fatima group vs. allahdin group

5/21/2018 Fatima Group vs. Allahdin Group

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WAQAR AKHTAR BB-10-02

AMIR JABBAR BB-10-08

NAVEED AHMAD BB-10-75

GROUP MEMBERS


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Term Report HUMAN RESOURCE

MANAGEMENTFatima Group and Allahdin Group of

Companies :

FERTILIZERS SECTION


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Table Of Contents

TOPICS

Overview of the Organizations

Nature of the Business and itActivities

Business Volume

Human resource process

comparison in Two OrganizationSWOT Analysis of Human Resource

process

Recommendations


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Amir Jabbar

BB-10-08


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Overview of the Organization

Brief History

Nature of the Organization

Business Volume

Product Line

Number of Employees


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Brief History

PakarabFertilizers

Established in 1973

Agreement signed PIDC and

ADNOC Shares:

52% NFC

48% IPIC

It was then acquired by

Fatima Group and Arif

Habib Group in 2005

HFCFertilizers

Established in 1968 by

Lyallpur Chemicals &

Fertilizers Pvt. Ltd. Purchased by AGC in 2006

Renovated to meet the

global standards

Now called as AL-HAMDFertilizer Pvt. Ltd


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Pakarab HFC

HR Department


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Nature of the Organization

Pakarab Fertilizers

include manufacturing of

the plant nutrient,

packaging, transportation,distribution and export

Annual Production

90,000 tons Urea

450,000 of tons CAN305,000 tons NP

847,000 tons of multi product

HFC Fertilizers

It is also a manufacturer of

plant nutrients, packaging,

And Transportation Producer of

SSP (single super phosphate)

Sulphuric Acid

Zinc Sulphatebio gold

bio fertilizer


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Business Volume

Pakarab Fertilizers

EPS: increasing positively

Operating and Net profit

increases

HFC Fertilizers

Almost a turnover of 1

billion


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Product Line

Pakarab

Urea

Calcium Ammonium

Nitrate (CAN)

Nitrophos (NP)

HFC Fertilizers

SSP (single super

phosphate)

Sulphuric Acid Zinc Sulphate

bio gold

bio fertilizer


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Number of Employees

Pakarab Fertilizers HFC Fertilizers

Senior Executive

Middle

Managers

Junior

Management

Officers

20-80 Ratio


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WAQAR AKHTAR BB-10-02

COMPARISION OF HR PRACTICES: PAK

ARAB FERTILIZER VS. HFC


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COMPARISION

1. HR planning and forecasting:

PAK ARAB HFC

A Proper HR Process Is Followed

HOD Determines need and

forecasts it

Budget is assigned for yearly

hiring

Forecast is done on the basis ofproduction to be done

Long-term yearly plan exists

Talent hunts are planned in

institution like LUMS, IBA

HR Processes Not Followed So

Formally

HOD determines need for hiring

No yearly hiring program

HR need forecast is done on the

production basisNeeds are determined on

seasonal basis

No talent hunt program


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PAK ARAB HFC

Policy issues are formally addressed

Proper test, interview and group

discussion takes place

Mostly ads are given, interview is

taken for replacement decision, due

process1stpriority is internal source

Meritocracy is valued

Special preferences to institution like

LUMS, IBA

Policy issues not given much weight

age except for legal requirements

After application just interview is

done

Inside hiring for replacement

decisions1st priority is internal source of

hiring

Meritocracy is valued

No institute based preferences

COMPARISION

2. Employee recruitment and selection:


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PAK ARAB HFC

Training for all level of employees

Department head assesses need for

training

Training focused of all level equally

Practical workshops, seminar for

high level employeesClearance and budget is approved by

CEO

Training programs are highly

formalized at all levels

Training for all level of employees

Department Head assesses need for

training

Training more focused on sales

person

seminars are conducted, farmerdays are celebrated, field meeting are

done, sales conferences

Same is here. CEO give permission

and budget

COMPARISION

3. Training and development


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PAK ARAB HFC

Performance standards are target

based

A formal appraisal form is

forwarded

Under performance doesnt lead

to firingIncentive are not a very common

practice

no recognition or award

Performance standards are target

based

Appraisal form is not a common

practice

Consistent under performance

leads to firingIncentive exist but dominantly for

sale person

Employee or sales person of the

year award exists.

COMPARISION

4. Performance management:


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PAK ARAB HFC

Pay structure: 90% basic + 10 %

health allowance

Yearly increment is done

2 bonuses per year and a

graduate is paid at every year end

Cars are given to managers

Pay structure: 45% basic salary +

27.5% house rent + 27.5% utility

bills

Yearly increment is done

No bonuses of graduate

No such package like a car

COMPARISION

5. Employee compensation and benefits:


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PAK ARAB HFC

A job rotation policy exists to givethe employee exposure, somehow

career management exists

Career management

practices do not exist

COMPARISION

6.Organizational career management


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COMPARISION

7. Job changes within organization

PAK ARAB HFCA promotion policy exists thorough

which employee is promoted afterevery 3 to 5 years

Transfers are need based and exist

Firing is very rare, so is demotion.

But promotion is stopped as an

alternative for demotion

1 month notice for resignation for

permanent employees

Employee retire at the age of 60

No promotion policy exists but

employee are promoted onperformance basis

Geographical transfers are not a

common practice

Demotion dont exist, it just goes

to firing

1 month notice for resignation of

permanent employee

No fixed retirement age


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COMPARISION

8. Unions and management

PAK ARAB HFC

Unions exist but do nothave much bargaining power

Unions do not exist


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Naveed Ahmad BB-10-75

SWOT ANALYSIS AND

RECOMMENDATIONS


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STRENGTH:

Entrepreneurial leadership exists in Pak ARAB

Facilities for workers (house, medical center, school,

management etc.) Best Management team for fertilizers firm in Pakistan

Full formalized HR processes exist

Experienced workforce exists and employees are highly

motivated Career management is done to some degree

Frequent training for all level of employees

Managements attitude towards employees is very positive

SWOT ANALYSIS

PAK ARAB (FATIMA GROUP)


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WEAKNESS:

Incentives are very less, the only incentive is

yearly salary increase

Equal treatment for all the employees even

some of them are performing better

Working hour are two much, employees get

tired

SWOT ANALYSIS



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OPPORTUNITIES:

HR needs will increase as the demand for fertilizer

increases

New HR practices can be employed to make man

force more effective.

The gas line project is an opportunity of expansion

for the company in near future

SWOT ANALYSIS



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THREATS: High competition means high turnover of employees

In order to retain employee organization will have to

reduce some profit and give employees morecompensation

The shortage of gas is creating inconsistencies in theproduction making the need for employee

inconsistent Global crisis which leads to low incentives for

employees

Increased labor regulation laws can be threatening

SWOT ANALYSIS



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SWOT ANALYSIS

HFC (Allahdin Group of Companies)

STRENGTHS: Management is supportive towards the HR

practices

Clean environment for employees where they

work

Healthy environment for manual workers

Incentives exist and lead to higher motivation of

employees

Training and development process is formalized

Sales force is highly active achieving targets

because they are properly trained


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WEAKNESS:

Employees are not very specialized in HFC

HR practices exist to a certain level but there is a lack

of a formal HR system A formal appraisal system does not exist

Career management practices are absent

Seasonal nature of business makes turnover high

because of which motivated employee do not exist Fewer seats for permanent jobs are there, mostly

there are employees on daily basis and contract basis

SWOT ANALYSIS



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OPPORTUNITIES:

Growing need for fertilizers leads to increase

in employee demand and an opportunity to

develop a good formalized workforce

Entering in other cities means people across

the country can join and a more diverse

workforce will be part of the company

SWOT ANALYSIS



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THREATS:

Increasing demands of employees will give

them more bargaining power

Increased competition means more incentive

to motivate employee properly

Legal restriction regarding labor may increase

in future

SWOT ANALYSIS



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They need to maintain existing HR practices and look for

new developments in HR.

They need to change their perception of employee from

worker to a partner. They should expand their HR department and try to

develop a system in which they can accommodate

diverse workforce.

Due to increasing need for efficiency Pak Arab needs to

run regular training program for employees so that they

remain aware of state of art technology.

RECOMMENDATIONS



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The HR process should be made more formal.

Training and development should expand beyond the

sales department to all other departments

A proper appraisal method should be established.

Bonuses and other incentive should be given to

employees as well.

Over all the company should fine tune its HR processesand make them formal, standardized.

RECOMMENDATIONS

HFC (Allahdin group of companies)


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CONCLUSION

fatima group vs. allahdin group

Documents

byfatima group

arifhabib group

allahdin group ofcompanies

hfc5212018 fatima group

ratio5212018 fatima

ltd5212018 fatima group

waqar akhtar bb

tons urea450