Human Resource Practices in Road Transport Systems-Daewoo Express Bus Service Ltd.

Project Report

Human Resource Management

Submitted To: Mr. SalmaanRahman







Submitted by:

KomalAnjum 09-4752

Acknowledgement







Thanks to Allah-The Almighty who helped us in completing this tremendous task. Then we

would like to offer our very special thanks to our respected Human Resource Management

teacher, Mr. SalmaanRahman, whose constant and untiring support helped us at every stage of

the project. Without his devoted and sincere assistance, we would never have been able to

complete this project in an organized way. Last but not the least; we would also like to offer our

thanks to the Assistant Manager Marketing of Daewoo Express Bus Service Mr. KhawajaAmmar

and the General Manager HR Mr. KhurrumMirzafor their ample cooperation and assistance, our

parents and our friends who supported us at every stage of completion of this task.









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LETTER OF TRANSMITTAL







FAST - NU



Instructor of Human Resource Management



Date: 9th December, 2011







Dear Sir,



We have pleasure in submitting our project on Daewoo Express Bus Service Ltd. The

project is based on a comparative evaluation of the HR policies and methodologies being

practiced by the company with those of the methods that we were taught in the class. By working

on our objectives and through conducting a survey and an interview with the HR Manager and

the Assistant Manager Marketing of Daewoo Express Bus Service personally, we have reached

to the results that are explained in our report.



We will be grateful if you give your precious time to study our final industry report. If you will

have any comments regarding this report, we will be obliged to have a discussion on this report.







Yours sincerely,



KomalAnjum 09-4752









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EXECUTIVE SUMMARY

Human Resource Management (HRM) is the management of an organization's employees.

Fundamentally, Human Resource Management is based on the assumption that employees are

individuals with varying goals and needs. These goals and needs should be effectively identified

by the management of the company in order to improve its employees’ productivity and

motivation toward the company. Thus, a Human Resource Management (HRM) department

plays a very crucial role in the success of any organization.



In order to better understand the importance of an HRM department in a company, we were

assigned a group project by our HRM instructor, MR. SalmaanRahman. This project was divided

into many steps. Step 1 consisted of hiring group members, who would play the role of

employees in a real-life situation. The leader/manager was responsible for hiring the employees

in accordance with the companies’ needs. For this purpose, HareemMehmood (team leader +

coordinator) hired 6 employees: AnasIrfan (researcher + Analyst), Saba Jahangir (MS Handling

Officer), Fatima Tariq (Networking + Observation + Picking notes), KomalAnjum (Researcher +

Analyst), AminaFarrukh (Planner) and MahamZulfiqar (Budget Controller + Time Manager).



Step 2 consisted of writing a team contract and deciding on the compensation issues. A budget of

PKR 10,000 (100 points) was fairly distributed to each team member, based on the nature and

complexity of the job. Thus, taking into account the compensation designed and other suggested

clauses (attendance, conflict resolution, individual performance, etc), a team contract was

written, mutually agreed upon and signed by all the employees.



In step 3, the entire team decided on the company whose HRM department would be analyzed,

Daewoo Express Bus Service Ltd in our case. Frequent visits were paid to the company to collect

information regarding their HRM department, its function and importance in the company. This

information was then compared to that taught to us in class, in order to find out the extent to

which the real-life process and strategy followed by a company differ from the theoretical kind.



Thus, each process or approach used by Daewoo EBS Ltd was compared to its respective

equivalent in the theory aspect of the book. These differences are discussed in detail in this

report.



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TABLE OF CONTENTS



LETTER OF TRANSMITTAL ................................................................................................... 3

EXECUTIVE SUMMARY .......................................................................................................... 4

LIST OF FIGURES ...................................................................................................................... 7

LIST OF TABLES ........................................................................................................................ 7

INTRODUCTION......................................................................................................................... 8

History ......................................................................................................................................... 8

Daewoo Express Bus Service ...................................................................................................... 8

INTROCUCTION TO HUMAN RESOURCE MANAGEMENT ......................................... 10

Management Functions ............................................................................................................. 10

Authorities Given to Managers ................................................................................................. 11

Goals of the Company ............................................................................................................... 11

Organizational Hierarchy .......................................................................................................... 12

Decision- Making Styles (sources of gathering information) ................................................... 13

STRATEGIC HUMAN RESOURCE MANAGEMENT ........................................................ 13

Company’s Business ................................................................................................................. 13

SWOT Analysis of Daewoo ...................................................................................................... 14

Strategic Management Strategies .............................................................................................. 14

Challenges faced by the HR Department .................................................................................. 16

JOB ANALYSIS.......................................................................................................................... 16

Uses of Job Analysis Information ............................................................................................. 16

Methods for Collecting Job Analysis Information .................................................................... 17

Quantitative Job Analysis Techniques ...................................................................................... 17

From Specialized to Enlarged Jobs ........................................................................................... 18

Steps in Job Analysis................................................................................................................. 19

Sections of a typical job description ......................................................................................... 19

Writing Job Descriptions........................................................................................................... 20

RECRUITMENT PROCESS..................................................................................................... 20

Approaches used to Forecast Personnel Needs ......................................................................... 21

Factors in Forecasting Personnel Needs.................................................................................... 21

Preferred Candidates ................................................................................................................. 21

Sources of Finding Internal Candidates .................................................................................... 21

Sources of Finding External Candidates ................................................................................... 22

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Diversified Workforce............................................................................................................... 22

Approaches Practiced in Recruitment Process .......................................................................... 22

EMPLOYEE TESTING & SELECTION ................................................................................ 22

Testing Concepts in Daewoo EBS: ........................................................................................... 23

Selection Tests for Employees .................................................................................................. 23

Work Samples & Simulations ................................................................................................... 24

Investigation of Employee Background .................................................................................... 25

EMPLOYEE INTERVIEWS ..................................................................................................... 25

Types of Employment Interviews ............................................................................................. 25

Ways to make the Interview Effective ...................................................................................... 28

Designing and Conducting the Interviews ................................................................................ 28

TRAINING & DEVELOPING EMPLOYEES ........................................................................ 28

The Purpose of Employee Orientation ...................................................................................... 29

The Orientation Process ............................................................................................................ 29

The Training Process ................................................................................................................. 29

Analyzing Training Needs and Designing the Program............................................................ 30

Implementing Training Programs ............................................................................................. 30

Implementing Management Development Programs ................................................................ 31

CONCLUSION ........................................................................................................................... 32

APPENDIXES ............................................................................................................................. 33

Appendix: A Sample of Daewoo Express Bus Service Job Description .............................. 33

Appendix: B General Questions about the Company ........................................................... 35

Appendix: C Questionnaire for the HR Department ............................................................. 36

REFERENCES ............................................................................................................................ 49









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LIST OF FIGURES

Figure 1: An interview held with the Manager ............................................................................. 10

Figure 2: Organization Hierarchal Chart ...................................................................................... 12









LIST OF TABLES

Table 1: Comparison between job analysis steps taken by the company with that of the theory . 19

Table 2: Comparison between the sections of a typical job description used by the company with

that of the theory........................................................................................................... 20

Table 3: Comparison between steps of writing job descriptions taken by the company with that

of the theory.................................................................................................................. 20

Table 4: Comparison between steps of validating a test taken by the company with that of the

theory ............................................................................................................................ 23

Table 5: Comparison between steps for background investigation of the employees taken by the

company with that of the theory ................................................................................... 25

Table 6: Comparison between steps of designing and conducting the interviews taken by the

company with that of the theory ................................................................................... 28

Table 7: Comparison between steps of training taken by the company with that of the theory ... 30









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INTRODUCTION

Sammi Daewoo Express is an inter-city bus service, providing its services to over 30

destinations across Pakistan. It is operated by a Korean company, Sammi. Its head quarter is

located in Lahore. Today, it is the most popular inter-city bus service in Pakistan.



History



A timeline of the operations and inception of Sammi Daewoo Express Ltd can be illustrated as

follows:



 December 1997 – Incorporation of the company

 April 1998 – Inauguration of Express Bus Operations

 November 1999 - Launch of City Bus Operations

 January 2004 – Taken over by Sammi Corporation, Seoul, Korea



Daewoo Express Bus Service



Sammi-Daewoo Express Bus Service is a

main operation of the company. The company

has 14 years of age and has 4100 employees.

The company provides long distance, time-

efficient bus services to all major cities across

Pakistan. With its Headquarters located

in Lahore, the company is providing its service

to almost 33 cities across Pakistan, covering

more than 40 destinations, and extending

almost to the entire Punjab, Sindh and NWFP.

The company provides direct competition against airlines, as well as the rail network. Recently,

Daewoo expanded its service to Okara-Cantt, connecting it with 9 cities.







Daewoo’s Mission Statement



“The period of our existence comprises of our march towards our vision.

Blessed with the confidence of our clients, our pace to materialize our vision

is progressive far from any signs of tiring journey. Equipped with the

courtesy of our team members, holding the tools of quality like luxury,

comfort, safety, economy and punctuality we continue to penetrate deeper

and deeper into the hearts of our clients. Our endeavor is guided by the

principles that we have to hand down to our successors such systems,

techniques and methods that lead to a world that is green in environment,

traffic flow, safety, and security.”



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Daewoo’s Vision Statement



“Sammi-Daewoo Express Bus Service operating throughout the length and

breadth of Pakistan facilitating the people to transport themselves and their

belongings to / from every nook and corner of the country.

Linking Pakistan with its neighbors and trade partners as well as providing

them with safe corridors to pass through.”





Daewoo’s Goal

Sammi Daewoo is determined to provide ample opportunities to bring people closer. Keeping in

mind our valuable customers’ needs we will launch some new routes.



We will assure the same traits of Sammi Daewoo Express Bus Service i.e. safety, punctuality,

luxury and comfort, as always. So in short:



“Planning a dream and building our future”



Sammi strives to create a balance between modern practical living and the environment resulting

in a world where people and nature co-exist in perfect harmony.









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Comparative Analysis of HR Policies and

Methodologies

On the basis of the

interview conducted with

the HR Manager and

Assistant Marketing

Manager of Daewoo

Express Bus Service we

have compared the HR

policies and the

methodologies of the

company with that of

what we have been

taught in our course of

Human resource

management. Our

findings are discussed



below. Figure 1: An interview held with the Manager









INTROCUCTION TO HUMAN RESOURCE MANAGEMENT

Management Functions

The management process has certain basic functions which are as following:



 Planning

Developing plans, forecasting, establishing goals, standards, rules, procedures,



 Leading

Motivating, maintaining morale, getting the job done



 Organizing

It includes defining jobs, departments, establishing channels of authority, communication,

and coordinating work of others.









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 Controlling

Setting standards, checking to see how actual performance compares with expected

performance, taking corrective action



 Staffing

Ensuring the right person is hired to do the right job in order to ensure that the above

functions are fulfilled.



In Daewoo EBS, the main focus is on the planning function. They use standing plans i.e. ongoing

plans, operational guidelines, set rules and policies from the top level management. The planning

time frame of Daewoo is long term because main focus is on the public sector. For instance,

Daewoo has conducted passenger opinion surveys, which was followed by a luck draw, to gather

insights from its customers about the service they are providing.







Authorities Given to Managers



1. Line authority

The authority exerted by an HR manager by directing the activities of the people in his or her

on department and in service areas.



2. Staff authority

Staff authority gives the manager the right to advise other mangers or employees or in

other wordsStaff managers are authorized to assist and advise line managers in

accomplishing basic goals. The basic functions are a line function; coordinative

functions, assist and advice functions.



Daewoo EBS practices staff authorities (to advise) as they believe that a manager is

responsible for hiring, promotion. Listening to the complaints and dealing with problems of

employees and handling conflicts of subordinates.





Goals of the Company



1. Traditional goal setting

An approach to setting goals in which top managers set goals that flow down through the

organization and becomes sub goals for each organizational areas



2. Management by objectives (MBO)

A process is setting mutually agreed upon goals and using those goals to evaluate

employee performance.





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Daewoo Express Bus Service Ltd follows the traditional goal setting i.e. the goals are set by the

top level management, also the decision-making authorities also lies in the hands of top

management, flows through the entire organization and are divided in to sub-goals for the middle

management.



Organizational Hierarchy

Following is the hierarchal chart of the company which depicts the line of authority in the

company.









Figure 2: Organization Hierarchal Chart









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Decision- Making Styles (sources of gathering information)



1. Linear thinking style

A decision-making style characterized by a person’s of using external data and facts and

processing this information through rational, logical thinking



2. Non-linear thinking style

A decision-making style characterized by a person’s preference for using internal sources of

information and processing this information with internal insights, feelings and hunches.



To gather information Daewoo EBS uses both external and internal sources i.e. both liner and

non-linear decision making styles, furthermore in this regard they have a planning and

development department for gaining information on different matters.



Employee Advocacy



The HR representatives of Daewoo strongly believe that:



“Every employee should be given value and should be rewarded.”



It’s the responsibility of HR for clearly defining how management should be treating

employees, make sure employees have the mechanisms required to contest unfair practices and

represent the interest of employees within the framework of its primary obligations to senior

management. And the same culture is followed by Daewoo EBS.





STRATEGIC HUMAN RESOURCE MANAGEMENT

Strategic human resource management means formulating and executing human resource

policies and practices that produce the employee competencies and behaviors the company

needs to achieve its strategic aims.



Daewoo explains it strategic management process as follows:



Company’s Business

Defining an organization's business in terms of what products it sell, where it sell and how its

products are different from its competitors is the first step of strategic management process.



Daewoo defines its business in following terms as



Services:Sammi-Daewoo Express Bus Service in Pakistan is dealing in bus services and

providing it, in almost whole Pakistan and now they are also opening their restaurant with the

name of Dezoon.







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Geographical locations:Sammi-Daewoo Pakistan Express Bus Service Ltd is operating its

service from 32 cities in Pakistan covering more than 42 destinations extending almost to the

entire Punjab and NWFP and in Karachi and Hyderabad.



Different from competitors: Daewoo bus services, because of its peculiar quality features

setting new standards of safety, security, reliability, luxury, comforts and regularity is distinguish

from other bus services.



SWOT Analysis of Daewoo

Ideally company begins their strategic planning by analyzing its external and internal situation.

SWOT analysis defines an organization's strengths, weakness, opportunities and threats.

Strengths and weakness comes in internal situation and opportunities and threats in external

situation.



Internal Situation of Daewoo



Strength

Company's biggest strengths are



o Customer loyalty,

o Monopoly in a positive sense

o Competitive advantages

o 274 imported buses



Weakness

There is no visible and major weakness in Daewoo Bus Service.



External Situation of Daewoo



Opportunities

o Bus services in all four provinces of Pakistan

o Bus services in neighboring countries like Afghanistan, India and China.

o More diversification in business



Threats

Company considers any other multinational bus service as it biggest and only threat.



Strategic Management Strategies

Daewoo managers are engage in all three types of strategies.



I. Corporate strategies

It is done by the top management. It defines the company’s portfolio and how it relates to each

other.





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Sammi-Daewoo Pakistan Express Bus Service Ltd’s corporate tools and strategies for making

the service successful are honest commitment to quality, integrity, responsibility, hard work and

customer oriented strategies.



a. Growth Strategies

Expansion into new products and markets by using Concentration, Vertical integration,

Horizontal Integration and Diversification strategies



Company is using diversification strategies for growth. In diversification company is using

unrelated which means of growth by merging with firms in unrelated industries where higher

financial returns are possible. Daewoo will most probably they will launch a restaurant by the

name of Dezoon nearly 15 December 2011.



b. Stability Strategies

Maintaining and stabling the status quo of business.



For maintaining and stabling the business company tries torecruit the best man for the Job, who

can rightfully fulfill his duties with full devotion and can carry Brand Image worldwide.



c. Renewal Strategies

Examining the organizational weaknesses that are leading to performance declines



Daewoo is using retrenchment renewal strategies in which company is focusing on eliminating

non-critical weaknesses and restoring strengths to overcome current performance problems.



II. Competitive Strategies

They are to build and strengthen company’s long term competitive position



a. Cost leadership

To become the low-cost leader in the industry

Daewoo services are expensive as compared to other local bus services because they are a brand

and brands are always slightly expensive.



b. Product differentiation

A firm seek to be different and unique in its industry that are valued by buyers



Daewoo is a running in monopoly market having A+ and A category passengers in which 75%

are male, 20% female and 5% children because of its peculiar quality features setting new

standards of safety, security, reliability, luxury, comforts and regularity.



c. Focus strategy

To exploit a particular market segment rather a larger market







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As mentioned by the HR manger of Daewoo company has no direct competitor and due to it they

don’t need any focus strategy.



III. Functional Strategies

The basic course of action that each department will pursue in order to attain company's

competitive goals

For HR department Daewoo's functional strategies are:



 Recruitment

 Customer retention

 Labor relations

 Policy developers and implementations





Challenges faced by the HR Department

Company as such is not facing any human resource challenges, but instead is facing a lot of

economic challenges.



The challenges company is facing are:



 Rising prices of fuel, affecting fare of tickets

 Political instability,is affecting travelling as the current situation in Karachi









JOB ANALYSIS

Job analysis is the procedure through which you determine the duties of each position and the

characteristics of the people you need to fill each position



Uses of Job Analysis Information

Job analysis provides information for job descriptions (a list of what the job entails) and job

specification (the kind of people needed for that job). This information is then further used for all

the personnel related activities carried out next – interviewing, training and appraising.



1. Recruitment and selection

This comprises of the duties (activities) required by the firm, and the human characteristics

required to perform those activities. At Daewoo Express Bus Service Ltd, we conduct the

recruitment and selection process for drivers based on the criteria of at least 10 years of

driving experience, with HTV license. The candidate for this position should be middle-

aged, between 35 and 45 years of age.









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2. Compensation

Compensation depends on the required skill and education, hazards, degree of

responsibility, etc. expected of an employee. At Daewoo EBS, employees are compensated

based on their performance. If they are able to achieve the targets and goals defined by the

management, they are compensated for their performance.



3. Training

This is another key point under job analysis. A training workshop has been designed for the

companies’ employees, especially the bus drivers and bus hostesses. This plays a crucial

role in enhancing the company’s image.



4. Performance appraisal

This refers to the comparison of actual performance to expected performance. The

company appraises its employees based on their actual performance, in comparison with

those defined by their job descriptions.



5. Legal Compliance

Employees’ criminal checks, as well as reference checks are regularly conducted by the

firm in order to meet the legal compliance expected of it.



Methods for Collecting Job Analysis Information

There are four (4) typical ways for collecting job analysis information, namely:



i. Interviews

ii. Questionnaires

iii. Observation

iv. Diary/ Log



Interviews



This is the method that is most commonly and frequently used at Daewoo Express Bus

Service Ltd to collect job analysis information.



Here, the information is collected through individual employees, groups of employees and

supervisors with knowledge of the job. Interviews may be structured (checklist) or

unstructured in nature. It is a quick and direct way of finding overlooked information

regarding a job, although this might also lead to the collection of distorted information.







Quantitative Job Analysis Techniques

There are three (3) techniques under the quantitative job analysis, including:







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a) The Position Analysis Questionnaire (PAQ)

This is a questionnaire used to collect quantifiable data concerning the duties and

responsibilities expected of a job. It usually contains 194 items that help rank the job according

to whether or not that particular element is used.



b) The Department of Labor (DOL) Procedure

This involves carrying out procedures by which different jobs can be quantitatively rated,

classified, and compared.



c) Functional Job Analysis

This technique takes into account the extent to which instructions, reasoning, judgment and

mathematical and verbal ability are necessary for performing job tasks.



Daewoo Express Bus Service Ltd focuses on the Functional Job Analysis as a quantitative job

analysis technique.





From Specialized to Enlarged Jobs

i. Job rotation



This is the process of moving a trainee from department to department, in order to broaden

his or her experience and identify strong and weak points to prepare the person for an

enhanced role with the company. It is also the systematic moving of workers from one job to

another to enhance work team performance.



At Daewoo EBS Ltd, job rotation is carried out on a quarterly basis, i.e. after every 4 months,

the trainee is placed in a new department to enhance his/her performance.



ii. Job Enlargement



This involves the assigning of additional same level activities to workers, thus increasing the

number of activities they perform.



This technique is highly practiced by Daewoo EBS Ltd. Though the company is not a large

one, the work load is high, and duties in addition to those mentioned in the job description

have to be assigned to each employee in order to get the work done.



iii. Job Enrichment



This is the redesigning of jobs in a way that increases the opportunities for the worker to

experience feelings of responsibility, achievement, growth, and recognition.









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Currently, Daewoo EBS Ltd is not practicing this technique. However, focus is being

exercised by the management to put this technique into action to increase employee

performance and productivity.



Job analysis steps taken by Daewoo: Standard Steps:

I. Use the information I. Decide how you’ll use the

information



II. Review relevant background II. Review relevant background

information information.

III. Select representative positions III. Select representative positions.



IV. Verify the job analysis information IV. Actually analyze the job

V. Develop a job description and job V. Verify the job analysis

specification information

VI. ________ VI. Develop a job description and

job specification

Table 1: Comparison between job analysis steps taken by the company with that of the theory









Steps in Job Analysis

The following results were obtained when the theoretical aspects of designing and conducting job

analysis were compared to those followed by Daewoo Express Bus Service Ltd:







The table above shows that the company focuses on only 5 steps for designing and

conducting job analysis, rather than the 6 standard steps involved in the process.





Sections of a typical job description

A job description is a written statement of what the worker actually does, how he or she does it,

and what the job’s working conditions are. The table below shows the 7 sections in a typical job

description, and those followed by Daewoo EBS Ltd.





Company’s steps Here: Typical sections in Job Description:

I. Job identification I. Job identification

II. Job Summary II. Job summary



III. Identification of III. Responsibilities and duties

Responsibilities and duties

under signed

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IV. Authorities to be assigned to IV. Authority of incumbent

the incumbent and Reporting

Protocol

V. Standard Operating V. Standards of performance

Procedures & Key

Performance Indicators

VI. Working Conditions VI. Working conditions

VII. _________ VII. Job specifications

Here again, the company follows only 6 steps rather than the 7 standard steps used in the



Table 2: Comparison between the sections of a typical job descriptionused by the company with that of the

theory



process. This helps the company to save time in writing job descriptions.





WritingJob Descriptions

There are 6 steps followed in the writing of a standard job description. However, Daewoo EBS

Ltd only follows 4 of these steps, as it helps the company to save time and resources used by the

firm for this process. Also, it helps the company to maintain simplicity of tasks, and thus a better

understanding of the processes involved.



Company steps Here: Steps in writing Job Description:

I. Decide on a Plan I. Decide on a Plan



II. Developing an Organizational II. Develop an Organization Chart

Chart

III. List down Job duties & III. Use a Job Analysis/Description

Responsibilities Questionnaire



IV. Compile the Job’s Human IV. Obtain Lists of Job Duties from O*NET

Requirements

V. _________ V. Compile the Job’s Human

Requirements from O*NET



VI. ________ VI. Complete Your Job Description



Table 3: Comparison between steps of writing job descriptions taken by the company with that of the theory



A sample of Job description of Daewoo EBS is provided in APPENDIX: A





RECRUITMENT PROCESS

Recruitment process starts with employment planning and forecasting, build pool of candidates,

applicants complete application forms, use of selection tools to screen out applicants, interview

final candidates and in the end candidate becomes employee whereas in Daewoo their

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recruitment process starts with screening interview( to check compatibility), follow with panel

interview, followed with line managers interview, send again to HR managers and then final

decision is made by CEO and directors.



Approaches used to Forecast Personnel Needs

In forecasting the personnel needs the most commonly used approach is analytical and

computerized forecasts. Analytical approach include three methods that are trend analysis

(studies variations in the firms employment level over the past years), ratio analysis (assumes

that productivity remains same) and scatter plots (shows how two variables are interrelated)

whereas computerized forecast uses the automated systems. When we conducted interview from

HR department of Daewoo they said to have used both methods analytical as well as

computerized but which ever method you use managerial judgments always play the biggest role

because employment trends keep on changing and they rarely change. Also they use human

resource information systems (HRIS) that is beneficial in determining employee’s background,

experience and skills.



Factors in Forecasting Personnel Needs

The factors that should be kept in mind while forecasting personnel needs are forecasting of

revenues and then estimating the staff required to achieve the sales volume as well as turnover

rate, technological changes, resources of the company and availability of the internal candidates.

In Daewoo the factor that they keep in mind is internal hiring and the chances of hiring from

internal candidates are 90%.



Preferred Candidates

When we questioned the department about preferring internal or external candidates they

answered internal. Recruitment of internal candidates is preferred over external because internal

candidates are very much familiar with the culture, norms and policies of the organization and

during their experience with the organization they have developed affiliation and understand it

more than anybody else and organization knows the strengths and weaknesses of their employee

as well.



Sources of Finding Internal Candidates

The two main ways for finding internal candidates are rehiring former employees and succession

planning both has their own advantages and disadvantages. In case of rehiring employees are

familiar with the organization but when they are rehired they might be less motivated and you

don’t know what they have been doing since layoff and in case of succession planning

employees are motivated but in the HR department of Daewoo they use both the processes

(rehiring and succession planning) that vary from situation to situation.









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Sources of Finding External Candidates

Sources of finding external candidates include internet, advertising (newspapers, trade and

professional journals, internet job sites, marketing programs, constructing an effective add),

employment agencies, executive recruiters (head hunters), on demand recruiters, college

recruiting, employee referrals and walk ins but in Daewoo they specifically use two methods that

are advertising through newspapers and employee referrals. The biggest advantage of using

employee referrals is that it generates a high quality candidate, that’s why this process is highly

preferred.



Diversified Workforce

Diversified workforce is given preference to work in Daewoo that are single parents, women and

minorities and old workers but they have their own pros and cons. For single parents

organization has to be more cooperative and flexible so that they don’t feel over stressed and can

manage family with job as well. In case of old workers and minorities management should focus

on avoiding age and minority bias in the work place and should understand recruitment barriers

that prevent minorities and women from applying for jobs and should make policies attractive for

old workers to remain employed.



Approaches Practiced in Recruitment Process

Two approaches are practiced in recruitment process, centralized (allow organization to apply

strategic priorities companywide) and decentralized (let each sub unit or office handle its own

recruitment). Centralized recruitment is becoming more popular because it makes it easier to

ensure uniformity and conformity to the law and also reduces cost of new HR technologies and

in Daewoo centralized recruitment is practiced.





EMPLOYEETESTING & SELECTION

This section is specifically focusing on how Daewoo EBS do employee testing & selection.



Why Careful Selection is Important?

Nothing you do at work is more important than hiring the right employees and this thought is

also shared by Daewoo EBS. Daewoo EBS’s HR Manager explained us that according to them

careful selection is important because of the following reasons:



 Performance:

As employees with right skills will do a better job for the company

 Cost:

It’s costly to recruit & hire employees; wrong person recruitment & hiring means waste

of resource.

 Legal obligations:





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Legal aspects are important as if we go for negligent hiring criminal acts of employees

can cost to the company.



Testing Concepts in Daewoo EBS:

A test is basically, a sample of a person’s behavior.



Assumptions for choosing a selection tool/test:



When we asked from Daewoo EBS HR Manager about their company’s assumption before using

a selection tool or a test; he said that consider both the reliability and the validity because of the

following reasons:



 Reliability measures the consistency of the individual taking the test. It usually yield

consistent test when person take two alternative forms of test or retake test. Furthermore

he said that those tests are usually useless which results in different score on retake of

them.

 Validity is also important because a valid test give you idea that the test is measuring

what you intend to measure. Valid test only gives you this idea.



For the above mentioned reasons we use a combination of reliability and validity.



Validating Test

We also asked HR manager of Daewoo EPS about how they validate a test?On having a

comparative analysis between Daewoo Express Service and the theoretical aspects of the

steps of validating a test we got the following results:



Company Steps Here: Standard Steps:

I. Job analysis I. Job analysis

II. Choosing the concurrent test II. Choose the Tests

III. Administer the Test III. Administer the Test

IV. Evaluate the test score IV. Relate Test Score & Criteria

V. --------------------- V. Cross-validate & Revalidate.

Table 4: Comparison between steps of validating a test taken by the company with that of the theory



This table is depicting that company is using almost all standard steps for validating a test except

from one that is cross-validate & revalidate but company is doing well and they are selecting the

right people even without going for the last step so; in short their process of validating a test is

acceptable and it is not resulting in wastage of time and discriminatory actions.



Selection Tests for Employees

We said the HR Manager of Daewoo EBS to tell us which type of tests they use for employees

selection. He was given the following options:



 Intelligence Tests



23 | P a g e

 Motor & Physical abilities Test

 Big Five Test

 Interest Inventory Test

 Achievement Tests



HR Manager said that the company usually goes for motor & physical abilities testbut nature

of these tests varies from job to job as tests for drivers varies from that of security guards and

helping boys. The company also goes for intelligence testsfor management people as being

monopoly and top most brand of bus service we try to hire best people who proves themselves

valuable for our company.



Work Samples & Simulations

With work samples, you present examinees with simulations representative of the job for which

they’re applying and evaluating their responses.



We asked the HR Manger of Daewoo whether they use the work samples & simulations. He said

they do use and he was given the following options:



 Management Assessment Centers

 Miniature Job Training & Evaluation

 Situational Testing & Video-Based Simulation



He said that they use management assessment centers.



Management Assessment Centers

A management assessment is 2 to 3 day simulation in which 10 to 12 candidates perform

realistic job tasks under the observation of experts who appraise each candidate’s leadership

potential. Typical simulated tasks include:



 The in-basket:

The candidate receives memos, letters and other notes than take an appropriate action

on them which are evaluated by trained evaluator.

 Leaderless group discussion:

A leaderless group discussion is given and then each member’s interpersonal skills,

acceptance by group, leadership ability and influence are evaluated.

 Management games:

Participants solve realistic problems as members of simulated companies.

 Individual presentation:

Trainers evaluate each person’s communication skills.

 Objective tests:

An assessment center includes tests of personality, mental ability, interests and

achievement.

 The interview:

24 | P a g e

Interview is followed to assess latter’s interests, past performances and motivation.



These all steps are also followed at Daewoo EBS management assessment center.



Investigationof Employee Background

We also asked the HR Manager about how they investigate the background of their selected

employees and we came across the following findings:



Company’s Step Here: Standard Steps:

I. Include a statement of explicitly I. Include a statement of

authorizing background check explicitly authorizing

background check

II. Rely on telephone references II. Rely on telephone references

III. Try to ask open-ended questions III. Persistence & attentiveness to

red flags improve results.

IV. Use the references offered by IV. Compare the applications to

the applicant as a source for the resume

other references

V. ------------------------- V. Try to ask open-ended

questions

VI. -------------------------- VI. Use the references offered by

the applicant as a source for

other references.

Table 5: Comparison between steps for background investigation of the employees taken by the

company with that of the theory



This implies that the company follows a very simple set of methods and techniques for the

investigatingbackground of the employees. The company follows 4 steps and omits 3rd and 4th

standard steps which apparently didn’t had any negative impact on the company yet, so this in a

sense saves time and resources for the company as the company can manage to carry out the

work effectively.





EMPLOYEE INTERVIEWS

An interview is a procedure designed to obtain information from a person through oral

responses to oral inquires.



Types of Employment Interviews

Employees typically go through several interviews during the course of employment in Daewoo

Express Bus Service Ltd; the basic types are discussed below:



1. Selection Interviews

A selection procedure designed to predict future job performance on the basis of applicant’s

oral responses to oral inquiries.







25 | P a g e

Structure of the Interview Questions

In Daewoo EBS selection interviews as per stated by the manager were structured but on the

basis of our interpretation of their styles and format of conducting the interviews, we

concluded that the selection interviews practiced in Daewoo EBS are un-structured,

nondirective & informal, and do not follow any set format. Since, most selection interviews

fall under this category.



Such interviews (are):

– May be little more than a conversation, with one topic leading to the next

– Might be a list of questions to remind interviewer about certain topics.

– Usually contains no right or wrong answers



Interview Content

Interviews are often classified on the basis of the content or the types of questions asked and

out of which situational, behavioral, and job-related questions are the most important. In

Daewoo EBS a mix of all of these is being practiced by the HR manager. Depending on the

kind of post, line of authority, and the roles and duties that the job entails, the content of the

interview questions is decided.



Types of interview Questions

The 3 basic types of interview questions are:

o Situational Interview Questions

In this, you ask the applicant to describe how they would react to a hypothetical

situation today or tomorrow.

o Behavioral interview Questions

In this, you ask the applicants to describe how they reacted to actual situations in

the past.

o Job-related interview Questions

These question focus on the relevant past job-related behaviors and experiences.

These help the interviewer to determine the candidate’s ability to handle the certain

aspects of the job and to draw conclusions about him/her.









Examples of Questions That Provide Structure



 Situational Questions:

1. Suppose a co-worker was not following standard work procedures. The co-worker

was more experienced than you and claimed the new procedure was better. Would

you use the new procedure?





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2. Suppose you were giving a sales presentation and a difficult technical question arose

that you could not answer. What would you do?

 Past Behavior Questions:

3. Based on your past work experience, what is the most significant action you have

ever taken to help out a co-worker?

4. Can you provide an example of a specific instance where you developed a sales

presentation that was highly effective?

 Background Questions:

5. What work experiences, training, or other qualifications do you have for working in a

teamwork environment?

6. What experience have you had with direct point-of-purchase sales?

 Job Knowledge Questions:

7. What steps would you follow to conduct a brainstorming session with a group of

employees on safety?

8. What factors should you consider when developing a television advertising

campaign?





Administering the Interviews

Employers administer interviews in various ways, which are:

o One-on one/Panel interview

o Sequentially/All at once

o Computerized/in-person

o Mass interviews

o Phone Interviews

o Video/Web assisted interviews

The Company uses One-on one and panel interview techniques. Here, several persons

interview the applicant, in sequence, one-on one, and then make their hiring decision.

And the interviews are unstructured sequential interviews; the interviewers

spontaneously ask the questions as they come to mind.

The Interview style is often informal and its time range is about15-20 minutes at max.





2. Appraisal Interviews

Appraisal interviews are also in practice in Daewoo EBS. There is a discussion,

following a performance appraisal, in which supervisor and employee discuss the

employee’s rating and possible remedial actions.



3. Exit Interviews

Exit interviews are conducted in Daewoo EBS when an employee leaves the company.

This interview often elicits the information about the job or related matters to the



27 | P a g e

employer that provides some insights into what’s right or wrong about the firm, and gives

the idea as to where the improvement or change might be needed.







Ways to make the Interview Effective

Daewoo EBS follows the following ways to make the interviews effective and useful:



1. Structure the interview

2. Be aware of the sorts of traits you are trying to assess

3. Beware of committing interview errors





Training provided to minimize Errors in Selection

The company takes several actions in order to avoid the errors in selections i.e., factors

affecting the interviews (such as first impressions, misunderstanding the job, candidate-order

error, non-verbal behavior and impression management, and the effect of personal

characteristics). Special training is provided to the recruiters in training workshops for this

purpose.





Designing and Conducting the Interviews

On having a comparative analysis between Daewoo Express Service and the theoretical

aspects of the steps and methods of designing and conducting the interviews we got the

following results:



Daewoo EBS Steps Here: Standard Steps:

I. Job analysis I. Job analysis

II. Rate the job’s main duties II. Rate the job’s main duties

III. Appoint the interview panel III. Create interview Questions

and conduct interviews.

IV. ------------------------ IV. Create benchmark Answers

V. ------------------------ V. Appoint the interview panel and

conduct interviews.

Table 6: Comparison between steps of designing and conducting the interviews taken by the company with that

of the theory



This implies that the company follows a very simple set of methods and techniques for selecting

and recruiting the employees. The company follows 3 steps rather than 5 steps which apparently

didn’t had any negative impact on the company yet, so this in a sense saves time and resources

for the company as the company can manage to carry out the work effectively.





TRAINING & DEVELOPING EMPLOYEES

This section is concerned with studying training & developing of employees in Daewoo EBS.

28 | P a g e

The Purpose of Employee Orientation

Employee orientation is a procedure for providing new employees with basic background

information about the firm.



Employees’ orientation is designed to provide a unique experience to the new employees. This is

also the case with the Daewoo EBS; when we asked HR Manger of Daewoo about the purpose of

Employee orientation in their company he mentioned the following purposes:



 Make the new employee feel welcome

 Give basic information to new employees to function effectively

 Help new employees in understanding the organization in broader sense

 Start the process of becoming socialized into the firm’s culture for new employees



In Daewoo EBS employee orientation is done for the standard purposes as mentioned in theory.



The Orientation Process

We asked the HR Manager of Daewoo EBS about the format of employees’ orientation whether

they follow the formal orientation or informal orientation. He said that we follow formal

employees’ orientation and give details of that.



Formal Orientation Process:

Formal orientation process details are as followed:



 The HR specialist usually performs the orientation by explaining the working hours,

benefits and vacation.

 HR specialist than introduces the new employees to the supervisor.

 The supervisor continues the orientation by explaining departments, introducing new

employees to colleges and helping to reduce the first-day jitters.

 Encourage employees to engage in activities that will enable each to “learn the ropes”

and become productive.

 This is followed with information on employees’ benefits, personnel policies, the daily

routine, safety measures and a facilities tour.



Employees get this all detail in printed form too.



The Training Process

The process of teaching new or current employees the basic skills they need to perform the jobs.



We also study the training process of Daewoo EBS in which we came across the following

findings:



Company Steps Here: Standard Steps:

I. Need analysis i.e. specify the I. Need analysis i.e. specify the

KSAs for job & compare this KSAs for job & compare this with



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with trainee’s KSAs trainee’s KSAs

II. Instructional design i.e. II. Instructional design i.e. formulate

formulate objectives, review objectives, review training content

training content & budget

III. Implement the program III. Implement the program

IV. Evaluation IV. Evaluation

Table 7: Comparison between steps of training taken by the company with that of the theory



After analyzing the findings we came across the following findings and we concluded that the

training process followed at Daewoo EPS is just similar to those standard steps mentioned in

theories.



Analyzing Training Needs and Designing the Program

We also study the process how Daewoo EBS analyze training needs and design the programs for

training. HR Manager of Daewoo EBS said that they use a combination of task analysis and

competency models for analyzing the training needs & designing the programs.



 Task Analysis

A detailed study of a job to identify the specific skills required to perform the job.

 Competency Model

A graphic model that consolidate a precise overview of the knowledge, skills and

behavior someone would need to do a job



As initial task analyses followed with competency model this is the practice followed by us.



Implementing Training Programs

We also studied the process of how Daewoo EBS implements the training programs. HR

Manager was given the following options and he chooses “on the job training” for implementing

the training programs:



 On the job training

 Job instruction training

 Programmed Learning

 Job aid



On-the-Job Training:

On-the-Job training is training a person to learn a job while working on it. Following are the

practices used by Daewoo EPS for on-the-job training purpose:



 Coaching

 Special Assignments

 Job rotation (very often)



Following process is followed by Daewoo EBS for OJT Process:



30 | P a g e

1. Prepare the Learner

2. Present the Operation

3. Do a tryout

4. Follow-up



Implementing Management Development Programs

Any attempt to improve the current or future management performance by imparting knowledge,

changing attitudes, or increasing skills.



When we asked the HR Manager of Daewoo EBS about implementation of Management

Development programs he choose managerial on the job training as compared to managerial

Off the job training.



Managerial on the job training:

Daewoo EBS follows managerial on the job training methods which include job rotation, the

coaching and action learning.



 Job rotation but very rare

A management training technique that involves moving a trainee from department to

department to broaden his/her experience & identifying week & strong points

This practice is very rarely followed at Daewoo EBS.



 Coaching / Understudy approach

Understudy relieves the executive of certain responsibilities, giving the trainee a chance

to learn the jobbut not for managers

This practice is usually practiced at Daewoo EBS.



 Action Learning

Management trainees are allowed to work fulltime analyzing & solving problems in

other departments

This is also followed on regular basis in Daewoo EBS.









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CONCLUSION

This project took great efforts on the part of the members of “MAGNIFICIENT 7”and it was a

learning experience. The task that was assigned to us was to make a comparative evaluation on

the HR policies and methodologies of any company (which we chose to be Daewoo Express Bus

Service) by Mr.SalmaanRahman really helped us in understanding our stance. During our

analysis, we found the company to be embodying the concepts and theories which we have been

taught throughout this semester under this very course. This project made us realize that the

concepts and theories of Human Resource Management are ever-present around us and as future

businessmen and businesswomen, understanding them is of prime importance.









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APPENDIXES

Appendix: A Sample of Daewoo Express Bus Service Job Description









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Job Description

Marketing Executive

Reporting to: Head of Marketing

Location: Daewoo Express Head Office - Lahore

Geographical Scope: Pakistan

Working relationship: Operations-Services - Finance





Purpose of Job:

This position is responsible for assisting in all marketing and marketing communication

activities at Daewoo Express and its subsidiaries. You will also be responsible for planning

and execution of marketing plans, strategies and promotional activities. Organizing CRM

solution of the company and its effective use for PR and other promotional activities will also

be an important aspect of your job including all related administrative and organizational

activities.





Responsibilities & key results areas:

1. Assist in managing the development and execution of brand image within the target

market

2. Assist in the Development and implementation of effective marketing plans / strategies in

accordance with brand positioning in compliance with the marketing budget

3. Build, maintain and enhance brand equity and image for Daewoo & represented brands

with agreed positioning statement

4. Assist in the execution of effective advertising and promotional campaigns through the

most appropriate media in order to ensure maximum reach to target customers

5. Arrange events and PR events to introduce or launch the brands and to receive feedback

from existing and prospective customers

6. Plan, execute and/or supervise marketing research activities for appraising various

brands and competition analysis and information

7. Manage budgets for specific campaigns in line with overall advertising budget and keep

costs in control and monitor returns on advertising costs

8. Work closely with key internal departments for implementation of the marketing plan

including; designing, production, accounts, sales and procurement. Ensure that the

distribution system portrays the brand image

9. Coordinate with external partners for implementation of the marketing strategies including

advertising agencies, media & press, outdoor advertising firms, and marketing research

organizations, etc

10. Liaise with principals and suppliers to keep an up-to-date library of marketing and

promotional material seek approvals of brand advertising where necessary

11. Develop and maintain consistent communications protocols, including newsletters,

product launch communications, case studies etc to customers, prospective customers,

architects and consultants as well as alliance partners.

12. Other ad-hoc administrative duties.



Skills Required:



 Should possess good communication and writing skills

 Strong knowledge of marketing and all its aspects

 Excellent problem solving skills and goal oriented

 Dedicated and hard-working

 Proficiency in MS Office, SPSS.

Appendix: B General Questions about the Company





Q1. What is your Hierarchical chart?



Q2. What is the size of the organization (No of overall employees?)__________



Q3. No’s of

 First-line managers (supervisors, shift managers, foremen etc.)

 Middle managers (division manager, regional manager, project leader, plant manager)

 Top manager (Chairman, CEO, president, executive Vice president)



Q4. What is your process & means of networking within & outside the organization?



Q5. The company is a proprietorship / partnership / corporate business?

Q6. Do you have any mission statement? If yes then what is it?



Q7. What is your vision statement?



Q8. Age of the organization (how old is the org?)

Q9. What is your Goal? (stated)









35 | P a g e

Appendix: C Questionnaire for the HR Department





Name of HR Manager ______________ Time Start___________

Date ______________ Time End __________







Chapter#1 Introduction to HRM

Q1. Discuss about your management process techniques i.e.

 Planning__________________________________________________________





 What is your plan Time frame (short term / Long term)?

 What sort of planning you do?

o Single use plan (The time plan to meet unique need)

o Standing plans(Ongoing Plans (Operational guidelines, rules, procedures,

policies))





 Organizing________________________________________________________



 Staffing__________________________________________________________



 Leading__________________________________________________________



 controlling_______________________________________________________



Please give brief details about it





Q2. How do you set your goals? (Who is given the decision-making authority?)

o Goals set by top managers, Flow through the organization, Divided into sub-goals

for middle managers (Traditional Goal Setting)

o Specific performance goals are jointly determined by employees and managers

(Management By Objectives (MBO) )

Q3. Which sources of information do you prefer?

o Using external data and facts - and processing this information through rational,

logical thinking (Linear thinking style)







36 | P a g e

o Using internal sources of information - and processing this

information with internal insights, feelings, and hunches (Nonlinear thinking

style)





Q4. What is the authority given to the HR manager?

o Line authority ( issuing orders) _____________________________________

o Staff authority (to advise) _________________________________________



Q5. How effective is the role of employee advocacy in your company?(how

management should be treating

employees)____________________________________________



Q6. How do you think that your company is keeping pace with the changing

environment i.e.

o Globalization trends

o Technological trends

o Trends in the nature of work

o Work force demographic trends



Q7. Which proficiency an HR manager is considered to have as the most important

from the following:

o HR proficiency

o Business proficiencies

o Leadership proficiencies





o Technological proficiencies



Chapter # 3 Strategic human resource management

Q8. Define the company’s business in terms of

– What services you are selling

_________________________________________________________________

– Your geographic location ( in which you sell it

_________________________________________________________________

– How you distinguish your service from competitors

_________________________________________________________________



Q9. Who/what do you consider your



o Threats (External)

o Opportunities (External)

37 | P a g e

o Strengths (Internal)

o Weakness (Internal)

– Resources – assets, inputs, (financial, human, etc)

– Capabilities – skills and abilities

– Core competencies – major value creating capabilities.

– Activities – operations, prime business directives





Q10. What are your strategies to obtain the goals of the company?

1. Corporate Strategies (how the business comprise and relate to each other)

(a) What is the top management’s overall plan for the entire organization?



(b) What are your strategies of expanding your org? (Growth strategy -

expansion into new products and markets)



Growth Strategy:

o Concentration(Increasing the number of products offered or markets served)

o Vertical integration (- Deals with supply chain:

 Backwards integration – become a self-supplier

 Forwards integration – become a self-distributer)

o Horizontal Integration (Combine operations with competitor in same industry

o Diversification

 Related (combining with firms in different, but related industries that are “strategic fits.”)

 Unrelated (growth by merging with firms in unrelated industries where higher financial

returns are possible.)





(c) What are your strategies to maintain your position and status? (stability

strategy)

(d) Do you have any renewal strategy? (Examining the organizational weaknesses

that are leading to performance declines)



o Either Retrenchment (focusing on eliminating non-critical weaknesses

and restoring strengths to overcome current performance problems)



o Turnaround (addresses critical long-term performance problems.

Usually involves deep cost cutting measures, and large scale

organization restructuring.)



2. Competitive strategies (how to build and strengthen company’s long term

competitive position)



38 | P a g e

a) Who do you consider your strong competitors?(Cost Leadership)

b) How do you think that your prices, Quality and availability are better than

others?(Product Differentiation)

c) How do you manage to compete with your competitors?

(Focus Strategy (to exploit a particular market segment rather a larger market))



3. Functional Strategies(the basic course of action that each department will pursue in

order to attain company's competitive goals)

For HR department:

_________________________________________________________





Q11. What strategic human resource challenges company faced?

o Economic, Socio-cultural,Political-legal, demographical, global, technological?

________________________________________________________________________



Chapter#4 Job Analysis

Q12. How well do you use the job analysis information to support several HRM

activities? (Discuss briefly)

o Recruitment and selection

________________________________________________________________

o Compensation

________________________________________________________________

o Training

________________________________________________________________

o Performance appraisal

________________________________________________________________

o Discovering Unassigned Duties

________________________________________________________________

o Legal Compliance

________________________________________________________________



Q13. What methods do you use to collect relevant background information?

o Organizational charts

o Process charts

o Job description



Q14. Which methods do you prefer using for collecting job analysis information?

– Qualitative Methods

o Interviews

o Questionnaires

o Observation

39 | P a g e

o Diary/ log



– Quantitative Methods

o The position analysis questionnaire (PAQ)

o A questionnaire used to collect quantifiable data concerning the duties

and responsibilities of various jobs.

o Usually contains 194 items that help rank the job according to whether

or not that particular element is used

o The Department of Labor (DOL) procedure

o By which different jobs can be quantitatively rated, classified, and

compared.

o Functional job analysis

o Takes into account the extent to which instructions, reasoning,

judgment, and mathematical and verbal ability are necessary for

performing job tasks.



Q15. Which steps do you undertake while designing and conducting job analysis?

(Focus mainly on the order)

Job analysis steps: Standard Steps:

I. Decide how you’ll use the

information

II. Review relevant background

information.

III. Select representative positions.



IV. Actually analyze the job

V. Verify the job analysis

information

VI. Develop a job description and

job specification





Q16. How do you write job Description?

(If possible please provide us with a sample of your job descriptions)



Company’s steps Here: Typical sections in Job Description:

VIII. VIII. Job identification



IX. IX. Job summary



X. X. Responsibilities and duties



XI. XI. Authority of incumbent







40 | P a g e

XII. XII. Standards of performance



XIII. XIII. Working conditions



XIV. XIV. Job specifications





Company steps Here: Steps in writing Job Description:

VII. VII. Decide on a Plan



VIII. VIII. Develop an Organization Chart



IX. IX. Use a Job Analysis/Description

Questionnaire



X. X. Obtain Lists of Job Duties from O*NET



XI. XI. Compile the Job’s Human Requirements

from O*NET



XII. XII. Complete Your Job Description





Q17. How often is the

 Job rotation (Moving a trainee from department to department)

 Job Enlargement (Assigning workers additional same level activities)

 Job Enrichment (Redesigning jobs in a way that increases the opportunities for the

worker





Exercised here?





Chapter # 5 Recruitment and Placement

Q18. What is your recruitment and selection process?



Company Steps Here: Standard Steps:

I. Decide what positions you’ll have to fill

I. through personnel planning and

forecasting.

II. Build a pool of candidates for these jobs

II. by recruiting internal or external

candidates.

III. Have candidates complete application

III.

formsand perhaps undergo an

41 | P a g e

initialscreening interview.

IV. Use selection techniques like tests,

IV. background investigations, and physical

exams to identify viable candidates

V. Selection: Decide who to make an offer

to, by having the supervisor and perhaps

V.

others on the team interview the

candidates.



Q19. How do you forecastthepersonnel needs?

Approach used?

I. Analytical Approach

o Trend analysis(Using the past variations in employment levels to project future

needs)

o Ratio analysis (Using ratios between a causal factor and the number of employees

needed.)

o Scatter plots (A scatter plot is a graphical method used to identify the relationship

between two variables)

II. Computerized Forecast



Q20. What factors do you consider in forecasting the personnel need?

o Supply of inside candidates

o Supply of outside candidates

o Company demographics

o Growth plans

o Turnover history

o Revenues

(In planning, the basic process of deciding personnel needs is to first forecast

revenues, and then estimate the size of the staff needed to support this sales

volume)



Q21. Which candidates do you prefer for recruitment?

o Internal/ external



Q22. What are your sources of finding internal candidatesfor hiring?

o Rehiring former employees

o Succession planning (The process of ensuring a suitable supply of successors for

current and future senior or key jobs.)



Q23. What are your sources of findingexternal candidates for hiring?

o Internet



42 | P a g e

o Advertising

– Newspapers (local and specific labor markets)

– Trade and professional journals

– Internet job sites

– Marketing programs

– Constructing an effective ad

o Employment agencies

o Executive recruiters (headhunters)

o On demand recruiting services (ODRS) (A service that provides short-term

specialized recruiting to support specific projects without the expense of retaining

traditional search firms.)

o College recruiting

o Employee referrals

o Walk-ins



Q24. Which approach do you use for forecasting supply of candidates?

o Manual

o Personnel replacement charts (Company records showing present performance

and promotability of inside candidates for the most important positions.)

o Position replacement card (A card prepared for each position in a company to

show possible replacement candidates and their qualifications.)



o Computerized

o Human Resource Information System (HRIS)(Computerized inventory of

information that can be accessed to determine employees’ background,

experience, and skills etc.)



Q25. Are the people like below are encouraged to apply for the job?

Welfare-to-

Minorities and Single parents Older workers The disabled

work

women





Q26. Which workforce is preferred to have in the company?

o Diversified employees

o Homogeneous employees



Q27. Which approach is exercised in the recruitment?

o Centralized (Allows organization to apply strategic priorities company-wide)

o Decentralized (letting each SBU or plant or office handle its own recruitment)









43 | P a g e

Chapter#6 Employee Testing & Selection

How the company test & select employee



Q28. From the following options what do you think hiring(selecting) the right employee is

important for:

 Performance (As employees with right skills will do a better job for you & the

company)

 Cost (It’s costly to recruit & hire employees; wrong person recruitment & hiring means

waste of resource)

 Legal obligations(Legal aspects are important as if u go for negligent hiring criminal

acts of employees can cost to the company)

 For all mentioned above.



Q29. Choose from the following; before using a test (or any selection tool) you

assume the test is:

o Reliable (measure consistency)

o Valid (it measures all what it’s supposed to be measuring)

o Both reliable & valid



Q30. What steps do you take for validating a test?

Company Steps Here: Standard Steps:

VI. VI. Job analysis

VII. VII. Choose the Tests

VIII. VIII. Administer the Test

IX. IX. Relate Test Score & Criteria

X. X. Cross-validate & Revalidate.



Q31. Which tests you use from the following employee selection?

o Intelligence Tests

o Motor & Physical abilities Test

o Big Five Test

o Interest Inventory Test

(Compares the person’s current interest with others in various occupations and

determine the preferred occupation for individual)

o Achievement Tests

(What someone has learned)

o Specify if any other __________________________



Q32. Which simulation tests you use for work samples (actual job tasks used in

testing applicants performance)?

o Management Assessment Centers:





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(Management candidates are asked to perform realistic tasks in

hypothetical situations & are scored on their performance)

o Situational Testing & Video-Based Simulation:

(Situational: requires examinees to respond to situations representative of

job.

Video-Based: examinees respond to video simulation of realistic job

situation)

o Miniature Job Training & Evaluation:

(Training candidates to perform several of the job’s tasks & than evaluating

the candidate performance prior to hire)

o Specify if any other __________________________

Q33. How your company checks the candidate’s background?

Company’s Step Here: Standard Steps:

VII. VII. Include a statement of explicitly

authorizing background check

VIII. VIII. Rely on telephone references

IX. IX. Persistence & attentiveness to red

flags improve results.

X. X. Compare the applications to the

resume

XI. XI. Try to ask open-ended questions

XII. XII. Use the references offered by the

applicant as a source for other

references.







Chapter#7 Employee Interviews

Classification of selection interviews



Q34. Do you conduct

 Appraisal interviews?

(Following performance appraisal; where supervisor & employee discuss the

employee’s rating and possible remedial actions)

 Exit interviews?

(When an employee leaves the firm i.e. to get insights into the rights and

wrongs about the firm)

Please give brief details about it



Q35. What is the format of selection interviews in your company? (Structure)

o Structured (directive)?

o Un-structured (non-directive)?









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Q36. What types of questions do you ask in the selection interviews?

(Interview Content)

o Situational Interview Questions

(e.g., you ask the candidate that how he would react/behave in a given situation?)



o Behavioural interview Questions

(e.g., you ask the candidate that how they reacted to the actual situations in the

past?)



o Job-related interview Questions

(e.g., you ask the questions about the past job-related behaviours /experiences)



o Stress interviews

(Making the applicant uncomfortable to spot sensitive applicants/people with

high/low stress tolerance.)



Q37. How do you conduct interviews i.e. techniques of interviewing? (Administering

interviews)

o One-on one/Panel interview

o Sequentially/All at once

o Computerized/in-person

o Mass interviews

o Phone Interviews

o Video/Web assisted interviews



Q38. Which steps do you take while designing and conducting the interviews?

Company Steps Here: Standard Steps:

VI. VI. Job analysis

VII. VII. Rate the job’s main duties

VIII. VIII. Create interview Questions

IX. IX. Create benchmark Answers

X. X. Appoint the interview panel and

conduct interviews.





Q39. What are the factors that you use to minimize errors in interviewing the

respondents?

(Errors like first impression snap judgments

Misunderstanding the job

Candidate-order error

Personal characteristics

Non-verbal behavior of applicant

Interviewer behaviours)

_____________________________________

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_____________________________________

_____________________________________

_____________________________________







Chapter#8



Training & Developing Employees

How to train & develop employees



Q40. What is the purpose of Employee Orientation in your company?

 Make the new employee feel welcome

 Give basic information to new employees to function effectively

 Help new employees in understanding the organization in broader sense

 Start the process of becoming socialized into the firm’s culture for new employees

 All mentioned above



Q41. What is the format of orientation process in your company?

o Formal Orientation

o Informal Orientation



Q42. Which steps you follow for the Training process?

Company Steps Here: Standard Steps:

V. V. Need analysis i.e. specify the KSAs

for job & compare this with trainee’s

KSAs

VI. VI. Instructional design i.e. formulate

objectives, review training content &

budget

VII. VII. Implement the program

VIII. VIII. Evaluation





Q43. How do you assess new employees training needs?

o Task Analysis

(A detailed study of a job to identify the specific skills required)

o Competency Model

(A graphic model that consolidate a precise overview of the knowledge, skills

and behavior someone would need to do a job)



Q44. How do you implement the training programs?

o On the job training

(Training a person to learn a job while working on it)

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o Job instruction training

(Listing each job’s basic tasks, along with key point)

o Programmed Learning

(A systematic method involving presenting questions, allow the person to

respond and give immediate feedback on the accuracy of answer)

o Job aid

(A set of instructions available at the job site to guide)

o Specify if any other option_________________________________



Q45. How you go for implementing management development programs?

o Managerial on the job training which includes

o Job rotation

o Coaching / Understudy approach

(Understudy relieves the executive of certain responsibilities, giving the

trainee a chance to learn the job)

o Action Learning

(Management trainees are allowed to work fulltime analyzing &

solving problems in other departments)

o Managerial Off the job training which includes

o Case study method

o Management games

o Outside seminars

o Role playing

o Specify if other__________________________________









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REFERENCES



1. KhawajaAmmar – Assistant Manager Marketing

Daewoo Express Bus Service Limited

GSM: +92 (333) 488 8203

Email: khawaja.ammar@sammi.com.pk

URL: www.daewoo.com.pk



2. Mr. KhurrumMirza– General Manager HR

Daewoo Express Bus Service Limited



3. http://www.daewoo.com.pk









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