HUMAN RESOURCE PRACTICES:

This is our Human Resource Term Project report which aims to make us learn about HR practices in any
organization by visiting their office and conducting interview. We visit to HalimSol on focus on Lahore
Office where ask them few questions related to our class room learning and some information they
provide us by seeing our interest in this term project. We have gathered cluster of information about
……Halim-Sol HR practices and learn a lot with this term Project.

Page # Table of contents

1 Introduction
2 HR
3 What they believe
4 Difference
5 Growth
6 Learning
7 Safety at work
8 Involving employees
9 Tools to manage performance
10 Policy on health and safety
11 Prevention of work-related injury and illness
12 Operational safety, health & risk management
13 Management leadership and employee involvement
14 Implementation
15 RECRUITMENT
16 What they look for
17 Professional knowledge
18 Personality
19 Motivation
20 Recruiting process
21 Receiving CVs
22 Register for our talent pool
23 Interview process
24 Graduate program applicants
25 Professional applicants
26 Internship applicants
27 Training
28 Management trainee program
 29 Ongoing development
30 Internships
31 Company's HR policy
32 Career management
33 Joining company
34 EMPLOYMENT AT company
35 Professional development
36 Learning
37 Company spirit
38 REFERNCE

My job explained: Human resources manager

Mr. Arsalan Naveed talks about her job as a Human resources manager and why he
enjoys "really making a difference to the environment that people work in".

What attracted you to this type of work?

I was interested in the business world and in understanding how people work - the
psychology of people in organizations. I wanted to improve the work environment so
that employees could do the best possible job.
How long did it take to train and what did the training involve?

I did a Business Management degree but specialized in psychology and personnel

management. This took four years. There are other ways of training - you can do a
diploma through the Chartered Institute of Personnel and Development (CIPD), which
takes one year if you do it full-time and two years part-time.

Can you describe a typical working day?

I like to get in at 8.30 to prepare for the day and have my cup of tea! I will usually have
meetings with either one of my team (I manage a team of five people) or the whole team
to talk through what they are working on at the moment or to share ideas and plans for
what we are going to do next. As a team we make sure that everyone is paid properly
and that they get all the correct benefits (like pensions etc.).

We help managers to recruit their people and we help to introduce them into the
organization so they work well right from the start. We will sometimes also help
managers to train their people properly. If people are not working well and not delivering
what they are supposed to then we will help the manager to challenge that employee to
improve. If they don't improve then we make sure the manager does all the right things
if they need to dismiss the employee. I need to decide each day what I must priorities so
that I can go home at the end of the day feeling satisfied with what I’ve achieved.

What's the best thing about your job?

Really making a difference to the environment that people work in - we spend about
40% of our waking hours at work and I can make an impact on how happy people are
during their time at work.

Have there been any challenges in getting to where you are now?

I was the first person in my family to go to university and there were so many options for
me to choose from that I had to do lots of reading and talking to people to make sure I
made sensible decisions about what I wanted to do. I had to work hard to finish my
qualification as I was working part-time to fund my studies so I had tried to be very
organized and think ahead so I could get my assignments in on time.

When I started working in England (after leaving South Africa), I had to adjust to a new
culture. I got to know as much as I could about what was expected of me and learnt by
watching others and asking questions.

What skills do you think are important for your role?

You need to be good at communicating. Being able to listen and understand what
people are saying is vital as well as getting across your own ideas or points to others in
a way that makes sense to them.

You also need lots of energy and the motivation to keep going when things get difficult
and to keep my team and my colleagues positive and believing that things can be
better.

What advice would you give to someone following in your footsteps?

Keep looking ahead - once you have got to grips with your studies or job and start to
feel that you are doing it well, think about what you want to do next and make the most
of every opportunity to learn new things.
1.Introduction of company

2: HUMAN RESOURCE
HR is dedicated to their employees, and ensures that they have all the right people with the right skills, in
the right places at the right time. Understanding that their people are the bedrock of all their business
strategies, it is their mandate to enhance their skills with cutting-edge training and provide them with world-
standard facilities. They select flexible, innovative people who are ready to confront new challenges and
make a difference. Their groundbreaking Management Trainee Programmed aims to develop talented
young men and women and help them achieve their potential in a dynamic and enabling environment.
Over a hundred people travel out of the country every year to take advantage of their international training
and development events.

3: WHAT THEY BELIEVE IN

They are a people company. Their people are their greatest strength, and nothing can be achieved without
their commitment and energy. At Halim-Sol Pakistan their opinion counts. Here you'll fit into a corporate
culture that's based on a set of fundamental principles and values.

These are:

• High commitment to quality products and brands

• Respect of other cultures and traditions

• Commitment to strong work ethic

• Personal relations based on trust and mutual respect

• Proactive cooperation

• Being pragmatic rather than dogmatic

• Favoring decentralization and networking

• Being committed to work and quality

• Preferring the long-term perspective to short-term thinking

They're proud of their traditions and heritage, and as times change, these core values keep

evolving.

The Company's Difference

At Halim-Sol you'll find their self in a dynamic and invigorating environment, surrounded by people

who are passionate about their work.

You'll feel empathized to contribute to the company's business objectives and to achieve their

own personal and professional goals.

They and their colleagues shape and lead the organization their energy is its greatest strength.

Growth
New employees are given responsibility at an early stage, and high performers can develop fast.

Their international and multicultural working climate is conducive to creativity, innovation and

personal development. And you'll get competitive working conditions, a compensation package

and social benefits in line with their company's high standards. Here, you'll get the room to add

value and make a real difference. If you're qualified and ready to confront new horizons, you'll

have the chance for a truly international career.

Learning
If you want to keep learning and improving every day of their working life, you might fit in very

detail at Halim-Sol Pakistan. From their very first day, you will start to acquire new skills that may

take you to the very top, and to the furthest corners of the world. Here, you'll thrive in an

environment of lifelong knowledge enrichment, where learning is a continuous process rather

than an occasional program or event. That's why you'll find their self-working with people who
want to know more, more and achieve more for them, and for the organization.

Safety at work:
Halim-Sol is committed to being a leader in workplace safety and health. The Halim Occupational Health
and Safety Management System (HSMS) was revised in line with the 2007 edition of the international
standard OHSAS 18001 and reissued to all Halim-Sol operations, reinforcing their commitment that
“Safety is non-negotiable”.

They are also working towards external certification of their factories against OHSAS 18001. This will
provide a common language around our health and safety management systems, and make it easier to
demonstrate implementation of these standards to the stakeholders. The number of workplace injuries
has been reduced. For example, in 2007 the number of injuries leading to one or more days away from
work in Halim-Sol decreased to almost one quarter of that seen in 2001.

Involving employees
Employees at all levels are employed to assume ownership of workplace safety. Behavior based

safety programs are being implemented in all operational sites (including factories and

distribution centers). Safety observations made by those most concerned are gathered and

analyzed and measures to eliminate or manage risks are implemented.

Tools to manage safety performance

Custom-made tools have been put in place to track workplace safety key performance indicators.

Safety practitioners and managers have access to reports about their local performance and those

of other sites, enabling easy internal benchmarking and identification of best practices.

Company's Policy on Health and Safety at

Work
Halim-Sol regards its people as its most valuable asset and places the highest priority on protecting

them. The Halim-Sol Policy on Health and Safety at Work is based on the Halim-Sol Corporate Business

Principles, which are binding for the whole Halim-Sol Group.

Prevention of work-related injury and
illness
Halim-Sol believes that work-related injuries and illnesses can be prevented. They integrate health

and safety into management of the business by establishing local safety organizations that

proactively advance a strong safety culture.

Operational Safety, Health and Risk

Management
They establish emergency and contingency plans to deal with residual risks. This approach also
minimizes threats to the business, protecting our shareholders’ interests; continuously improve our
performance by adapting processes, work practices and systems as a result of monitoring safety
performance and analyzing accidents or occupational health problems.

Management leadership and employee

involvement
Halim-Sol recognizes the critical role of our people to ensure a safe and healthy work environment. As
an integral part of managing the business, all Halim-Sol managers are accountable for managing
workplace health and safety with strong leadership and credibility.

They build a proactive safety culture by actively engaging our employees and other relevant
stakeholders to drive implementation of all elements of Halim-Sol Operational Safety, Health and Risk
Management Strategy through consultation and communication with staff at all levels educating,
training and equipping staff at all levels to ensure that they are employed to avoid unsafe situations and
to respond rapidly to unexpected events; setting targets and monitoring performance to drive
continuous improvement of our achievements, while providing the needed resources to ensure a safe
working environment. Further, employees at all levels are accountable to work in a safe manner to
prevent injury to themselves and fellow workers, and to become actively involved in programs to
improve health and safety performance in the workplace.

Implementation
Halim-Sol implements this policy through the Halim Operational Safety, Health and Risk Management
Strategy to ensure a consistent and coherent standard worldwide. However, the specific methods of
managing health and safety at work depend on local social norms, practices and regulations. Local
management is accountable to implement an adapted safety organization to comply with this policy.
The Halim-Sol Operational Safety, Health and Risk Management System, supports the Halim-Sol
Operational Safety, Health and Risk – Management Strategy by guiding managers on the most effective
implementation approach.

RECRUITMENT
WHAT THEY LOOK FOR
It takes a special sort of person to come and work at Halim-Sol Pakistan. That's why, when selecting
candidates, they look for a set of interrelated characteristics encompassing three key areas:

-knowledge,

-personality

-motivation.

Professional Knowledge
Do you have a great academic record that demonstrates their intelligence, commitment and hard work?
Can you show us you have a sharp analytical mind, and the drive necessary to succeed in a competitive
environment? If you think you fit the bill, you may be right for Halim-Sol Pakistan. They look for good
academic results at university or equivalent qualifications. However, the class of the degree you have
obtained, though very important, is not the only criterion for selection. Other experiences during their
studies, previous jobs, assignments, language theses and any other significant extracurricular activities
and achievements, are also given the right. They look for candidates who can identify a problem, analyze
it, look at different options, and come to reasoned conclusions. They want people with drive and
tenacity, energy and enthusiasm, who can initiate a project and follow through to the end. All these
skills are vital during a career at Halim-Sol Pakistan.

Personality
To succeed at Halim-Sol Pakistan, you need more than professional knowledge. You need a flair for the
field of activity of their choice, an open mind, and a willingness to dig in and learn new skills and ideas.
They're looking for applicants who are dynamic and communicative. People, who can listen, understand
and integrate the opinion of others, people who can express their ideas clearly, both verbally and on
paper. They want people who like to negotiate, even with very different partners, and to solve problems
in complex situations. They like candidates who show leadership, inspire others, and are self-confident,
yet realistic. People who have a positive attitude to work and are willing to work hard, even under
pressure. They seek people who can be objective in their assessment of themselves and of others.
Motivation
While they expect loyalty to their company, they expect their people to be critical and suggest
improvements wherever necessary. They like people who are motivated themselves & can motivate
others.

What Will Make You Right for Halim-Sol? A Halim-Sol employee is characterized by creativity and
dynamism. They don't only look for specialists, but people who have knowledge and skills in more than
one field, with broad interests. To sum up, they want people with purpose and ambition, though not at
the expense of others. They want people who take responsibility for their actions, who consider Halim-
Sol their own business, and who show an entrepreneurial spirit. If you think you fit the Halim-Sol profile,
you might be just the person they're looking for!

Recruiting process
Advertisements:
 They advertise jobs in newspapers and electronic media platforms like Rozee.pk, LinkedIn etc.

Application:
Applying for a current job / graduate program / internship.

Please look through the vacancies and choose which you are interested in. Create your CV by filling out
the online form. Once the application is complete, you will receive a confirmation message telling you
that it has been received and is being processed.

Receiving CV’s
They will review and select CVs that best match open jobs.

Please note that only completed CVs will be taken into account. Only selected candidates will be
contacted. In any case, you will receive an e-mail telling you when the job you applied for has been
filled.

Register for our talent pool

If there is no job opening suitable for you, you can still register your details in our database. You will
then be considered as a potential candidate for new upcoming positions. They regularly review CVs and
jobs to try to match registered candidates with job openings. You will only be contacted if they find a
suitable match.
The Interview Process
Graduate Program Applicants
Regular group interview sessions are held throughout the year for most of the Graduate Programs. This
is a one-day sessions that consists of discussions about potential jobs and career developments,
individual interviews with HR and line managers, group and/or individual case studies. If you are
successful at the group stage, you will be invited for an individual interview day with HR and line
managers.

Professional applicants
You should expect a series of individual interviews with HR and line managers. These will generally
focus on your background and motivation as they’ll as how you likely fit Halim-Sol culture and values.
Internships applicants You will be interviewed by HR as they’ll as a line manager. These interviews will
generally focus on your background and motivation as they’ll as how you likely fit Halim-Sol culture and
values.

TRAINING
Management Trainee Program
If you're young, bright and hardworking, the Management Trainee Program may be the place for you.
They hire fresh graduates as potential managers to develop new competencies and skills through on-
the-job development. You'll be hired in one of various departments at inductee level on a 12-month
training program. Once you've completed the program, you will be assigned independent
responsibilities supporting the company's business needs. They begin sourcing Management Trainees in
January. Preliminary interviews and screening is organized according to the graduation schedules of
Pakistani and foreign universities, and are followed by interviews with senior management.

Ongoing development
As nutrition and our insights into nutrition evolve, so too will our NQ Nutrition training, helping Halim-
Sol employees to keep abreast of new developments and maintain a high level of credibility through the
breadth and depth of our nutrition expertise. Internships are a great way to apply the knowledge and
skills you are developing at university and get experience in a leading corporation. They offer project-
based internship positions in various departments at Halim-Sol Pakistan.

They may be hired as an intern at various points during their academic career: during undergraduate
study or graduate school. Most internship assignments are offered during the summer months and
generally run for 6 to 8 weeks. At the end of the internship you will be required to submit a project or
program report to the company on the topic assigned to you at the beginning of the internship program.
If you impress us with their talent & hard work, you may be considered for employment opportunities
after you have completed their studies
The company Human Resource Policy
This policy encompasses those guidelines which constitute a sound basis for efficient and effective HR
Management in the Halim-Sol Group around the world. They are in essence flexible and dynamic and
may require adjustment to a variety of Circumstances. Therefore, its implementation will be inspired by
sound judgment, compliance with local market laws and common sense, taking into accounts the
specific context. Its spirit should be respected under all circumstances. As Halim-Sol is operating on a
worldwide basis, it is essential that local legislation and practices be respected everywhere. Also to be
considered is the degree of development of each market and its capacity to advance in the management
of their human resource. The Halim-Sol Management and Leadership Principles include the guidelines
inspiring all the Halim-Sol employees in their action and in their dealings with others. The Corporate
Business Principles refer to all the basic principles which Halim-Sol endorses and subscribes to on a
worldwide basis. Both these documents are the pillars on which the present policy has been built.

CAREER MANAGEMENT
JOINING Halim-Sol
The Halim-Sol Human Resource Policy The long-term success of the Company Depends on its capacity to
attract, retain and develop employees able to ensure its growth on a continuing basis. This is a primary
responsibility for all managers. The Halim-Sol policy is to hire staff with personal attitudes and
professional skills enabling them to develop a long-term relationship with the Company.

Therefore, the potential for professional development is an essential standard for recruitment. Each
new member joining Halim-Sol is to become a participant in developing a sustainable quality culture
which implies a commitment to the organization, a sense for continuous improvement and leaves no
place for complacency. Therefore, and in view of the importance of these Halim-Sol values, special
attention will be Paid to the matching between a candidate’s values and the Company culture.

Hence, a clear communication of these principles and values from the very beginning of the recruitment
process is required. Moreover, for managerial positions specific leadership qualities and business
acumen will be required. Halim-Sol wishes to maintain and develop its reputation as an employer of high
repute. Contacts with universities, attendance at recruitment events and other contacts are to be
undertaken so as to ensure good visibility of the Company vis-à-vis relevant Recruitment sourcing.

Particular care will be given to the treatment of each Candidacy regardless of the outcome of the
selection process. Even when promoting employees intensively from within the organization, it is the
role of management and HR to keep an eye on valuable candidates from outside and to Benchmark
internal skills with external offers. Whilst adequate recruitment tools may improve the hiring process, it
is understood that the decision to hire a candidate remains in the hands of the responsible manager
Supported by the HR staff. Under no circumstances should the decision to hire or not to hire be left in
the hands of an outside consultant or expert.

As mentioned in the Halim-Sol Management and Leadership Principles, only relevant skills and
experience and the adherence to the above Principles will be considered in employing a person. No
consideration will be given to a candidate’s origin, nationality, religion, race, gender or age. It is as
important to hire the right person as it is to integrate newcomers in the organization so that their skills
and behavior can merge smoothly with the Company culture. Whereas from new employees it is
expected to respect their company’s culture, it is accordingly required from all employees to show an
open mind towards new ideas and proposals coming from outside.

EMPLOYMENT AT Halim-Sol
The Corporate Business Principles outline the Company’s commitment to fully endorse and to respect a
series of principles and international conventions concerning employee’s rights, the protection of
children against child labor and other important issues. These principles are to be respected everywhere
and under all circumstances.

The management will implement the necessary processes to ensure that these principles are enforced
at all levels. Employees who are not abiding with the Corporate Business Principles and the Halim-Sol
Management and Leadership Principles cannot be maintained in employment and will be requested to
leave the organization.

Also their main suppliers and providers of out sourced services should be informed of the Corporate
Business Principles and should comply with those. In the same way that no discrimination for reason of
origin, nationality, religion, race, Gender or age will be tolerated when joining Halim-Sol, no such
discrimination will be tolerated towards Halim-Sol employees.

Furthermore, any form of harassment, moral or sexual, will not only be prohibited but actively tracked
and eliminated. Internal Rules and regulations will explicitly deal with discrimination and harassment
issues so as to obtain the best possible prevention. Halim-Sol considers that it is not enough to avoid
discrimination or harassment. It is essential to build a relationship based on trust and respect of
employees at all levels.

Therefore, it is indispensable for each manager to know how her/his employees feel in their work. In
larger units it may be necessary to organize such feedback on a regular basis, using internal surveys or
other valuable approaches. Halim-Sol favors a policy of long-term employment. Whenever, an operation
activity cannot be maintained within the Halim-Sol sphere, reasonable steps will be undertaken to avoid
overall loss of employment by identifying an external Business willing to take over activity from Halim-
Sol, whenever this is possible.

If this is not possible, a closing down may be unavoidable. It will be handled in full respect of local
legislation and of the Corporate Business Principles. A social plan will be elaborated taking into account
the legitimate interests of the concerned staff. Reasonable efforts will be deployed to reduce, as much
as possible, the negative Social impact of such a situation.
PROFESSIONAL DEVELOPMENT
Learning
Learning is part of the Company culture. Each employee, at all levels, is conscious of the need to
upgrade continuously her/his knowledge and skills. The willingness to learn is therefore a non-
negotiable condition to be employed by Halim-Sol. First and foremost, training is done on-the-job.
Guiding and coaching is part of the responsibility of each manager and it is crucial to make each one
progress in her/his position. When formal training programs are organized they should be purpose
oriented and designed to improve relevant skills and competencies. Therefore, they are proposed in the
framework of individual development programs.

The company Spirit

You could be forgiven for expecting to see a mission statement here, summing up our beliefs and
principles in a few slick phrases. But that's not the approach they take. Halim-Sol is not like other
companies. They have a unique set of values and guiding principles that have been built up over time. To
try to summarize them in a sentence or two would make them meaningless.

To engender the unique spirit that permeates the entire Halim-Sol Group:

They believe in people, rather than systems. They are committed to creating value for our shareholders,
but they will not favor short-term profits at the expense of long-term business development. They are as
decentralized as our basic policy and strategy decisions will allow. They are committed to continuous
improvement rather than dramatic, one-off changes.

Termination Policies
Employers should develop standard procedures governing both voluntary termination of
employment by employees and involuntary termination of employment by the
employer. Adopting and following such policies and procedures will help to reduce the risk
of litigation by employees and help to ensure the employer’s compliance with federal and
state laws related to termination of employment. Because of the numerous legal issues
found within the context of termination, employers are strongly encouraged to consult with
experienced employment counsel to review any termination policy.

Voluntary Termination
Voluntary terminations occur when an employee resigns or retires. With certain exceptions,
voluntary terminations are generally not saddled with the negative emotions which may be
present when an employee is terminated involuntarily. In the case of a voluntary
termination, the employer’s primary concern is to assure that the employee has the
necessary information to obtain benefits to which the employee is entitled, e.g. disability
benefits, and retirement benefits, and to tie up any loose ends, such as collecting employer
property in the employee’s possession.
Special Note:
Sometimes an employer may seek to force an employee to resign rather than taking the
initiative to terminate the employee. A constructive discharge occurs when an employee’s
resignation or retirement may be found not to be voluntary because the employer has
created a hostile or intolerable work environment, or has applied other forms of pressure or
coercion which forced the employee to quit or resign. This often arises when an employer
makes significant and severe changes in the terms and conditions of a worker's
employment.

What constitutes a constructive discharge is usually defined in state law and varies from
state to state. However, employers should be aware that compelling an employee to resign
may expose the employer to potential liability for wrongful termination.

Involuntary Termination
Involuntary termination typically takes two forms. First, an employer may have to
undertake a reduction in force (RIF) and lay off employees, often with no realistic hope of
recall. Second, the employer may have to terminate employees from time to time because
of poor performance or as a disciplinary measure.
Reduction in Force
Due to the potential cost and other negative impacts that a reduction in force may trigger,
employers should carefully explore all other options before deciding to implement a RIF. If
an employer determines that a RIF is necessary, then the employer should adopt and utilize
objective criteria in implementing the RIF and take steps to assure that there is no violation
of employment discrimination or other laws. A RIF which has a disparate impact on a
protected class of employees may be unlawful, even if the employer harbors no
discriminatory motive. Employers are strongly advised to consult with experienced
employment counsel before implementing any RIF.
Disciplinary Termination
In as much as most states in the companies follow the traditional “employment-at-will”
doctrine, employers are generally free to discharge an employee for any reason not
expressly prohibited by law. However, if the reason for discharge seems unreasonable, the
reason may be deemed a pretext for discrimination or some other unlawful motive should
litigation follow the discharge. Therefore, it is in the best interest of all employers to
carefully document the reasons for terminating an employee and make every effort to avoid
arbitrary and capricious terminations.

Reference:
Arsalan Muneer

HR manager

Halim-sol Pakistan, 75, 3rd Floor, Commercial Area, Cavalry Ground, Near KFC, Lahore.

Personal Contact: (+92) 306 963 198 0

Email: sales@halimsol.com

Website: www.Halimsol.com