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SUPERIOR UNIVERSITY LAHORE
PIQC INSTITUTE OF QUALITY
INDUSTRIAL VISIT REPORT MS HRM: ORGANIZATIONAL BEHAVIOUR
SUBMITTED TO:
SIR. ABDUR RAHMAN PIQC,
PIQC INSTITUTE OF QUALITY
SUBMITTED BY:
MUHAMMAD WASEEM
MS HUMAN RESOURCE MANAGEMENT
ROLL NO.: MSHRM: 11304
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Industrial Visit Report
Introduction
Over the last three decades Descon has evolved into a multi faceted Engineering and
Manufacturing concern and has further spawned a group of ventures with a diverse activities
portfolio: Project Management, EPC, Engineering, Manufacturing, Construction, Maintenance,software development, Mining, Chemicals and Trading, While the group companies operate
independently under a corporate structure, Descon Engineering remains the flagship company
and provides the associated identity to its affiliates.
The company is unique in its resources base with in house capabilities for Design Engineering,
Manufacturing, Construction and Maintenance Service. These are applicable to a wide variety of
projects related to Industrial plants, Energy and Infrastructure development for which services
are provided selectively or on turnkey/ EPC basis.
Project management expertise vested through sophisticated IT based systems is one of the key
elements in achieving successful culmination of projects. The company’s operations span
Pakistan, The UAE, Saudi Arabia, Qatar, Oman, Egypt and Afghanistan. Joint venture partners
and technology alliances include JGC Corporation Japan, Enerflex Presson, Canada and Eckrohr
Kessel, German. The roster of clients and end users is replete with auspicious names such as
Sabic, Aramco, Adnoc, Borouge, Gasco, Qatar Petroleum and WAPDA, NHA, OGDCL at
home.
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Vision
“To become a world class engineering, manufacturing and construction
company operating internationally”.
Our Mission
"To provide our valued customers with cost effective and reliable solutions in
project implementation and be recognized as the leading manufacturer of high
quality equipment for plants."
Core Values
The purpose of Descon is to bring prosperity and well being to our stake holders
and society at large by adding value through engineering, technology and
management.
DESCON HRD DEPARTMENT ANALYSIS
This document is the highlight about the core Human Resources functions performed at Descon
Engineering Company Limited. At Descon Ltd. HR activities are grouped into the following
heads;
Human Resource Planning
Job Analysis
Recruitment And Selection
Training And Development
Compensation And Benefits
Hr Operations
Human Resource Information System
Organizational Development
Change Management
Management Evaluation System
Talent Management System
Organizational Structure
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Strengths
1. HUMAN RESOURCE PLANNING (HRP)
HR policies vary considerably from one organization to another, depending on its size, the nature
of the workforce and availability of resources. At Descon HR department is consider as Business
Support Area and estimate the future HR needs of different departments after concerning and
worked with the respective departments. Succession planning is also an important part of HRP.
2. JOB ANALYSIS
Head counts are done to identify the actual numbers of persons required to perform certain tasks.
New jobs are identified, jobs descriptions (JD’s) are prepared and reviewed and prepare
specifications regarding JD’s. KPI are settled.
3. RECRUITMENT AND SELECTION AND ORIENTATION
All traditional and modernized ways of pool creation of competent individuals are adopted. After
screening, interviews and test, finally incumbents are selected. Participation in job fairs also in
policy of Descon Ltd. to create a brand image and hired fresh graduates.
Buddy and mentor system are adopted for orientation minimum period of 8 week. Orientation
has given special consideration at Descon Ltd. for the understanding of newly hired person about
the business, culture and values of a company.
4. TRAINING AND DEVELOPMENT
First step in training process is Training needs Assessment (TNA), which is aligned with other
HR core functions at Descon Ltd. For TNA input (data) gathered from Annual appraisal, Head of
department or project suggestions are utilized. In a strategic way Descon Ltd. consider required
skills for accomplishment of new projects. Descon Ltd. give special attention to Training and
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Development due to dynamic nature of its business. Different training evaluation methods are
used but it is difficult to evaluate training at 4th
level or in financial terms like ROI, because
trainee may be engaged in more than one project. At 1st
three level; knowledge,skill, and
behavior trainings are evaluated.
5. COMPENSATION AND BENEFITS
Basic salaries are settled or revised on the basis of external salary surveys. Salary ranges and
slabs are created to maintain equity. Performance appraisal also provide input for increments.
6. HR OPERATIONS
Mobilization and demobilization of human resource in a project based organization it is very
important aspect of Human Resource Function. Descon Ltd. have a separate section for that type
of work by the name of HR Operation. Availability and engagement with appropriate skills of
HR on a certain project provide base for the success of project. Concept of Dove tailing is
employed by the HR operation section to resolve the issue of transferring HR from one project to
new project.
7. HUMAN RESOURCE INFORMATION SYSTEM (HRIS)
Descon have well managed and centralized HRIS. Intranet makes it possible to connect the
employees with the central information system and data bases. Descon run different projects on
national as well as multinational sites. Descon worked on implementation of SAP for the
improvement of HRIS.
8. MANAGEMENT EVALUATION SYSTEM
Annual appraisal is conducted for the improvement of performance, succession planning, TNA
and providing input for other HR functions. In a new system it is merged in a Talent
management system.
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9. ORGANIZATIONAL DEVELOPMENT
At Descon Ltd. the purpose of this section is to integrate the all HR functions. Allignment and
connection among all HR functions is the most important to successfully implementation of new
policy even in a single function of HR.
10. CHANGE MANAGEMENT
HRD at Descon Ltd. worked on change management. Performance appraisal system provide
input for the change.
11. TALENT MANAGEMENT SYSTEM (TMS)
Prime focus of TMS is to develop future leaders by identify, develop, promote, retain the talent.
It is a emerging concept at Descon Ltd. and have a great importance among the HR functions at
there. Succession planning is crucial for the dynamic natured organizations.
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Succession planning for key position has great significance at Descon Ltd. also. STARS are the
employees, who can be promoted for the top most positions and CEO’s also. Special
consideration has given to STARs at Descon Ltd. Job rotation is one of the strategies to prepare
them knowledgeable and build in a competency regarding different aspects of company business.
Finally prepare a person who is able for the position of CEO. This strategy is the major strength
of Descon’s HR system.
12. ORGANIZATIONAL STRUCTURE
Descon has Matrix organizational structure that assigns specialists from different functional
departments to work on one or more projects. Matrix structure is suitable for project based
organizations most. Individuals have to report to their functional department head as well as
Project head. It means dual reporting, dual KPI’s, and dual responsibilities.
Weaknesses
Not supporting culture for employee unions.
Labour acquired through the contractor, and company not owned those workers, and feels
free from the any violation of labour laws by the contractor.
Annual basis appraisal is not much suitable for project based organization. May be a
person perform well on some projects and not in others. Blend of both annual appraisal
and project based appraisal is suitable for the evaluation of individual performance.
Development policies about individuals at HIPOS and STARs level are well prepared butfor middle and lower management level not specific. There is need to fulfill a vacant
executive position by promotion instead of outsourcing.
In Matrix structure dual reporting, dual KPI’s, and dual responsibilities create problems
and difficulties for the employees.