Enhancing Human Resource Manual of Berger Paints

COMPANY’S HISTORY Associated with paint manufacturing for almost 200 years, BERGER is an instantly recognized name world-wide. Berger Jenson & Nicholson acquired British Paints in 1969 and as of this acquisition the Berger Group, Berger Jenson & Nicholson was formed. In the year prior to this merger, other mergers had brought together Lewis Berger & Sons, with John Hall and Jenson & Nicholson. All these four organisations contributed their various expertises in the areas that they were strong in to group that had been created.

The strength of Berger in building paints was complimented by British Paints’ strength in marine coatings, Jenson & Nicholsons’ pioneer work on color mixing system and John Halls’ vast knowledge of building industry. The Berger Group has currently 49 manufacturing plants in 32 countries around the world as well as marketing representatives in every continent of the globe. Along with its associated companies Berger employees more than 12000 people and also have a Research & Development capability that is available globally.

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The Berger Group heads office in London co-ordinates all the various activities of Berger world-wide. Berger paints in Pakistan: In Pakistan, Berger Paints Pakistan Limited came into existence on the 25th of March, 1950 with the opening of Jenson & Nicholson trading company at Karachi. In the start Berger was primarily concerned with importing of paints into Pakistan. The actual manufacturing and production of paints in Pakistan started five years later on the 7th of July 1955. In the year 1973, they began a process of expansion of its existing capacity as there was an increase in the demand of paints in the country.

One year after the move to expand in-order to cater to the growing demand for paints in Pakistan, Berger had opened a branch in Lahore by 1974. Five years after expansion of Berger started; a branch office was opened in Islamabad in 1978. The Colour Advisory Centre was also opened in 1978 in Karachi and this followed its way to the cities of Lahore and Islamabad. Berger was initially started up as a Private Limited Company but on the 29th of December 1967 it was changed into a Public Limited Company.

The Company name was changed from its previous Jenson & Nicholson Pakistan Limited to Berger paints Pakistan Limited in 1979 thus associating it with the Berger World-wide Group. Presently, Berger Paints Pakistan Limited has a maximum production capacity of more than 8 million litres per annum. An associated undertaking J&N Pakistan Limited was established at Mirup, Azad Kashmir in 1993 to supplement production of the main factory at Karachi which has also added to the increase in its capacity for providing to the northern regions of Pakistan.

As a mark of the Company’s commitment to progressive modern technology and to ensure consistency of shades, Berger became the first paint manufacturer in Pakistan to start computer colour matching. Berger’s collaboration with Nippon of Japan offers paints specially formulated for the automotive, pre-treatment and thermoplastic road markings. Berger also has its own resin manufacturing facility – the first paint company in Pakistan to have one – apart from a wholly-owned can making & printing unit which ensures high quality standards in packaging.

JOINT VENTURES THE COMPANY>>BERGER>>BRSC In Pakistan, for the last five years the government’s emphasis has been on infrastructural development such as road networks. New technologies and systems are being explored to upgrade old inter provincial highways and develop new roads. New road safety instruments such as lane marking, delineators, road signs, cat studs, guardrails, etc. form an integral part of any major road. Lane marking of roads plays an important role in guiding traffic directions.

From the days when a single white line was drawn in the middle of the road to keep cars to the correct side in order to prevent accidents, road markings have come a long way by now carrying additional features such as edge lines, chevron lines, zebra crossings, directional arrows, lettering etc. About RBS: Berger Road Safety (Pvt. ) Ltd. (BRS) is a pioneer of road markings in Pakistan. Formerly known as Berger DPI (Pvt. ) Ltd. , BRS is a joint venture with DPI Sendirian Berhard Malaysia.

A leading Malaysian group extensively involved in manufacturing of paints and road safety products. BRS has been operating as a single source company manufacturing state-of-the-art road markings and mechanical application of markings on project sites. Leading a long tradition of road safety measures along the country’s highways and roads, Berger continues to strive and bring maximum road safety for its travelers. In the spirit of persistent endeavor, Berger brings a complete range of total road system solutions in Pakistan.

THE COMPANY>>BERGER>>BERDEX: Berdex Construction Chemicals has been established as a prestigious joint venture between Berger Paints Pakistan Ltd. and Dadex Eternit Ltd. to bring Master Builder Technologies’ (MBT) world-renowned construction chemicals to Pakistan. LANDMARKS: 1. The Company remains aware of the Environmental and health impact of its products. BERGER became the first company in Pakistan to modify its formulations to ensure that all its decorative paints are LEAD-FREE. 2.

After the successful launch of a range of exciting products under the banner of Berger Xpressions, Berger Paints has brought into the market an entirely new concept which is extremely consumer-friendly. With thousands of colors on offer, and so many factors affecting how the final color looks on the wall in one’s home, customers are often unsure as to their final choices. Berger Paints made that decision easier for them by introducing the Berger Trial Pots – paint cans in very small sizes – 250 ml – which can be custom tinted to the color that the customer chooses.

Customers can apply a 2 feet by 2 feet patch of this color in their homes and then decide for themselves their final color choices. The cost of this decision hence comes down dramatically, while ensuring that customers can go back home happy and satisfied with their color decisions. BERGER PAINTS TODAY!! VISION We shall remain as the benchmark in the paint industry by: “Being an innovative and technology driven Company consistently delivering world-class products ensuring best consumer satisfaction through continuous value added services provided by highly professional and committed team”

MISSION STATEMENT The company’s employees are constantly encouraged to pursue the fulfillment of the Corporate Mission Statement. Their mission is as follow: o We will stay in the forefront of innovation and technological development in the paint industry. o We will achieve corporate success through an unwavering commitment by providing our customers high quality products to their ultimate satisfaction. o We will vigorously promote and safeguard the interests of our employees, our shareholders, our suppliers, and all our other business associates.

VALUES Our values describe how we behave in the world. They are evident in our work with customers, suppliers, dealers and shareholders alike. o Communication: Relations Inside and outside the organization o Participation: Encouraging participative decision making. o Responsibility: Retain finest quality o Leadership: Improvement within respective spheres o Motivation: Power (talent) to strive for more o Positive work climate: High level of productivity and commitment o Flexibility (openness): PRODUCTS AND SERVICES | | | | | | | | | | | |  | |Divisional Structure: | | | | | | | |[pic] |[pic] | |  | |[pic] | |[pic] | |[pic] | | | |  | |  |[pic] |[pic] | DECORATIVE Includes Quality brands which are: o Robbialac VIP Emulsion o Robbialac VIP Super Gloss Enamel o Robbialac VIP All-rounder. Decorative paints also include exclusive products such as Aqua safe for water tanks, Roof shield and Tartaruga. VEHICLE REFINISH

Three different systems for refinishes designed to enable application (needs of touch up or complete repainting of vehicles) without heat treatment. They are high glossed, durable, quick drying and exactly matched with OEM colors. Along with finishes, ancillaries are also included in refinishes range such as primer, putty, all kinds of thinners and COB Lacquer. PRESENT CUSTOMERS Automotive paints: Commercial Vehicles: • Honda • Zabardast, Truck • Toyota • Master Truck Chevrolet Joy • Star Truck • Revo • Kalash Pick-up • Hino Buses Motorcycles: Tractors: • Honda • Fiat Tractor. • Yamaha • Universal Tractors • Suzuki • 25 Chinese brands GENERAL INDUSTRIAL PAINTS Wide varieties of colors are available and many of which are custom-made to meet the exact specifications of individual industrial buyers. Important buyers are:

Singer, Philips, Siemens, Pak Fan, PSO, PBS, Caltex, KSB Pumps. Timber coat range of paints: Complete range for wooden surfaces and furniture industry. POWDER PAINTS Powder paints are used by Appliances of PEL, Waves, and Philips. PROTECTON: (Heavy Duty Coatings) Protective Coating serves the dual purpose of protecting surfaces from chemical reactions as well as improving the visual appeal. These protective paints conform to international standards of quality and are designed to resist the severity of extreme environmental as well as corrosive effects of atmosphere, oil and other decaying agents. Some applicants are: • Keamari Tank Terminal. • National Refinery. Pak Arab Refinery. • Karachi Fish Harbour. • White Oil pipeline project. • Telecommunication Towers of Ufone, Telenor, Mobilink, Paktel and Al Warid. • All Fertilizer plants. Defence Marine Paints: Specialized paints for Army, Navy, Air Force, Shipyard and Fish Harbour Other Protection Products: o Water Base o Oil Base o Timber coat o Printing ink – for paper & Metal o Powder Coating o Road Marking Exclusive Range o Texture Paints o Multicolor Paints o Floor Coating o Aqua Safe o Aluminum Paints BERGER ROAD SAFETY Paints used for roads and runways markings. Some users are: • Islamabad – all CDA roads. • Motorway. • Kohat Tunnel. • DHA, Karachi. Karachi – Hyderabad Highway. • Mai Kolachi Road. • Shahbaz Airfield. • Bahria Town. • Lahore -Sheikhupura Expressway. COMPETITORS • Multi-nationals Berger, ICI and Nippon • National Buxly, Gobis, Diamond and Rainbow • Regional Happilac, Nelson, Master and Brighto HR Practices at Berger paints: These are few of the HR practices that I have learned from my resource person. • Recruitment • Selection • Training & Development • Compensation • Performance Appraisal System • Career Planning and Development • Reward Management • Employee Relations RECRUITMENT AND PLACEMENT: JOB ANALYSIS Job analysis is defined as “Collecting and using information about a job”.

The procedure for determining the duties of jobs/positions and organization consists of and characteristics of people to hire for them. Berger uses the combination of quantitative and qualitative methods in order to get job analysis information. QUALITATIVE METHIDS: Observation Observing and noting the physical activities of employees as they go about their jobs. Participant Diary/Logs Workers keep a chronological diary/ log of what they do and the time spent in each activity. QUANTITATIVE METHODS: The position analysis questionnaire (PAQ): A questionnaire used to collect quantifiable data concerning the duties and responsibilities of various jobs.

The Department of labor procedure: A standardized method, by which different jobs can be quantitatively rated, classified and compared. Functional job analysis: Takes into account the extent to which instructions, reasoning, judgment, and mathematical and verbal ability are necessary for performing job tasks. ESTABLISHING PERSONNEL NEEDS: Berger paints has a well organized method of establishing their personnel needs. This is termed in the company as manpower budget. MANPOWER BUDGET PURPOSE A careful determination of the need for a new employee organization growth or replacement and to forecast how many and what type of employees will be required in the future, and to what extent this demand is likely to be met. PROCEDURE

Establishment of manpower needs is a 3 step process: 1. Personnel & Administration (P&A) Department sends a reminder in the month of May to all Department Heads to ensure if they require any provision for additional manpower in the Company’s annual budget for the financial year. If the departmental heads feel the need of new employees, they send their requirements to P&A Department. 2. The written request for increase in the Manpower budget is to be made through “Requisition for Provision in Manpower Budget form” giving full justification for the increase by concerned Department. 3. An organization Committee reviews the requirement and approves the additional manpower if justified.

Once Manpower budget is approved then hiring of personnel within budget does not require Managing Director’s approval but in case no provision was made in the budget, specific permission of Managing Director is necessary on “Request for Additional Manpower Form”. Rules for establishing personnel needs: 1. For all approved Manpower budgets, clearance must be taken from Personnel & Administration Department before final selection. 2. P&A department, on the basis of the approved annual manpower budget will properly take necessary action as and when require basis. 3. If any new person is seen on the premise, who is employed without prior knowledge of P&A department, he/she will be asked to leave the premises regardless of any reason. RECRUITMENT & SELECTION PURPOSE:

Purpose of recruitment & selection is to find the right candidate for the required position. The company realizes that dedicated and qualified employees are its most important assets. RECRUITMENT AND SELECTION PROCESS: Recruitment process of Berger paints is a 5 step process: 1. The HR manager decides what position to fill through the company’s personnel forecasting. 2. He builds a pool of candidates by recruiting internal or external applicants. 3. He goes through applicants’ application forms for initial screening. 4. Taking screening tests he identifies capable candidates. 5. Decides the best candidate to hire and to whom the offer is to be made.

It is the policy of the company to promote from within the organization, whenever possible, to fill higher jobs openings. However, for positions where personnel in the current organization cannot meet specifications, the company will recruit from outside sources. SOURCES FROM WHERE THE COMPANY RECRUITS: The sources that MOBILINK uses to attract applicants are: • Inviting applications through advertisement • Recommendations from the departmental employees. • Applications obtained from the data bank of Berger paints where direct applications are received from time to time. Internal sources of candidates: Internal candidates are entertained through: • Job posting. • Rehiring of former employees. • Succession planning.

The records for candidates are maintained in qualification inventories and on need replacement chats are made to promote or hire the employee for new opening. Outside sources of candidates: If candidates are not available from within company then recruitment is done through following sources: • Via the internet • By reference • Advertising HOW THE COMPANY RECRUITS PROCEDURE: When a permanent or temporary vacancy occurs or new requirement is predicted, it is to be ensured that provision already exists in the pre-agreed annual manpower budget/ department organizational chart. Employment Categories: • The categories are as follows • Permanent Employees • Probationers • Consultants • Contract Employees • Daily wage employees • Temporary employees PERSONNEL HIRING REQUISITION FORM:

A request for employment to fill a vacancy as indicated in the approved Manpower budget or a to fill a vacancy resulting due to resignation/ termination/ transfer/ retirement of an employee is made by the Concerned Departmental Head on the “Personnel Hiring Requisition Form” This Personnel Hiring Requisition Form is essential in all cases to ensure that Personal requirement is properly met with job profile. On the receipt of the duly completed Requisition Form, P&A Department initiates action. First efforts will be made to fill the position from within the organization as far as possible, so as to ensure maximum opportunity to the employees with demonstrated ability.

In case this is not possible, the recruiting from the outside of company will fill position. JOB ADVERTISEMENT: The P&A department will advertise the post in leading Newspaper through Marketing & Sales department as the purpose of advertisement is to detail system and procedures adopted and maintained by P&A department in order to find the right candidate from outside the company for the required position. Before release of an advertisement in newspaper correctness of following items are ensured: • Company Background (profile) • Position applied for job (Job title) • Minimum qualification required • Minimum experience required • Job profile/ Job responsibilities • Late date of applications • Send resume to Senior Manager P&A

JOB DESCRIBTION: Job Description for each post laying down educational qualifications, experiences, job requirement and authority along with pay applicable and place in the company shall be prepared and approved by component authority. Job Description should be attached with the Personnel Hiring Requisition Form After publishing the advertisement through Marketing Department each application will be collected and scrutinized by senior manager P&A in consultation with the concerned Departmental Head. After the last date of submission no application will be collected/ received/ entertained. The short listed applicants will be called for interview.

P&A department will mail regret letters to the applicants who are not considered for short listing. All remaining applications should be kept with HRD for future use, at least for six months. Source of Applicants An important source of manpower for company is found among the number of applicants that are received everyday. If the position is not immediately available. The applications received are reviewed to determine the most likely jobs for which the applicant may be suitable. Indexed and filled for future review when job openings of that type occur. Eligible department candidate will also allow competing through proper channel. Short List of Applicants The P&A department carry out the preliminary screening of applicants.

In case of very large number of candidates the competent authority may fix the number of candidates to be called interview. After a substantial amount of applications have been received, the line and the HR managers again work together to shortlist the applications. This is done by carefully going through all the application and by giving different weightage to the following criteria: •Quality of early schooling •Grade obtained •Extra Curricular activities •Overseas travel and education •Age •Target University • Relevant experience HIRING OF RELATIVES The hiring of relatives policy is the policy for the Corporate, Factory and Branch Offices.

It is the company’s policy that they do not hire relatives of present employees in any department or division of our company. For interpretation of this policy, a relative is considered as follows: Husband & Wife, Brothers & Sisters, Mother & Father, Mother-in-Law & Father-in-Law, Son & Daughter, Daughter-in-Law & Brother-in-Law, Son-in-Law & Daughter-in-Law, Uncle & Aunt and First Cousins. Present employees who become married to other present employees are permitted to continue their employment. Any job applicant apply for a position with the company, he/she is asked if he/she has any relatives employed with company on his employment application. If his answer is “yes then he is questioned about the relationship.

If the relative relationship is one of the types described above, the job applicant is not hired. If a job applicant falsifies his application or in not truthful to verbal questions concerning his relationship to a present employee, and if this fact later becomes known, then he/she will be terminated. PRE EMPLOYMENT INTERVIEW OF JOB APPLICATION PURPOSE: The purpose of the interview is to collect, from every available source, information relevant to he consideration of a candidate’s suitability (by both capacity and inclination) for the job or training he has applied for and to fill in the gap and produce a summing-up . Whether the  selector works along ,or in collaboration with others.

Interview is the best way to find out applicant real attitudes towards immediate supervision and fellow employees. RESPONSIBILITIES: Interviewing is the prime responsibility of the departmental head and the immediate supervisor under whom the applicant will be work. Managing director finalizes the selection of applicants and compensation package. INTERVIEW LETTER: P department will ensure the interview at the earliest possible time. The Concerned Department/ Functional Head finalize and forwards short listed candidates list to P department for arranging the interview. All Interview / Offer / Appointment / Regret Letters are then dispatched to the applicants by P department. Interviews are held normally at Karachi.

However, if the number of applicants to be interviewed is sizeable, interviews may be held at other cities. No TA/ DA are normally admissible to outstation applicants called for interviews. INTERVIEW RATING FORM: The Concerned Department/ Functional Head is required to fill in the “Interview Rating Form ” at the time of interview and submit the same to the P department along with Employment Form and applicants application. Employment Form: Applicants called for interviews are required to fill out the Employment Form of Company. Regret Letter: P department mails Regret Letters to the applicant who is not considered for short listing. Selection Committee:

The recruitment, selection and compensation package is the responsibility of Selection Committee: Managing Director Executive Concerned Departmental Head Representative of P Department Concerned Departmental Head Officers/ Management Staff Representative of P Department Concerned Departmental HeadNon-Management Staff Representative of P Department Concerned Departmental HeadContract/ Trainee Representative of P Department Representative of P DepartmentTemporary Lead Time: Number of Calendar days of recruitment process is as following:- Senior / Junior Executives 90 days Officers60 days Non-management30 days Trainee15 days Temporary / Contract Employees10 days

In case the noticed period of a selected candidate exceeds 30 days, the lead-time will stand extended to that extent. Offer Letter: On selection of a candidate the Offer Letter is issued by P department starting the terms and conditions of employment Pre-Employment Medical Check-up Letter: Once the candidate has been finally selected, he/she will be referred for pre-employment medical examination. The authorized company’s Doctor issues a fitness/unfitness certificate after thorough examination of candidate. No candidate is supposed to attempt or influence the doctor’s decision declaring him fit for employment purpose. No candidate can refuse to pre-employment medical examination.

Company retains the right to engage a doctor or doctors of its own choice who will be available for advice and examination at location or locations and timing or timings. The company has the right to direct any employee at any time to undergo a medical check-up for medical fitness for continued employment with the company. No person shall be appointed in the company unless declared medically fit by the medical officer of the company. Letter of Appointment: On receipt of the medical certificate declaring the candidate fit for employment, the P department issues the letter of appointment. Character Verification Form: It is sent to the persons mentioned in the personal reference. However, it is the discretion of Management to check references before issuing the letter of Appointment. Joining Report:

When a new person joins the Company, the department concerned ensures that the employee concerned and sent to the P department immediately completes a Joint Report. Payroll Advice: On receipt of the Joint Report, the P department shall forward the Payroll Advice of the employee to the Finance Department. Payment of Salaries via Direct Credit Transfer: Monthly Salary will be disturbed through direct transfer to respective bank account of the employee. Employment Register: After the Joining Report, the P department register the employee’s name and necessary information in the Employment Register. INTERVIEWING PROCESS: The interviewing process of Berger paints is as follow: 1.

Time is set up for the pre-employment interview with co-ordination of personnel & administration department, where it is mutually convenient for both interviewer and the job applicant. 2. The interview is usually taken in an office or conference room where there will be complete privacy from telephone interruptions and from other employees. 3. Effort is made to put the applicant at ease using a friendly and courteous introduction. 4. Applicant is called by his/her last name . Interest is shown in the applicant and interviewer does not talk about himself. 5. Interviewer gets the applicant talk, as his objective is to learn as much as possible about his or her background. 6. Normally interview is started with a question or request such as the following: 7. ”Tell me about yourself. ” 8. ”Tell me about your last job. ” 9. why are you interested in working for our company? ” 10. After the preliminaries interviewer moves on to the actual interview. He describes the particular job need to be filled very clearly including the work schedule, rate of pay, working conditions ,type of work , etc. 11. Questions are asked and answers are listened carefully. 12. Interviewer only asks questions about his experience, job record ,wages, and immediate supervisors. 13. Interviewer has to find about each job the applicant held during the past. He finds out first what his or her duties were and then determines the kind of people he worked with in each situation. LENGTH OF INTERVIEW:

Pre employment interview can be as short as 20 minutes, but should not go on much beyond an hour for most jobs. The length of the pre employment interview depends upon the type of job company is trying to fill. If they expect to keep an applicant as a long term employee, they will want to interview him or her as carefully as they can. NATURE OF INTERVIEW: Pre-employment interviews are different for different jobs. For managerial jobs they prefer Panel or individual stress and situational interviews while for subordinate jobs they use individual relaxed interview which is generally job related. Suggested pre-employment questions for job applicants:

The following is a list of suggested questions company offers the interviewer to ask all applicants they find worth interviewing prior to being considered further for hire at their location. 1. What do you know about us? 2. why do you think this would be a good place to work? 3. Why do you think that working here would be an opportunity for you ? 4. Do you feel that you were fairly treated with your job with previous company ? 5. In your past jobs has anyone tried to hold you back or keep your from getting ahead? 6. What did you especially like in your job? 7. What did you not like in your job? 8. Do you have any special abilities or talents that were never recognized at your previous company? 9. Please describe in detail the kind of work you did in your last job? 10. what experiences have you had in handling people? r in supervising others? 11. why did you leave each of your former job? 12. describes the type of criticism most frequently made of your work by former employer? 13. how many days did you lose from work for any reason? 14. what do you think are your strongest qualities, skills, and abilities? GUIDELINES FOR INTERVIEWERS: Company provides some guidelines for the interviewers to ensure effective recruiting. These guidelines are: 1. Danger cues in pre employment interviews There are several danger cues in interviews. It is to be remembered by the interviewer that no one is perfect. Almost every prospect will reveal some “doubtful area” to alert interviewer.

A final decision depends on thorough consideration of both “pluses” and “minuses” of the prospect. A danger cue in itself is not a conclusion it is simply a signal to the interviewer that digging further may be in order. 2. Danger cues in how heshe acts Sudden nervousness, blushing, stammering, fidgeting, or calming up may indicate that interviewer is about to uncover unfavorable facts. A sudden change of pace in his talking or in his rate of reply to questions is a potential cue. An attempt to change the subject or laugh it off merits digging in by the interviewer. 3. Danger cues in what he says A gap in his record was he loafing? In jail? Pursuing another job listlessly? frequent change in jobs. 4.

Reluctance to furnish references Was he in trouble? do you have his real reason for leaving his last job? is he a troublemaker? Beware of man with a record of trouble -trouble begets trouble. Be cautious if he left a job because of health. If he had too much sickness in his family, if he thinks his last boss was stinker. 5. Be very cautions of the dependent character If he has a habit of depending someone else to make his decisions, or if he can get by without working someone will take care of him. 6. What to do with danger cues Interviewer should not show surprise, approval or disapproval. keep him talking and use questions and requests such as “why do you say that? hy do you know that? What makes you think that ? Give me some concrete example . tell me why you fell this way. I don’t quite get our point please explain. ” 7. Look for danger cues in your pre employment interviews If the interviewer finds in interviewing a certain individual that he is totally undesirable for the job, then he needs not to go all the way through the interview as his time is valuable and should not be wasted on an applicant who you know is undesirable. He must dismiss the poor applicant quickly. 8. The interviewer should not leave anyone hopeful of job offer, which heshe will never get. A short explanation such as the following will help you. ‘ You have some good qualification and experience, But we honestly feel that our job is not the kind in which you are apt to do your best. But thank you for applying for a position which our organisation. We appreciate your time and your interest. ” 9. Immediately after the job applicant leave interviewer’s office or conference room, he should try to relax and think about the impression heshe has made on him. If the interviewer had reacted to him at all, he has certain left you with a definite feeling. Is the total feeling good and bad? It is often very helpful to record your reactions on an interview frothiest as soon as the individual leaves your office and while the interview is fresh in interviewer’s mind.

In order to have documentation of reason why a job applicant is hired or not hired, it is company’s policy to document the results of the pre employment interview on the interview rating form’s comments column. This column gives you a chance to record your findings based upon how you would evaluate the job applicant on all the factors that are listed on interview rating from. The following management competencies are assessed by the concerned departmental head or assistant: •Communication skills •Resource management •Rational decision making •Influencing •Creative thinking •Business development IN OUR VIEW: Their interviews meet the objective of predicting future performances of candidates. As the definition of an interview suggest. The procedure design to obtain information from a person through oral responses to oral inquiries” and the above mention procedure and some of the interview question clearly indication a good predicting employee’s behavior and performances. Once a job is hired, the employment application form that he completed should be placed in his “Employee Personnel File” folder and retained as a part of our permanent personnel record system. In addition to the application, all reference forms, resumes, medical history reports, and any other pre-employment forms records used will be placed in the employee’s personnel file folder. TRANING AND DEVELOPMENT INDUCTION/ORIENTATION PURPOSE:

The purpose of orientation is to expedite the socialization process through which the new employees absorb values, beliefs and traditions of the organization and to give new employees every possible help to familiarize with the environment and working of the company at the earliest. RESPONSIBILITES; The personnel and admin department and the concerned dept shall be responsible for induction program for each new entrance. PROCEDURE: The orientation check list form is completed for each new employee hired by concerned departmental head and is forwarded to personnel and admin dept. The orientation process of Berger paints is 4 days process. Some guidelines to the HR manager and supervisor conducting orientation are as follow: Provide a welcome to the new employee:

On new employee’s first day HR manager tries to make him feel at ease, when he arrives, he takes time to greet him cordially and welcomes him to the company and dept, no matter how busy HR manager is, he has to give the new employee time and If he can’t give him our full attention immediately, then he must tell him where to sit and suggest something for him to do, such as revising employee handbook or policy manual. HR manager should make the new arrival review company rules and policies that will affect him. The new employee may have learned about his salary, working hours, policies and the like from his interview and employee handbook, but it’s up supervisor to make sure that he understands what he has heard and that his questions are answered. Employee handbook: Company’s employee handbook is most important tool in orienting the employee, familiarizing him with the company and putting him at ease with his new employment. This handbook can be used effectively to answer the questions uppermost in the employees mind at this time.

HR manager will have to point out along with the advantages and opportunities offered by the company, the obligation and responsibilities that he will have to meet, what he can expect from you and what you expect from him in return. Who are his associates and fellow employee? Supervisor helps the new employee get acquainted. If the present employees are friendly then new comer will soon feel at ease. Supervisor must sure to tell present employees about a new recruit before he arrives, and then introduce him before he begins work. Help the new employee find his way round: It will take the new employee a while to learn the entire layout of the company. By the end of his first day he should feel at home in company’s office or part of the company where he works.

He should be shown the locations of washrooms and cafeteria. How does his job fit into the total picture? The employee needs to feel that the work he will do is important. When supervisor gives him assignments he should also show him how his work fill fit in. If he is an office worker, then explain how his job contributes to success of our assignments. Keep the communication doors open: Supervisor will want to emphasize to the employee that almost everyone starting a new job has strange feelings and possible fears about his new environment. Supervisor will make sure that the new employee knows that one of the best sources of information about his job is his immediate supervisor.

He should not assume that the new employee will come to the supervisor own his own for information: tell him to ask questions about anything that is not clear to him. Praise and criticism should be constructive. Supervisor must be specific in telling the new employee what he likes about his work such as his thoroughness, his quickness to grasp details of job etc. When supervisor has to criticize, he should be sure to do it in a right way at the right time as his aim is not to punish or embarrass new employee, but to get him back on the right track by making necessary corrections in his work. Giving reasons for corrections makes the suggestions meaningful. Always remember. Criticize the work, not the person. PROBATION PERIOD: Purpose:

The concerned departmental head will closely watch the productivity and work performance of a new employee during his/her probation period. Procedure: Probation period for workers, supervisors and officers are of 3 months and for executives are six months. The concerned departmental head will closely watch the progress of an employee and the employee will be confirmed to the post only if the performance and work related behavior are found to be satisfactory during probation period. The confirmation appraisal form is issued by the personnel and admin dept 15 days before an employee completes the probationary period to concerned department head. On receipt of confirmation appraisal form, Personnel and administration dept will be issued a confirmation letter.

If the employee on probation does not show the desired performance/standard and is not fit to be confirming, he/she may be discharged from the service in such circumstances. The management may at its discretion increase the period of probation as it seems fit but no further extension in probation period beyond 9 months is permitted and the personnel and admin dept shall be consulted before taking any decision concerning extension of probation period, confirmation or termination of appointment of any employee on probation. A new entrant on probation will not be eligible for any type of leave but as a special case he/she will be considering leave on medical ground only.

The company, however reserves the rights to refer any such medical certificate to a company register medical officer for verification in such case his opinion shall be final and leave in excess of 10 days during probation period will have to be made before an employee becomes eligible for confirmation. TRAINING NEEDS ANALYSIS: PURPOSE: 1. The purpose of training is to improve knowledge, skills and attitudes of the employees in order to improve the overall productivity of the company and to provide employees at all levels with opportunities to acquire knowledge and develop skills through training and self development, to the mutual advantage of the employees and the company, in order to: a. Improve their performance in present jobs. b. Prepare them for positions of higher responsibilities. c. Provide them with personal satisfaction through their achieving the most of their abilities. 2.

To narrow/close the gap between the required knowledge, skills and current capabilities of its employees to achieve those goals indicate the type of training required for fulfilling organizational needs providing need based training in accordance with job requirements and individual profile. Improve learning awareness, how to do the job in better way. Training needs analysis is search for solutions to performance problems. Needs analysis not only identifies areas where training is needed but also helps to determine exactly how training should be applied. Needs analysis can also set training priorities. It determines not only which problem is most pressing and which can be solved through training. Company’s philosophy regarding training: Whatever methods are chosen, the aim must be to ensure that training is geared to the needs of the organization for only then it will be really effective.

To operate efficiently, training must be focused on individuals and situations where the need is greatest. It means that large gap between role expectation and existing role behaviors must be identified. Then a decision must be made on whether significant needs’ thus requires an answer to questions. Is there a problem in terms of level or type of performance? Can training be of any value in correcting such a situation? Whether the training needs analysis is directed towards individuals who are just starting on a job or those who have been there for sometime, it remains a very important factor in the forms total effort to utilize human resources effectively, and it may well become even more important in the future.

Today most organizations believe in the process of promotion from within, training is often the major procedure for correcting deficiencies in selection and placement. If this training is too applied in effective manner, it must be directed into areas where clearly identified training needs exist. The training and development efforts are not confined to a few formal classroom courses but extend in all directions to remove employee’s weaknesses and making the most of their strengths. PROCEDURE: The company provides various forms which are designed solely to ensure that employees get the training they need. Each employee completes his own evaluation form for himself using sale of 3 for high and 1 for low.

The departmental head also reviews the form with his subordinate and if training is required then the Departmental head examines the requested training programs in structure of the company and future needs of the company. After the review, Personnel and admin dept will use the training needs analysis form in future training and development programs. Once the training areas are identified the personnel and admin dept is required to sort out the programs offered by different training institutes. TRANING METHODS: On a general basis the training done in Berger paints can be divided into two categories: • Soft skill training • Technical Training SOFT SKILL TRAINING:

This may include the following things for e. g. • Conflict management training • People management training • Communication skills • Anger management • Time management training • Teamwork training etc TECHNICAL TRAINING: This may include the following things for e. g. • Customer Services training • Sales related training • Marketing and technology training etc. ORIENTATION TRAINING: Every new employee is given course of orientation to familiarize him with the company’s functions, activities, policies, procedures and programs. This type of training would is on an individual basis or group class room training, depending on the number of participants available. ON THE JOB TRAINING:

It is regarded that the best place for effective learning to occur is on the job i. e. the employee learning the job by doing it under skillful person and coaching by the supervisor. Since many supervisors are not trained instructors the Personnel & Administration department Endeavors to provide training in job Instruction Method through Practice of supervision Course. SELF DEVELOPMENT (programmed learning): Recognizing that self development is the primary responsibilities of the individual company would provide opportunities for development through making available professional literature job rotation consoling and discussion and seminars relating to the job of the individuals. TECHNICAL AND SPECIALIZED TRAINING/ (CBT):

This is an alternative name of computer based training. Job knowledge is an essential part of ones responsibilities in any position. Since technology methods processes are changing at a fast rate it is imperative that employee should learn new skills and technologies through specialized and technical courses that the employee will be able to reach a high level of proficiency and start thinking in terms of profit improvement. SUPERVISION/ MANAGEMENT DEVELOPMENT: In order to have a balanced approach to an all round development of management employees appropriate emphasis will also be laid on the development of supervisory and management skills of the employees.

To this end selected employees will participate in formal classroom courses which may be either company organized or conducted by outside organization such as Pakistan Institute Of Management Association Of Pakistan, Training 2000, Employer Federation Of Pakistan, or other similar organizations. This is apprenticeship training method. CRAFTS AND MECHANICAL TRAINING: Basically it is designed to make the workers technical minded and develop in a few selected ones multiple craft skills. This will assist in development mobility among the workforce. This training may be organized within the company or conducted by outside institutions such as Polytechnic Institution in the country. This is job instruction training (JIT).

EXTERNAL TRAINING PROGRAMS: When a training need is felt for a small number of employees then external training programmers is organized by the Personnel & Administration Department. Selection of a person for a particular external training course depends upon his/her urgency for the need of training in that area and the relevancy of the course and the confirmation letter received from the institute. After attending the course a lecture by the individual who had gone through the course is sometimes arranged to share his experienced with his colleagues. Hence, getting maximum benefit from the training investment program. IN HOUSE TRAINING PROGRAMES.

When a training need is felt for a large number of employees then in housing training program is organized be Personnel & Administration Department. Personnel & Administration Department prepares a yearly calendar stating proposed in house training program schedule to be held during the current year. Once the training areas are identified the Personnel & Administration Department is required to sort out the programs offered by different training institutes and Nomination is taken from the concerned department. A checklist is prepared by the Personnel & Administration Department which is as follows: • Preparing and finalizing the content of the course. Selection of the place where training will take place. • Arrangement and taking consent of the speakers. • Preparing material for the course. • Contacting the senior management for the inauguration and certificate distribution. • Giving confirmation of date time and venue to the participants and sending the material at least two days before the onset of training course TRAINING EVALUATION: The company evaluates its training effort through a well organized performance appraisal system: ANNUAL APPRAISAL SYSTEM PURPOSE: To detail system and procedure adopted and maintained by Berger to appraise the annual performance of the employees. RESPONSIBILITIES:

Evaluating employees is the prime responsibility of the department head and or the immediate supervisor under whom the employee is working. Managing director will finalize remuneration/increment and reward for the subsequent years. REASONS OF USING APPRAISAL SYSTEM: Because of the following reasons, the company uses the evaluation method to appraise its employees. 1. Employee would work hard when they will feel that they are wanted in the company. 2. Employee would work better when they will be clear about what they are expected to do and when they have some say periodically in modifying these expectations. 3. Employee would work better when they will start experiencing success in the task they are performing 4.

Employees would work better when they will feel that the organization is providing them an opportunity to develop and utilizing their capabilities is willing to invest time and other resources for the development of these people. 5. Employee would work better when they would know that they are being trusted and treated with dignity. GUIDELINES FOR FILLING UP THE ANNUAL PERFORMANCE APPRAISAL SYSTEM: The company provides some guidelines for the appraising supervisor to keep in mind while evaluating the employees. They are as follow: 1. Appraisal will become an important part of the employee record. Supervisors are therefore requested to give it as much attention and care as they would like from those appraising them. 2. They should asses the appraisee in relation to the requirements of his/her present position. 3.

The rating should be as objective as possible personnel prejudices should not influence the appraisal. 4. They should assess the appraisee on his performance for the entire period of appraisal and not upon isolated incidents. 5. If a dimension is not applicable to the appraise or supervisor does not have sufficient information to rate his/her performance in that area then he should draw a straight line across the corresponding five rating columns while calculating the average index: he denominator will be reduced accordingly. SELF APPRAISAL (OBJECTIVE): To avoid discrimination and unfair evaluation, the company offers the employees and opportunity to appraise themselves while the supervisors appraise them.

Later the two appraisal sheets are method to check what the employee disserves and what he thinks he deserves. PURPOSE: • To appraise ones own self on target a quality-a process of reflection and review. • The change is faster when it is self initiated. • To enable him to feel the need for change. • To give him affair opportunity to become more aware of his own strengths and weakness. DEFINITION OF RATING CATEGORIES: The following are the definition of rating categories of performance for each specific factor: BELOW STANDARD: Performance meets not even minimum acceptable standards in most instances. Assignments are generally submitted late. No feeling of responsibilities, no signs of improvement in related field. POOR:

Performance meets minimum acceptable standards in most Instances but is unsatisfactory in some cases improvement is necessary assignments are occasionally submitted late or incomplete. Detail direction and frequent progress checks are usually required the employee is normally in learning phase or of questionable ability to meet job requirements. FAIR: Performance of most duties is adequate meet most standards in an acceptable manner some improvement may be necessary occasionally may fail to complete assignment on time and or comprehensively. Require direction and review of major parts of assignment . May Hesitate to undertake work outside his defined area of responsibility. Understands most duties and overall objectives of the job.

The employee is beyond the learning phase and is making measurable contribution with in limited areas GOOD: Performs all duties and responsibilities in comprehensive manner . Some Duties are carried in superior manner. Little need for improvement to be considered fully adequate for the job. Infrequently may not complete specific assignment on schedule. Considered high knowledgeable by superiors, peer and subordinates. Generally word independently . Make Contribution to the overall effectiveness of the department CAREER ADVANCEMENT Berger paints has been able to grow successfully over the years because of its ability to attract outstanding people and to fill openings wherever possibly by promotion from within the company.

Employee advancement is based upon their job performance plus management evaluation of their ability to accept more responsibility however the company is the sole judge in these matters and the decision of the management is final. To help employees take advantage of the opportunity within the BERGER PAINTS PAKISTAN the company provides a broad variety of training programs so they can continue to improve their skills. The departmental head assists employees in developing and planning their career in BERGER PAINT PAKISTAN. TRANSFER In the course of employees progress he may be asked to transfer to another department sister company or any other location. Generally he will be asked to move only when such a transfer will involve an opportunity for him to advance or to gain important new training or knowledge. RETIREMENT

The purpose of the retirement plan is to provide retirement income in the amount provided in the plan for a life to a member who retires under the plan. The cost of the plan will be borne by the company and the employees the continuation of the plan and the payment of any benefit hereunder are not assumed as a contractual obligation. An employee becomes a member upon completion of 12 years of uninterrupted continuous service on or prior to the 58th Anniversary of his birth. Retirement gift A gift to the value of rupees 500 for each completed year of service will be given to employees retiring after 15 years or more of continuous service with the company. Procedure

The normal retirement plan date of any member is the 31st December of the following year in which the 58th anniversary of his birth occurs. P department informs the employees concerned and after completing the formalities finance department gets the cash/ ready for the payment on due date. Expansion of service will not be considered and no benefit is payable under the plan in respect of the member who dies and has not retired before his normal retirement date. A member with 12 years of continuous service is provided to give the company at least 6 month prior notice of his intention to retire earlier with full benefits. A booklet in detail is available with P Department separately about company’s retirement plan.

On receipt of the medical certificate declaring the candidate fit for employment the P department will issue the letter of confirmation. Company retains the right to engage a doctor or doctors of its own choice who will be available for advice and examination at location or locations and timing or timings notified by the company. The company has the right to direct any employee at any time to undergo a medical check up for medical fitness for continued employment with the company and the employee found unfit at such checks ups will be retired or services may be terminated immediately. COMPANSATION SALARY PRICING METHOD: They establish their pay rates according to seniority in experience and appointment wise.

And they have a policy to increase pay by checking the periodic performance with respect to what is expected of him (concerned work) and extra activities in benefit of the organization that is why they don’t have same pay rates of same kind of managerial jobs. PROMOTIONS: Promotions are also reward management technique to motivate employees. In Berger paints promotions are based on the merit and seniority (experience) basis. The one who performs well consistently over time gets reward in the form of promotion. Other benefits they offer to their employees are as follow: PROVIDENT FUND The purpose of Berger’s Provident Fund scheme is to help its employees to build adequate financial reserves to be utilized by them as a lump sum cash benefit for their future needs.

Besides, the scheme will also be of advantage for investment allowance benefits, tax relief and provide a cushion against emergency requirements but only the permanent employees having completed six months of service with Berger Paints Pakistan Limited are eligible to become members of the Berger Staff Provident Fund. CONTRIBUTION Employees contribute @10% of their basic salary to the Provident Fund and the company contributes an equal amount. Total amount, employee’s and company’s contribution is invested in Government approved securities and the interest earned is added to the Provident Fund. PROCEDURE All confirmed employees apply for membership of the Fund on the prescribed “Provident Fund Membership Form” which is forwarded to Personnel and Administration Department. All members must indicate their beneficiaries by completing “Nomination Form”.

In case of death, insanity or mental incapacitation of the employee, the value of the amount will be paid to help nominees as indicated in the Nomination Form. The employee can change, add or delete the names of beneficiaries during the currency of employment with the company by completing a fresh nomination form. A statement of account each year ended June 30, is provided to a member employee by the Finance and Accounts Department, showing all necessary details of contribution and interest earned. If no beneficiary is nominated by the employee, amount of Provident Fund is payable to legal heirs on production of legal succession certificate. GRATUITY PLAN

The company provides Gratuity scheme to all its permanent employees whom completing five years service or more but only those permanent employees completing five years of continuous service with Berger Paints Pakistan Limited are eligible to become members of the Berger Gratuity Scheme CONTRIBUTION The company makes the entire contribution towards the payment of Gratuity as per scheme itself. The gratuity is due and payable to the employee at the time of death, retirement or resignation on the completion of his contract of service. No gratuity is payable to an employee with less than 5 years service at the time he ceases to be an employee of the company. Gratuity is not paid to an employee swho is discharged from the company’s service for misconduct or who resigns from service he is under a charge of misconduct.

Management in their absolute discretion allows any such employee to receive payment of the whole or any part of the gratuity to which right has been forfeited under this rule. All members indicate their beneficiaries by completing “Nomination Form”. In case of death, insanity or mental incapacitation of the employee, the value of the amount will be paid to help nominees as indicated in the Nomination Form. The employee can change, add or delete the names of beneficiaries during the currency of employment with the company by completing a fresh nomination form. If no beneficiary is nominated by the employee, amount of Gratuity is payable to legal heirs on production of legal succession certificate. PENSION FUND PLAN

The purpose of the Pension Plan is to provide retirement income in the amount provided in the plan for life to a executive who retire under the plan and only all permanent Executives having completed six months of service with Berger Paints Pakistan Limited are eligible to become members of the Berger Pension Fund Plan CONTRIBUTION Employees contribute 2. 5% of their basic salary to the Pension Fund. The contribution amount is invested in Government approved securities and the interest earned is added to the Pension Fund. PROCEDURE All confirmed executives shall apply for membership form which will be forwarded to Personnel and Administration Department. All members must indicate their beneficiaries by completing “Nomination Form”. In case of death, insanity or mental incapacitation of the employee, the value of the amount will be paid to help nominees as indicated in the Nomination Form.

The employee can change, add or delete the names of beneficiaries during the currency of employment with the Company by completing a fresh nomination form. If no beneficiary is nominated by the executive, amount of Pension Fund will be payable to legal heirs on production of legal succession certificate. GROUP LIFE INSURANCE The purpose of Group Life Insurance policy is to provide coverage against eventualities of death and accidental disabilities for company’s employees and only all permanent employees having completed six months of service with Berger Paints Pakistan Limited are eligible to become beneficiaries of this coverage. CONTRIBUTION

The company shall make the entire contribution towards the premium itself. BENEFIT COVERAGE Accident Death Benefit Temporary Total Disability Permanent Total Disability Permanent Partial Disability Temporary Partial Disability FINANCIAL COVERAGE Directors / General Managers / Division Heads Rs. 1000,000 Executives (MSG-6 to MSG-10) Rs. 0500,000 Employees with salary of Rs. 5001/- and above Rs. 0150,000 Employees with salary of Rs. 5000/- and below. Rs. 0100,000 PROCEDURE All members must indicate their beneficiaries by completing nomination form .

In case of death, insanity or mental incapacitation of the employee, the value of the amount will be paid to help nominees as indicated in the nomination form. FINAL SETTLEMENT ON RETIREMENT/RESIGNATION: Final settlements are made to formulate the procedure for completing all formalities and finalizing of all accounts for Permanent and other Employees in case of: Resignation, Termination, Retirement and Death. A copy of this letter is sent to Director Finance and the concerned department. After the department concerned intimates Clearance Certificate send to Personnel and Administration department to draw up final settlement. Inform EOABI, SESSI and Group Life.

Salary and Allowances: To be paid up to and including the date of resignation/ retirement. Profit Bonus: Paid to confirmed employees only. It is only allowed on proportionate basis for current year salary. Production Bonus: To be paid up to and including the date of resignation/termination/ retirement. Provident Fund: Amount due will be employees own contribution + company’s contribution. Gratuity: Entitled to commuted value after completion of 5 years service. Pension (Executive Only): Amount due will be employees own contribution + company’s contribution. Profit Participate Fund: Letter stating when, if any, payment is to be made. Expense Report: Executive Staff is only entitled to this.

Over-time: Paid to all entitled workers and staff. Notice Pay: Three month’s salaries are given or deducted in lieu of notice from either side for Executive staff. One month’s salary is given or deducted in lieu of notice from either side for Non-executive OR agreed duration is otherwise at the time of appointment and Company I. D. Card and SESSI Cards are returned to Personnel and Administration Department before leaving the company. DEDUCTIONS Following are the activities for which charges are deducted from the pay of employee: • When notice period not served. (In case of resignation only) • Advance against salary • Travelling advance • Cafeteria charges • Leave without pay

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