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Kultur Dokumente
MANAGEMENT
Hiring Process At Sui Southern Gas Company
SUBMITTED BY:
WARDA SOOMRO
SUMERA SHAIKH
NIMRA NAZ
MAHUM SHAIKH
NOSHEEN ASHRAF
BBA-5G
Table of Contents
Acknowledgement: ....................................................................................................................................... 2
Executive summary: ...................................................................................................................................... 3
1. Company Overview: .............................................................................................................................. 4
2. Hiring process Overview: ...................................................................................................................... 7
2.1 Executive hiring: .................................................................................................................................. 8
2.2 Staff Hiring: ......................................................................................................................................... 9
3. Identifying Vacancy and evaluating needs: ........................................................................................ 10
4. Internal and External Candidates:....................................................................................................... 11
5. Job analysis: ........................................................................................................................................ 12
5.1 Pattern of Job Analysis: ..................................................................................................................... 12
5.2 Data collection method: ................................................................................................................... 13
5.2.1 Interview: ................................................................................................................................... 13
5.2.2 Observation:............................................................................................................................... 13
6. Recruitment: ....................................................................................................................................... 13
7. Testing and selection process: ............................................................................................................ 14
8. Interview: ............................................................................................................................................ 16
9. Background check: .............................................................................................................................. 17
10. Post-Hiring: ................................................................................................................................... 18
11. Diverse workforce: .......................................................................................................................... 19
12. Inadequacies and Recommendations: ............................................................................................ 20
13. References: ..................................................................................................................................... 21
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Acknowledgement:
This report wouldn’t have been possible without the support and
Ahmed, who took valuable time out of his busy schedule to accommodate
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Executive summary:
The report discusses the hiring process of Sui Southern Gas Company
(SSGC). SSGC is a public sector company and it’s the only corporation that
There are two types of hiring process in the SSGC organization. One is for
staff workers and other is for executives. The hiring process is different for
managerial job holders. Staff are known as subordinates, who hold clerical
positions.
Aptitude test.
Training
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Perform background check.
1. Company Overview:
Sui Southern Gas Company Limited (SSGCL) was found in 1954, but
362,510 million cubic feet has been supplied in a year from 2014-2015 to the
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The Managing director/ Chief Executive is nominated by the Government
majority of the shares of SSGC with the percentage of 70% of the total
the company has to be in line with public sector, public welfare and
department of SSGC, which has to align its functional strategies with the
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2. Hiring process Overview:
hire the right person for the right job at the right time. Hiring process is
SSGC involves oil, gas and energy. Their whole operations are based on
only gas industry in the two provinces, so they hardly need to market their
development.4
Organizational Development
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Leave Management
Enquiry and Discipline
Recruitment
Grievance Management
Contracts Management
Industrial Relations
Human Resource Information System (HRIS)
Transfers and Postings5
There are two types of hiring process in the SSGC organization. One is for
staff workers and other is for executives. The hiring process is different for
It also involves certain terms and conditions. The executives have to take
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year, afterwards they have to take NTS test again, and if succeeded, they
They focus on skills, education and most importantly, experience. When all
job applications are reviewed they finalized the list of candidates according
the candidates for interview who pass the test. The interview process is
gestures, postures and way of entering the room, etc. After the interviews
have been conducted, the team decides which candidate will be offered the
job and the rank order. The team will make a note which includes
application detail and interview detail of the candidates and make the
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candidates for staff positions. CBA demands SSGC to hire one child of each
and from which grade. Then before the three months following retirement,
they start looking for the alternatives or new candidates. SSGC does hiring
sporadically in a year i.e. 3 to 4 times a year. Also they don’t have a fixed
As it’s a public sector company, they have a defined and specific structure
hierarchy thus, making the need for process charts redundant as they
other alternatives.
However, they do make succession plans for top positions of the company.
SSGC’s hiring plan has quite a short term as it spans from 6 months to 1
year instead of a 5 year hiring plan. The plan is short-term because in every
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3 years they appoint new CEO, and every CEO brings in new mission, so
they don’t keep long-term plans. However, their project plans remain long-
term.
Normally, SSGC provides its employees with full and secure career and as
that year is predictable and it’s easy to replace the vacant positions with
SSGC is going into new projects related to LNG terminal. Where they need
They don’t have a specific quota for hiring the number of internal and
the same steps of hiring i.e. NTS test, interview, etc. But hiring them is cost
effective in a way, that they won’t have to pay for hiring cost, they are just
going to step-up the employees position and provide him or her with 20%
to 30% raise.
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If they look for outside candidates, it gets tediously convoluted to get
through the red tape, as they’ve to ask for permission from the
5. Job analysis:
They often lightly do the job analysis of most of their positions as their job
positions are of bureaucratic nature and are hardly ever modified. But they
do perform the job analyses of the key positions that are soon to be
vacated, they mainly focus on that. In SSGC, job description is only for the
position and Job description structure is defined by the board like 1 MD, 2
TMD, 4SGM and 35 GM. If one position is vacated, the position is still there
for filling; that position’s responsibilities are defined but they don’t need to
do job description.
They are in growth mode and expanding their business, so Job analysis is
done when they have to start new projects; they collect data about the jobs
prepare job descriptions according to the new project and measure the key
performance of the employees. And find out where they need new
employees.
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5.2 Data collection method:
5.2.1 Interview:
that the job comprises. This interview is done by the supervisor and chief
in charge at the subordinate level. While executive level and officer level
depending upon the nature of the job. SSGC ‘s Managers may conduct
5.2.2 Observation:
This method is adopted for blue collar employees like welder, meter reader
6. Recruitment:
After they identify the need for hiring, they recruit candidates from the
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renowned third party HR firms and headhunters like HRS global, Fulcrum
and ESW.
and it usually sets the ground rules for hiring, they always bargain in the
maximum numbers of new staff. SSGC’s management and CBA are usually
in a tussle as they’ve opposing views. The party with the strong backing
After reviewing the job applications, the next step is to select the candidate
best fit for the job. This includes the knowledge, skills and abilities etc.
There are three most important reasons for selecting right employee for the
organization.
Hire the employee with right skills needed for the job performance.
Hiring process should be effective because it’s costly to recruit and
hire employee.
Hire an inept person for the organization has legal consequences.
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The manager of hiring team understand several concepts of testing either
Not long ago, SSGC used to call the candidates for the job interview on
basis of their Resume only. But, several years ago they began administering
test of the candidates after evaluating their CVs and then summoning the
There are various types of test available to test the candidates. Some of
them are personality test, intelligent test, physical abilities and achievement
test, etc. But SSGC uses National aptitude test (NTS) to test the candidates.
This test was suggested by their board of directors. NTS was first
SSGC outsource their NTS test design from a company. The test help assess
almost 100 multiple choice questions related to conceptual basis and the
of the test as the test is used almost everywhere in Pakistan for hiring in
Public Sector. They check reliability and validity of the test for the potential
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test in promotion. They select and shortlist candidate on the basis of the
score. Basically testing is formality for the organization because they judge
candidate in the interview. They believe that you can judge person only
when you talk to them. Through communication you are able to know
As for staff, testing is just a formality as the management has to hire them
8. Interview:
and even on Skype. Basically it all depends upon the time and situation
that what interview they prefer at that time and at the consent of the
what the interviewee should be capable of. The aim of this approach is to
ensure that each interviewee is presented with exactly the same questions
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The interview usually involves a panel which comprises of an HR
manager, department head and the GM. The department head and division
head are checking their technical skills, and the G.M check their behavioral
Often times, they vary the types of questions they employ in their
interviews. It depends upon the job and the interviewee, as the interviewee
is qualified but nervous, so they use the appropriate tact reserved for the
situation.
They believe that the biasness, snap judgements and other interview
9. Background check:
company's reputation.
issues. The company may be liable for damages if the court determines
For example, an employee with a bad driving record should not be hired as
that is used to define any research that an employer does to find out more
10. Post-Hiring:
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After the employee is hired, they train the employee for almost 1 year.
There is no rigid time span as some employees are quick learners while
others are not. They give appropriate time to the employee to adjust to the
company’s environment and culture. As for the employees who had been
training for the job position, which is usually for a short span of time.
Unlike the new employee, they are immediately conferred all the
responsibilities of the new job position as they know that the employee is
legislation and other methods for the attainment of the fundamental rights
for the disabled persons in Pakistan. The Government set the policy of
hiring the disabled up to 3 to 4 % so they follow that and give them work
according to their skills and capabilities and treat them as they are treating
As for female workforce, they don’t have a specific quota to hire them but
they are encouraged to apply at SSGC. Despite of that there are very few
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12. Inadequacies and Recommendations:
After reviewing the hiring process, there are some inadequacies in the
Should use new testing criterion, instead of NTS and check the
Welders and Mechanics, who are subordinate staff at SSGC, are not
employee. This fear of job security may have a negative impact on the
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company and its workers. They need to cut down this long drawn
13. References:
1
http://ssgcl.blogspot.com
2
http://www.slideshare.net/muhammadhussayn110/human-resource-at-sui-southern-gas-company
3
(http://www.kellyservices.co.uk/uploadedFiles/ksdevektroncom/The%20Hiring%20Managers%20Report%20Final.
pdf
4
(same as 2)
5
(same as 1)
6
https://www.thebalance.com/steps-in-the-government-hiring-process-1669545
7
(Same as 2)
8
https://www.scribd.com/doc/33606211/Sui-Northern-Gas-Pipe-Lines-Limited
9
https://www.uni.edu/chfasoa/reliabilityandvalidity.htm)
10
https://en.wikipedia.org/wiki/National_Testing_Service#cite_note-8
11
emhttp://www.lifescript.com/well-being/articles/p/pe-employment profile.net /backgroundchecks.htmployee.
http://www. employment_background_check_what_you_should_know.aspx?
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14. Appendix:
Questionnaire:
Q#6. Do you prefer to look for inside candidates whenever there is a job
vacancy? Or you directly go looking for outside candidates? Why?
Q#7. Do you’ve a specific percentage set for hiring inside and outside
candidates? Do the percentages differ for workers and executives?
Q#8. What techniques and method your company use to forecast the supply of
inside candidates? Do you keep replacement charts or computerized skills
inventories?
Q#9. How do you make succession plans for top positions of your firm?
Q#10. How do you replace the retiring workforce of your firm?
Q#11. When you hire employees internally or through a succession plan; does it
motivate the employees of the organization? How?
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Job Analysis:
Q#12. What is your process for analyzing the job and developing a job
description and job specification?
Q#13. Do you review organization’s charts?
Q#14. Do you review process charts?
Q#15. Do you conduct interviews, administer questionnaires, observe or
administer any other method for job analysis?
Q#16. Do you have a job analysis schedule?
Q#17. Does the job description prove to be of any help during the hiring
process?
Q#18. What does your job description usually entail? Explain by giving an
example.
Recruiting:
Q#19. How do you recruit your inside candidates? Job posting, rehiring, etc?
Q#20. How do you recruit outside candidates? Through advertising, internet,
referrals, employment agencies, on-demand recruiting, etc?
Q#21. Do you hire temporary workers or outsource jobs?
Hiring process:
Q#22. What is the hiring process for a secretary, employee, laborer and a
manager? Is there any different procedure for each of them?
Q#23. Which is the most important quality your organization looks in the
candidate?
Q#24. Is hiring a joint process on behalf of your whole HR department or there
are just selective people who do the hiring?
Q#25. As it is very difficult and time consuming to review each and every job
application so how do you manage that? Is there any procedure for this?
Q#26. After reviewing the job applications on what basis you select candidate for
an interview? (skills, experience, education). Give us examples.
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Q#27. Which is the biggest challenge you face during the process of hiring?
Selection Process:
Q#28. What tests do you perform to test your candidates? Physical test, cognitive
ability test or personality test? Please specify and explain why?
Q#29. Do you check validity and reliability of the tests you administer?
Q#30. Is it important to test the personality and interests of the candidates? Do
you test those? How does this affect one’s performance at job?
Q#31. How do you select the candidate for the interview after administering the
test? Like on the basis of passing marks or the ability to answer the questions?
Q#32. What are some problems you face during the testing?
Interview:
Background Investigation:
Post-Hiring:
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Q#40. If hired, what are the three most important things you’d like the employee
to accomplish in the first year? (Translation: What problem are you trying to
solve? What’s your pain point?)
Q#41. How long does it take for a fresh employee to learn the workings of your
organization?
Diverse workforce:
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