HRM Project Report on:

Course Title : Introduction to HRM

Submitted to : Dr.Adnan Sarwar
Submitted by :
Muhammad Usman (2015-
AG-8013)

BSCS 7th Semester

Subject:
BBA-209
(Human Resource Management
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Table of Contents :

What is HRM …………………………………………………………………..3

Importance of HRM in 21st Century ………....................................................3
Organizational Pressures ......................................................................................3
Environmental Pressures ......................................................................................3
Strong HR Leadership ..........................................................................................3
Acute Future Orientation ......................................................................................4
Flexibility & Creativity ........................................................................................4
Delivering Value ..................................................................................................4
Importance of Strategic HRM ..........................................................................4
HRM in a Changing Environment ...................................................................5
Jazz Overview .....................................................................................................7
Mission Statement.................................................................................................7
Job Analysis ………............................................................................................8
Recruitment & Selection ....................................................................................8
Training & Development ..................................................................................10
Performance Management ...............................................................................10
Compensation Management..............................................................................10
Lower Management ............................................................................................10
Middle Management …...................................................................................... 11
Upper Management I .........................................................................................11
Upper Management II ........................................................................................11
Labor Relations .................................................................................................12
Communication..................................................................................................12
Health & Safety Conditions...............................................................................12

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Conclusion.......................................................................................................... 13
Suggestions........................................................................................................ 13
References..........................................................................................................13

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What is HRM?
Human resource management (HRM or HR) is the management of human
resources. Commonly referred to as the HR Department, it is designed to maximize employee
performance in service of an employer's strategic objectives. HR is primarily concerned with the
management of people within organizations, focusing on policies and on systems. Departments
are responsible for overseeing employee-benefits design, employee recruitment, training and
development, performance appraisal, and rewarding (e.g., managing pay and benefit systems). HR
also concerns itself with organizational change and industrial relations, that is, the balancing of
organizational practices with requirements arising from collective bargaining and from
governmental laws.

HR is a product of the human relations movement of the early 20th century, when researchers
began documenting ways of creating business value through the strategic management of the
workforce. It was initially dominated by transactional work, such as payroll and benefits
administration, but due to globalization, company consolidation, technological advances, and
further research, HR as of 2018 focuses on strategic initiatives like mergers and acquisitions, talent
management, succession planning, industrial and labor relations, and diversity and inclusion.

Importance of HRM in 21st Century:

In the 21st century, challenges for any
business setup have gone hyperactive creating demanding situations, which is hard to manage
efficiently. Now, organizations are facing an unbelievable “organizational” and “environmental”
pressures with evolving HR trends. To give you a brief of what exactly organizational and
environmental influences are, the list would help:

Organizational Pressure:
• Huge changes in workforce
• Massive variations in employee priorities
• Multiple corporate associations
• New ways of assigning work
• Employee capabilities

Enviromenta Pressure:
• Expanding globalization
• Frequent technological changes
• Fierce competition

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Making the shift to a new HR role will raise unique issues for every HR group that attempts it, but
there are some common steps and activities that will increase the likelihood of success. Some of
these steps and activities are:

Strong HR Leadership:
As with any major change effort, a strong leader can develop
a clear vision, motivate others to share that vision, and help them work toward achieving it. In
order to change the role of HR in an organization, the HR leader will need to work both within the
HR group and with the organizational leaders to reshape everyone's expectations of what HR can
and will deliver. The success of the change will depend upon HR's ability to meet the real needs
of the organization and the credibility it develops.

Acute future Orientation:

One of the ways that HR can provide value is to understand
how changing environmental, organizational, and workforce factors will likely influence the
business, anticipate the associated HR needs, and be prepared to deliver appropriate solutions to
meet those needs. By maintaining a focus on workplace trends, for instance, HR can prepare to
evaluate the impact that particular changes are likely to have on an organization's people and
processes, and be prepared to work with the business leaders to decide how to respond-being ahead
of the curve, not behind it. For example, one movement that is likely to have significant impact on
the way people are hired, managed, and valued is that of intellectual capital. A "new role" HR
department is one that has learned about intellectual capital and its implications, evaluated the
impact on current practice, and developed ideas and recommendations for changing HR practice
and other business processes.

Flexibility and Creativity:

An HR group that is successful in the future will likely be
one that is responsive to the changing needs of its client organization. Responsiveness in the
changing world of work will require being flexible-as the organizations change, so will their needs
and priorities. In addition, traditional activities and processes may not be sufficient to meet the
unique needs of the future-HR leaders will likely rely on creativity of their groups to achieve
effective results. Increasing globalization of the market will create a need for both flexibility and
creativity as businesses try to succeed in new locations, with a new workforce, and with new
customers.

Delivering value:

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 Although this is not a new challenge for HR, it remains a critical one. HR
is still perceived by many within today's organizations as simply a non-revenue generating
function. It is important to make apparent the value provided by working with the management
team to hire the right people, manage them well, pay them appropriately, and build a working
environment that encourages success. Beatty and Schneier (1997) extended the concept of
delivering value within the organization by arguing that HR must deliver economic value to the
customers, as well as to employees.

Importance of Strategic HRM:

When a human resource department strategically
develops its plans for recruitment, training, and compensation based on the goals of the
organization, it is ensuring a greater chance of organizational success.
Let's think about this approach in relation to a basketball team, where Player A is the strategic HR
department, and Players B through E are the other departments within the organization. The whole
team wants to win the ball game, and they all may be phenomenal players on their own, but one
great player doesn't always win the game. If you've watched a lot of sports, you understand that
five great players won't win the game if each one of those five great players is focused on being
the MVP.

That's not how a basketball team wins, and it's not how an organization wins either. A team wins
when its members support each other and work together for a common goal. Player A, our strategic
HR department, must work with players B, C, D and E, our different organizational departments.
They must run plays that they have planned out beforehand, assist when necessary to help another
player get the basket, and compensate for the weaknesses of one in order to create a stronger team
as a whole. When a team works together to reach that common goal, only then can they be truly
successful.

You could also look at strategic HRM as the team captain or coach, as his or her responsibilities
are a little bit different from those of the other players. Human resources departments are charged
with analyzing the changes that need to occur with each 'player' or department and assisting them
in strengthening any weaknesses.

HRM in a changing Enviroment:

Changes are inevitable everywhere i.e. in our
personal life, social life, work life, in nature, in society, in universe etc. We cannot avoid changes
but we can adjust and adapt to such changes for betterment. HRM has to play a crucial role in
today’s business scenario. Today’s age is age of globalization which is characterized by intense
competition, technological innovations, consumer satisfaction, competitive advantage etc. It is the
human resource that provides impetus to business organization to deal with such complex
situations in the business world. Human Resource Management (HRM) is concerned with the
human beings in an organization. Unlike in the past, the term HRM which is quite new in its

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inception reflects a new philosophy, a new outlook, approach as well as strategy as it considers an
organization’s manpower as its valuable assets just like other tangible assets such as land, building,
machinery etc. Today people in the organization are not treated as liabilities or mere hands.

In the subject Human Resource Management, the term ‘Resources’ denotes the means which can
be drawn on Human Resources are human wealth. To be more precise, the recent terminology is
Human Capital as valuable as money (capital) another input of a business organization. Human
Resources is the sum total of inherent abilities, acquired knowledge and skills represented by the
talents and aptitudes of the employed persons in an organization. In earlier days, the role of HRM
was restricted only to limited activities as this department used to hire and fire the employees. The
role was more of record keeping type. In fact, HR department was called as “Health and Happiness
Department” in earlier days since it used to arrange for employee picnics and farewell parties after
their retirement.
Evolution of HRM is directly related to evolution of business or industry itself.
According to changing role of HRM, the terminology of the subject has also undergone changes.
In the past it was known as employment management. Then it became personnel management i.e.
during 1930s. Whereas the same subject was known as manpower management during 1960s. And
in now-a-days term, Human Resource Management became popular. The latest one in the field is
human capital management. The change in attitude of management towards labor is mostly
responsible for the changing role of HRM. Today’s labor is no more treated as commodity but as
a valuable asset. Because of this change in attitude, various concepts emerged in due course of
time such as workers’ participation in management, collective bargaining, total quality
management, employee empowerment, QWL, outsourcing, flexi time etc.

Har Dill Har Din

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Overview:
Jazz is the largest mobile network in Pakistan formed by the merger of Mobilink
and Warid. It was formerly known as Mobilink, a subsidiary of Orascom Telecom which started
its operations in 1994. However, in November 2015, it announced a merger with WaridTel
Pakistan, both companies relaunched under the 'Jazz' brand name. Both merged companies now
collectively serve 53 million subscribers in Pakistan with 37.5% of the total market share. Jazz
provides a range of services for prepaid and postpaid customers to individual and corporate clients.
Its Headquarters are located on Kohistan Road, F-8 Markaz, Islamabad and the current CEO is
Aamir Ibrahim.

Jazz has over 8500 active cell sites in the country, with over 6500 kilometers of Fiber Optic cable
laid. Huawei, Nokia-Siemens, Alcatel and ZTE are the primary vendors for networking equipment
at Jazz, including Radio Base Stations, Microwave equipment and network switches. Over 20
cities are also covered under Jazz's recently launched LTE service as well. Jazz uses Ericsson for
its intelligent networks and Acision for its SMSC. Jazz has invested over $3.9 billion in their
network.

Jazz is part of the Veon Group, an international communications and technology company driven
by a vision to unlock new opportunities for customers as they navigate the digital world. Present
in some of the world’s most dynamic markets, Veon provides more than 200 million customers
with voice, fixed broadband, data and digital services. Veon’s heritage as a pioneer in technology
is the driving force behind a major transformation focused on bringing the digital world to each
and every customer.

Veon is headquartered in Amsterdam, the Netherlands, and is traded on the NASDAQ Global
Select Market under the symbol “VIP”.

Mission Statement:
Jazz is Pakistan’s leading telecom service provider, spearheading service excellence and product
innovation in the country. With a subscriber base above 50 million and a legacy of more than 20
years, Jazz maintains market leadership through cutting-edge, integrated technology, the strongest
brands and the largest portfolio of value added services in the industry.

Housing a nation-wide network of contact centers and an unparalleled fibre optic backbone of
more than 10,000 kilometers, Jazz has already invested billions of dollars in the country to date. It
also provides uninterrupted countrywide connectivity, unmatched customer services and
international roaming in over 150 countries.

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As a responsible entity, the company passionately supports education, health and environmental
initiatives and promotes sustainable business practices. Jazz offers exclusive & personalized tariff
plans that empower customers and cater to the communication needs of a diverse group of people,
from individuals to businessmen to corporate and multinationals.

Through its innovative services and products, Jazz is set to bring about a digital revolution that
will enable and transform societies towards a more progressive Pakistan.

Job Analysis:
Jazz requires employees with various skills to meet its needs in an ever-growing
industry. Various jobs at Jazz require different sets of skills and abilities. These skills usually
include high competency, sportsmanship and problem solving. The jobs are well compensated and
include a variety of benefits. Jazz usually hires employees for these sectors:

• Business Services Division

• Commercial
• Regulatory & Corporate Affairs
• Technology
• Finance
• Human Resources & Admin
• Internal Audit
• Office of Strategy Management
• Legal Affairs

Recruitment and Selection:

Jazz recruits new employees mostly through their
web portal. Moreover, recruitment agents from Jazz personally visit university campuses across
the cities including LUMS, IBA, IMS, FAST, SEECS, GIKI, ISE etc. They conduct one to one
interviews right at the university campus. Jazz also offers internship programs for university
students and graduates alike.

Other sources of recruitment include:

• Internal Advertisement.
• Databank.
• Advertising.
• Head hunters/executive search organizations.

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 • Walk in candidates.

Recruitment & selection process at Jazz web portal consists of six steps:

Job Opening:
In this step, jobs are advertised on Jazz’s website.

Application by Candidate:
Candidates interested in the job apply by making their online profiles.

Shortlisting:
Candidates are shortlisted based on their fit.

Testing:
Shortlisted candidates are tested on their knowledge.

Line Interview:
Upon Passing the test, functional
interview is conducted.

HR Interview:
Top candidates are assessed in behavioral competency interview.

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 Aplication by Short listing
Job Opening
Candidate Candidates are shortlisted based
Jobs are Advertised
on their fit
Interested candidates apply

Testing Line Interview HR Interview

Shortlisted candidates are tested Upon passing the test functional Top candidates are assessed in
on their knowledge interview is conducted behavior competency interview

Training and Development:

Being the biggest telecom service provider in
Pakistan, Jazz is very concerned about the competitiveness of its employees. That’s why the tech
giant pays special attention to the training and development of its employees. Jazz holds training
workshops for its employees every year.

Jazz also collaborates with Coursera, the global leader in online education and learning offer high
quality leadership development courses to its employees digitally. Through this initiative, Jazz
reinforces its commitment towards building stronger leaders across the organization by enhancing
their skills through world class content designed by world’s top universities.

Moreover, all new Jazz employees are required to attend a formal orientation program within 30
days of employment, which includes:

1. Nature of business
2. History-philosophy and structure of company

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 3. Structure chain command within the company
4. Company benefit plans
5. Layout and facilities offered by the company.

Performance Management:
Few of the organizations in Pakistan use 360° feedback
method for evaluating the performance of the employees. Fortunately, Jazz is one of those. This
method is to create the fairness in evaluating the department and to build the environment of trust
in the organization.

A 360° performance appraisal is conducted on an annual basis in Jazz. The immediate supervisor
prepares an annual report and increments, promotion and bonuses are awarded on the basis of the
performance of the employees. Other than 360° feedback, Jazz also uses these performance
assessment techniques:

1. Multiperson Comparison.
2. Behavioral Anchored Rating Scales (BARS).
3. Written Essays.
4. Graphic Rating Scale.
5. Critical Incidents.

Compensation management:
Jazz, like other organizations has three levels of management. Their
pay & packages are as under.

Lower Management:
1. Basic Pay (unknown/confidential).
2. Utilities (food, cell phone connection and monthly allowance).
3. Transport facilities (only for females).
4. Annual Increment.
5. Subsidized rate (discount at company products).

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Middle Management:
1. Basic Pay (unknown/confidential).
2. House rent.
3. Utilities (food, cell phone connection and monthly allowance).
4. Transport facilities.
5. Annual Increment.
6. Medical allowance.
7. Subsidized rate (discount at company products).
8. Cell phone (Blackberry).
9. Training & Development.
10. Promotions.

Upper Management:
1. Basic Pay.
2. Annual Increment.
3. Annual Bonus.
4. Medical allowance.
5. Car (limited fuel & maintenance).
6. Utilities (food, cell phone connection and monthly allowance).
7. Cell Phone (Black berry).
8. Laptop.
9. Training & Development.
10. Life insurance.
11. Promotions.
12. Subsidized rate (discount at company products).

Upper Management (director & VP):

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 1. Basic Pay.
2. Annual Increment.
3. Annual Bonus.
4. Car (unlimited fuel & maintenance).
5. House.
6. Cell phone (Blackberry +postpaid connection).
7. Laptop.
8. Training & Development.
9. Promotion.
10. Medical Allowance.
11. Life Insurance.
12. International Trips.
13. Social Clubs Memberships.

The annual increment is subjected to the annual performance appraisal results. Therefore, this
increment varies from individual to individual working on same position in same department or
other.

Labor Relations:
It is the company policy to ensure that the required standards of
performance and conduct are maintained. The disciplinary procedure is intended only as a
statement of Company policy and management guidelines. It does not form part of the contract of
employment or otherwise have contractual effect.

In case of insubordination or breach of discipline, Jazz holds the right to take the following
measures, which will remain upon the employee's personal file indefinitely, but will normally be
disregarded for disciplinary purposes after the following periods:

• Stage 1 - Verbal warning: 03 months.

• Stage 2 - Written warning: 06 months.
• Stage 3 - Final written warning: 12 months.
• Stage 4 – Dismissal.

Jazz is highly aware of how to motivate its employees in the best way. This can be judged by the
enthusiasm and good spirit that its employees show in performing their jobs. There is a well-
devised system that Jazz follows for the purpose of motivation of its labor. It includes both
financial and nonfinancial rewards.

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Communication:
Jazz has about 4500 permanent employees. Moreover, 500 internees and
probationers also work at Jazz. Among them, approximately 5% are managers and 40% are
operatives. Rest are either contractual or are not directly involved in core business. Jazz has very
strong communication with its employees. Besides, Jazz’s pyramidal organization structure helps
to keep employees in check and allows better communication between the employees and
management.

Health & Safety Condition:

There is no need for such measures at Jazz as most of the
jobs do not expose employees to health hazards and are not such that require safety measures.
However, Jazz does provide security to its employees and outsiders are required to fulfill various
safety measures before entering the premises of a Jazz building.

Conclusions:
To conclude, Jazz has a strong HR system. That’s the reason it is hard to find
discrepancies in what management says, what policies state and what employees say. There are
some minor disaccords which can be adjusted with little effort.

Suggestions:
To establish core competence and to bring competitiveness, Jazz should
implement numerous effective plans to improve the performance of its various departments.
Supervisors must manage employee performance well in order for Jazz to accomplish its mission
and achieve its goals.

References:

1. "Benefits of Human Capital Management". Emptrust. Retrieved 8 August 2017.

2. Johnason, P. (2009). HRM in changing organizational contexts. In D. G. Collings & G.
Wood (Eds.), Human resource management: A critical approach (pp. 19-37). London:
Routledge.

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3. Collings, D. G., & Wood, G. (2009). Human resource management: A critical approach. In
D. G. Colligs & G. Wood (Eds.), Human resource management: A critical approach (pp.
1-16). London: Routledge.
4. Paauwe, J., & Boon, C. (2009). Strategic HRM: A critical review. In D. G. Collings, G.
Wood (Eds.) & M.A. reid, Human resource management: A critical approach (pp. 38-54).
London: Routledge.
5. Klerck, G. (2009). "Industrial relations and human resource management". In D. G.
Collings & G. Wood (Eds.), Human resource management: A critical approach (pp. 238-
259). London: Routledge.
6. Beatty, R. W., & Schneier, C. E. (1997). New human resource roles to impact
organizational performance: From "partners" to "players." In D. Ulrich, M. R. Losey, and
G.
Lake (Eds.), Tomorrow's HR management: 48 thought leaders call for change. Boston:
Harvard Business School Press.
7. Johnson, H. E. (1997). "Don't send me one of those typical human resource people": A true
life adventure story. In D. Ulrich, M. R. Losey, and G. Lake (eds.), Tomorrow's HR
management: 48 thought leaders call for change. Boston: Harvard Business School Press.
8. Ulrich, D. (1997). Human resource champions: the next agenda for adding value and
delivering results. Boston: Harvard Business School Press.
9. Junaidi, Ikram (2017). "Mobilink, Warid become Jazz after merger". Dawn.com.
10. Ali, Samana (January 9, 2017). "Don't call me Mobilink, I am Jazz now".
11. "Our Business Network Advantage - Jazz"
12. http://jobs.jazz.com.pk/content.php?ulid=1601-recruitment-process – Jazz Recruitment
Process
13. https://propakistani.pk/2017/07/21/jazz-partners-coursera-transformational-
leadershiptraining-courses/
14. Hamza Amjad - Associate Staffing & Compensation at Jazz HQ

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