesses how workers perform their jobsthe actual actions andbehaviors that exhibit on the job.

Focuses on what a worker does right and wrong and providesgood feedback for employees to change their behaviors.

Results appraisals

Managers appraise performance by the results or the actual

outcomes of work behaviors



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Objective appraisals

Assesses performance based on facts (e.g., sales figures).

Subjective appraisals

Assessments based on a managers perceptions of traits, behavior,or results.

Graphic rating scales

Behaviorally anchored rating scales(BARS)

Behavior observation scales (BOS)

Forced ranking systems


Advantages of Performance


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(1) SWOT Analysis : Performance Appraisal gives a complete

idea of the employee's strength, weaknesses and based onthat their opportunities and threats.

(2) Career Planning : On the basis of one's own SWOTanalysis, an employee can have his career plans.

(3) Suitable Placement : Performance appraisal enables a

company to give suitable placement to an employee basedon their talents and skills.

Advantages of PerformanceAppraisal :


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(1) Ranking Method

(2) Paired Comparison Method

(3)Forced Distribution

(4)Forced Choice Method

(5) Check List Method

(6) Critical Incident Method

(7) Graphic Rating Scale

(8) Essay Method

(9) Field Review Method

(10) Confidential Report

(11) Person-to-Person Method

Methods of PerformanceAppraisal


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MBO (Management by Objective or Joint Target Setting) :

This method was propounded by Alfred Sloans and DonaldsonBrown in 1920s. However, it was further popularised by PeterDrucker in his book "The Practice of Management" in 1954.

Modern Methods :


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Popularity Contest

Punitive Implications

Control Relinquishment

Stereotypes

Poor Training of Raters

Performance AppraisalProblems


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Compensation


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Structured pay Plans

Increase salary once in a year

Increments are based on experience

Bonuses on performance

Allowances

Salary Plans and Incentives


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Free internet service

Free telephone facility at office and home

Transport facility

Medical facility

Accommodation facility

Facilities


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Ptcl Final Hrm

Documents

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