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INTERNSHIP REPORT
BEACON HOUSE SCHOOL SYSTEM

SPECIALIZATION:

HUMAN RESOURSE MANAGEMENT

SUBMITTED TO:

CHAIRMAN, DEPARTMENT OF BUSINESS ADMINISTRATION

SUBMITTED BY: ROLL NUMBER: REGISTRATION NUMBER: MAILING ADDRESS:

MUHAMMAD ZEESHAN W581636 07PLE0108 HOUSE # 740 STREET # 6 MAKKA COLONY GULBERG lll A LAHORE

CONTACT NUMBER:

0301-3162005, 0345-4284993
1

ACKNOWLEDGEMENT
This report is dedicated to my parents, and teachers who always stood by my side, proving to be a source of inspiration and motivation for me in difficult times. Without their help and prayers it was impossible for me to compile such an elaborate and descriptive report.

I am also very thankful to Ms Saima Bashir, Mr Waqar-ul-Haq, and Sir Azeem who helped me a lot in preparing my report, without their help it was very difficult for me to prepare this report.

MUHAMMAD ZEESHAN

LIST OF CONTENTS:
S.NO
00 01 02 03 04 05 06 07 08 09

DESCRIPTION
Mission & General Information Objective of studying the organization Overview of the organization Facts and Figures History of the organization Nature and kind of business activities Structure of the organization Organizational structure of HRM department HRM process in the organization Human Resource Planning and forecasting a) Human Resource Planning Process b) Forecasting HR requirements c) Methods to forecast HR needs

PAGE #
01 02 03 04 05 07 10 11 12 13 13 14 16 16 17 17 18

10 11

Employee recruitment and selection process Sources of candidates a) Internal sources b) External sources 3

12 13

Employee selection process Selection process flowchart

18 21

S.NO
14

DESCRIPTION
Training and Development a) Training need assessment b) Employee development

PAGE #
22 23 27 29

15

Performance Management

a) Setting performance standards & expectation 31 b) Performance report writing procedure 16 Employee Compensation and Benefits a) Types of compensation and benefits 17 Organizational Career Management a) Employee job changes 18 Job changes within the organization a) Promotion b) Transfer c) Demotion d) Separations i) Layoff ii) Termination iii) Resignation 4 33 37 37 42 42 42 42 43 44 44 44 45 45

iv) Retirement 19 Labor Management Relation

45 47

S.NO

DESCRIPTION

PAGE #

20 21 22 23 24

Critical Analysis Conclusion Recommendation References and Sources used List of Annexure / Appendices

48 50 52 54 55

MISSION:
Beaconhouse aims to provide quality education of an international standard. They aim for excellence through quality management, quality training, and quality teaching. By doing so they hope to provide benefit to their students, their communities, and the wider world.

General Information:
Type Private

Motto

Seek the Light

Established

1975

Faculty

6,500

Enrollment

75,000

Color(s)

Blue and Yellow

Website

Official site

OBJECTIVE OF STUDYING BEACON HOUSE SCHOOL SYSTEM:

a) To what extent HRM activities are being implied in this organization. b) To study the theoretical policies and practical implementation of the organization. c) The study the HRM functions and guidelines are applied in an organization which is under consideration. d) To study the employee recruitment process, training & development activities and employee compensation programs at the organization. e) To do a comparative analysis of the organization with the other in the same business and capacity.

f) Finding out the weaknesses, short comings, strengths and beauties of the Human Resource Department

OVERVIEW OF THE ORGANIZATION:

Nasreen Kasuri is the Chairperson of the Beaconhouse School System, which she founded in 1975. The Beaconhouse School System is now the largest school system of its kind in the world, and it recently opened its 130th branch.

Besides developing the private education sector in Pakistan, Mrs. Kasuri has also played an important role in womens empowerment in the country. 62 percent of Beaconhouse employees are women. This includes a very high percentage of women in upper management.

The non-profit Beaconhouse National University is Pakistans first liberal arts university. She also sits on a number of boards including Queen Mary College for Women; National College of Arts; Education Advisory Board, Pakistan; Pakistan Chapter of the World Wide Fund; Sanjan Nagar Education Trust; and Punjab Education Foundation.

Mrs. Kasuri earned a Bachelor degree in Applied Psychology and History

from Kinnaird College, Lahore, and an MBA from TRIUM, the graduate programme of New York University.

FACTS AND FIGURES

Particulars BSS Pakistan The Educators BNU

No. of Branches 130 263

2

Students 74,939 93,655 1,127

(Figures taken from the prospectus of the beacon house)

BRIEF HISTORY OF THE ORGANIZATION:

Beacon house is the largest privately owned education system of its kind in the world which was established in November 1975 as the Les Anges Montessori Academy. Beaconhouse has grown into a regional network of private schools, institutes, and universities, providing education to over 172,425 students from pre-school to post-graduation. Out of these students, 74,939 study in the Beaconhouse School System, while the bulk of the remaining students are enrolled at The Educators, a newer school network managed by Beaconhouse Group. The Beaconhouse School System has nearly 11,000 employees, out of which approximately 6,500 are teachers. The Beaconhouse has various independent branches in UK, Malaysia, Philippines, Pakistan, Oman, and Bangladesh.

10

Beaconhouse is an international private school system with over 172,425 students in eight countries. It is the largest education system of its kind in the world, Opening with the Les Anges Montessori Academy in 1975, Beacon houses contributions to education were internationally recognized in 1996 when the World Bank Group, in its first ever investment in private education, financed the construction of several new Beaconhouse campuses. Beaconhouse sends senior academics to the UK annually to pursue Masters degrees in Education and Professional Development The in-house teacher training programme was established in 1993 with the help of Bradford University in the UK. Today, this fully fledged programme trains teachers across the group, some at universities in the UK, and others in-house. More than 100,000 students who have graduated from Beaconhouse Schools are found in all walks of life - in education, medicine, politics, business, civil service, arts, fashion, and sport. Some of the prominent alumni are:

Hassan Sheheryar Yasin, Fashion Designer Ali Zafar, Pop Singer Salman Butt, Batsman, Pakistan Cricket Team. Waqas maqsood model in teen age

11

NATURE OF THE ORGANIZATION AND KINDS OF BUSINESS ACTIVITIES PERFORMED BY THE ORGANIZATION:
Although Beacon house is a nonprofit organization that provides quality education to students all over the world. Besides providing quality education to students Beacon house also have different side businesses:

The Educators Schools:

This project was established in 2002, The Educators is a parallel private school network managed by Beaconhouse. It aims to provide quality education across the nation at a tuition fee that is less than half that of Beaconhouse. The Educators operates as a franchise model in which Beaconhouse is the franchisor. Currently, 263 successful Educators schools are functional throughout the country, educating over 85,000 students from Nursery to Matriculation. The Educators network consists of pre-schools, primary and secondary schools, and intermediate colleges. 12

TNS Beacons House:

TNS Beacon house is the latest learning venture from Beaconhouse. It was launched in late 2005 after several years of research and as named as The School of Tomorrow TNS Beaconhouse is currently based in Lahore only and caters to children from Nursery to Grade 5, and launched middle school in September 2009. The group plans to extend TNS to select locations across Asia and Europe in the future.

Beaconhouse National University:

The group has contributed an amount of over 6 million dollars for Beaconhouse National University. While Beaconhouse is the original sponsor of the university, other stakeholders from the public and private sectors have also contributed generously. Beaconhouse National University (BNU) was set up in September 2003 and is based in Lahore. BNU is Pakistans first broad-based liberal arts university with faculties ranging from Liberal Arts and Social Sciences, Media and Communications, and Education, to Architecture and Design, Visual Arts, and Information and Computer Technologies.

13

The Universitys Vice Chancellor, Sartaj Aziz, was the former Finance Minister of Pakistan, while its Board of Governors counts amongst its members Nasreen Mahmud Kasuri (Chairperson of Beaconhouse), Parvez Hassan (leading corporate lawyer), Hussain Dawood (a top industrialist of the country). Beaconhouse National University was awarded a charter by the Government of Punjab in July 2005 by giving it degree awarding status.

BEYOND EDUCATION
The group is involved in a number of activities beyond education:

Beacon Energy Limited:

BEL is currently in the process of setting up a 50 megawatt Wind Farm in the district of Thatta, which is in the Sindh province of Pakistan, at a cost in excess of 125 million dollars. Electricity will be sold to the Central Power Purchasing Agent (CPPA) at the National Transmission and Distribution Company (NTDC).

Beacon House Estates:

Beaconhouse Estates was established in 2002 to provide affordable housing for the employees of the Beaconhouse Group. Employees were offered the opportunity of purchasing plots of land at rates below the prevailing market price. Beaconhouse Estates comprises over 1,000 residential plots of 250 and 500 square yards, along with facilities like parks, playgrounds, and shopping complexes.

14

PREMIER TRADING SERVICES (PVT) LTD:

Premier Trading Services was established in 1995. PTS comprises Premier Trading and Premier Bus Service. Premier Trading is engaged in multi-dimensional businesses, which currently include hire-purchase services, printing and distribution of books and stationery, production of school uniforms. Premier Bus Service, now a major division of Premier Trading, was started in 2003. It provides premium transportation services to the general public of Lahore with over 240 buses running on exclusive routes and is the second largest urban transportation provider in Pakistan.

15

STRUCTURE

OF

THE

ORGANIZATION:

(Organizational Structure Previously Prepared by HR department for New Employee). 16

Organizational Structure of the HRM:

Please incorporate the structure for all departments not the HRM function how the hierarchical structure normally operates
General Manager HRM

Deputy Manager Compensation and Benefit

Manager HR Recruitment

Assistant Manager Training and Development

Senior Officer HR

Officer HR

(HRM Structure Previously Prepared by HR department for New Employee).

17

BASIC FUNCTIONS OF HR DEPARTMENT:

The basic functions of HR are as following: a) HR Planning b) Training and Development c) Compensation and Benefits d) Performance Appraisal e) Transfers of teachers f) Promotions of teachers and staff members g) Providing the organization with well-trained and well-motivated employees

Human Resource Management Process in the Beacon House School System:

The main objective of HRM process in the organization is to design and develop Human Resource Planning procedure for both permanent and contractual staff.

The HR Management Process is divided into the following major stages; (a) Human Recourse Planning and Forecasting (b) Employee Recruitment & Selection (c) Training & Development (d) Performance Management (e) Employee compensation and benefits 18

(f) Organizational Career Management The whole process is carried out through HR department in consideration of GM HR and Regional Director. It is the responsibility of the General Manager HR to implement all the above mentioned functions in a proper way.

HUMAN RESOURCES PLANNING AND FORECASTING: Human Resource Planning Process:

Human Resource Planning is the first step and important function of HR department. In HR Planning the future targets regarding recruitment of employees, goals of organization and pay policies are analyzed.

The principal elements involved in human resources planning are as follows: (1) Goals and plans of organization. (2) Current human resource situation. (3) Human resource forecast including comparison of projected future demand for employees with projected supply. (4) Designing programs to implement the plans.

19

FORECASTING HR REQUIREMENT:
Forecasting is the process of anticipating an organizations future human resource needs and then developing action plans for fulfilling identified needs. Forecasting human resource involves determining the number and type of employees needed by skill, level and location. In order to forecast, the human resource manager looks to both internal sources (present employees) and external sources (the labor market). Then HR determines whether they have a surplus or shortage of employees. HR reduces the number of employees if a surplus is projected. Some of these methods include restricted hiring, early retirements, and layoffs. If a shortage is forecasted, the HR obtains the proper quantity and quality of workers from outside the organization. In this case, external recruitment and selection is required.

Surplus of Employees Forecasted:

a) Restricted Hiring:
In restricted hiring policy the HR reduces the workforce by not replacing employees who leave.

b) Early Retirement:
Early retirement of some present employees is another means of reducing the supply of workers. 20

c) Lay-Offs:
At times the organization has no choice but to lay off part of its workforce.

Shortage of Workers Forecasted:

During shortage of workers, organizations had to intensify their efforts to recruit the necessary people to meet the needs of the organization.

a) Creative Recruiting:
A shortage of personnel often means that new approaches of recruiting

must be used. The organization have to recruit employees in different department according to there skills.

b) Different selection standards:

Another approach for dealing with shortages of workers is the lowering of employment standards. Selection criteria that screen out certain workers alter to ensure that enough people are available to fill jobs. Instead of desiring extensive work experience, the organization hires an

inexperienced worker and trains him or her to do the job.

Forecasting Involves Two Activities:

Monitoring current HR programs and personnel staffing levels Investigating future HR needs and concerns

21

METHODS OF FORECASTING HUMAN RESOURCE NEEDS:

A requirements forecast is an estimate of the numbers and kinds of

employees the organization will need at future dates in order to realize its goals. Techniques of forecasting human resource requirements and availability that are currently being used by organization are as following.

a) ZERO-BASE FORECASTING:
This method uses the organizations current level of employment as the starting point for determining future staffing needs. The HR department does an analysis of current employees by biometric attendance every month.

b) BOTTOM-UP APPROACH:
The HR department in consent with the department head and Regional Director suggest how much employees must be in each department for proper working.

EMPLOYEE RECRUITMENT AND SELECTION PROCESS:

Recruitment and selection strategies for new employees differ considerably, depending on nature of job content and employee skills. Employee skill includes his communicational skill, administrative skills, interpersonal skills, intellectual ability, and stability of performance.

22

For each job, the HR department with the cooperation of operating manager of that department examines the skills required in an employee for that job. The recruitment of the management staff is done by the HR department of the regional campus while the recruitment of the teachers is done by the school heads. For recruitment of employee, the preference is given to the companys current employees either by employee referrals or job posting. But the employee must fulfill all the upper mentioned requirements for that job.

a) Internal Sources : Job Posting and Bidding:

The major means for recruiting employees for jobs within the organization is the job posting system. Job posting and bidding is a system in which the employer provides notices of job openings and employees respond by applying for specific openings. The HR department notifies all employees for the job vacancies by notices, circulating publications, or in some other way inviting employees to apply for jobs.

Employees friends:
The applicants that are friends of employees are also preferred if they fulfill the minimum requirement of that job. But the selection policy for all the applicants is same there is no relaxation for any applicant. But mostly the preference is given to the employees inside the organization because they already know the job description and are familiar with the tasks. 23

b) External Sources : Advertising:

Advertisements for the job vacancy are done through media such as newspaper, industry publications, and the Internet.

Employment Agencies:
There is an agency in defense that help beacon house for recruitment of employees and, at the same time, aids individuals in their attempt to locate jobs. This agency provides services according to the specific needs of the Beacon house. After there selection they send the resumes of the selected applicants to the Regional office.

EMPLOYEE SELECTION PROCESS INCLUDES:

1. Initial Screening: The candidates that fulfill the requirements of the job are short listed after being interviewed by the HR manager and HR General Manager. This is structured interview and the applicant is asked a series of job-related questions. In initial screening he or she is told the job description and pay structure During the interview the main focus of the intervier is on following things: 24

Objective: The first thing the intervier focuses is the objective of the
candidate. Although, some organizations pay no or less attentions on this part of profile but in Beacon house this part of profile has a great importance.

Qualification: The next part is the qualification of that employee along

with its professional experience.

Communication skills: The employee must have the ability to talk and
write effectively to people at all levels.

Determination: Does not quit when a problem gets tough. Confidence: can the employee face the difficult situations confidently.

2. Completion of Application Form: Once the initial screening has been completed the organization application forms are asked to complete. The amount of information required only contains the applicant name, address, communicational skills, telephone number and qualification along with its professional experience. 3. Comprehensive Interview: Finally the Applicant is interviewed by Personnel Department head where he or she is told the job specification.

25

4. Background Investigation: The Next Step in the selection process is to undertake an investigation of those Applicants who have been selected finally. The verification is done about their professional experience, character and pay structure that they told in the interview. Many employees are dropped because of their false statements given about their pay structure in the interviews. 5. Final Employment Decision: Those individuals who performed successfully in the employment tests and the comprehensive interview and are not eliminated are examined and the best one is called for the required job. The left candidates are separated and called next time when the required vacancy is available.
The employee is appointed on adhoc (temporary) basis for one or two

months if he or she is found satisfactory then he or she is given regular appointment letter for that job, and if his performance is not satisfactory, he or she is given one month salary and a termination notice from that job and the process starts again.

26

Selection process flowchart:

Job Opening

Employees application / application forms

Initial screening

Test

Interview

Background investigation Additional interview

Job placement

27

TRAINING AND DEVELOPMENT:

Training: helps employees do their current work. Development: prepares individuals for the future. There is a focuses on learning and personal development.

Training Defined:
The heart of a continuous effort designed to improve employee competency and organizational performance. Training typically focuses on providing employees with specific skills for helping them correct deficiencies in their performance. Training is a process by which people acquire capabilities to achievement the organizational goals. Training provides employees with abilities, knowledge and skills to be used in their present jobs.

PURPOSES OF TRAINING AND DEVELOPMENT:

Improve performance Avoid Managerial Obsolescence Solve organizational problems
Changes in organization structure caused by mergers, acquisitions, rapid growth, downsizing, and outsourcing

Changes in technology and the need for more highly skilled workers Changes in the educational level of employees 28

 Changes in human resources; a diverse workforce consisting of many groups Competitive pressures necessitating flexible courses and just-in-time and just-whats-needed training Increased emphasis on learning organizations and human performance management.

TRAINING NEED ASSESSMENT IN BEACONHOUSE:

Need assessment determines the present problems and future challenges to be met through training and development. Beacon house assesses the needs of training and development and spends a lot of money on it. In beacon house need assessment occurs at two levels group and individual.

a) INDIVIDUAL NEED ASSESSMENT:

In Beaconhouse the Individual need assessment occurs when the performance of any employee is below the required standards. The deficiency in performance may be due to lack of knowledge, skill, poor job design or any other reason. The problems like lack of skills and knowledge are improved through training, while the problems like poor job design or personal problems are removed by transfers and job redesign. The technology is changing very rapidly, so the individuals using old technology and skills face a lot of difficulty when some new technology is 29

introduced. So by the process of training and development their skills and technology are updated consequently from time to time.

b) NEED ASSESSMENT AT GROUP LEVEL:

Need assessment at group level occurs when a new policy is to be introduced by any department. A special meeting is conducted where all the briefing is given about the policy that is to be introduced. As the school is large with almost 130 plus branches and many projects in process, so the policies tend to change continuously, either old policies are renewed or replaced with new ones.

NEED ASSESSMENT METHODS USED IN BEACONHOUSE: a) ORGANIZATIONAL ANALYSIS:

Organizational analysis is done keeping in mind the following things:

Current performance of the organization, achievement of goals. Which department or employee needs training? Are there sufficient numbers of employees?

b) PERSONAL AND KSA ANALYSIS:

Personal analysis is done on the basis of performance, efficiency, skill and work load. The weak ones are warned by the department head, if the problem is same he has the option of job rotation and transfer which is done by the consultation of Regional Director. For example if the 30

performance of any accountant is below standard even after warnings then he is transferred to school and the best one is replaced by him.

TRAINING AND DEVELOPMENT PROGRAMME IN BEACONHOUSE:

Training and development programme is conducted every year. The HR department does external hiring for middle management. The duration for this hiring is 3 to 4 days. Mostly accountants and academics staff is included in this training. Last time the external hiring was done from Karachi and the training session was conducted at Cafenor in Lahore for four days from 9 to 5 for academic department. The training policies and contents are designed by the HR department by the consent of department head.

TRAINING TECHNIQUES USED IN BEACONHOUSE:

The following training techniques are being used in Beaconhouse:

a) ON THE JOB TRAINING:

Beaconhouse provides on the job training Programes which are informal and sometimes formal. The seniors provide training to their juniors as well as new comers. This method is more effective for trainees with no cost.

31

b) LECTURES:
This training technique is used when ever a new technology is to be introduced or some special briefing is to be given on some event.

c) AUDIOVISUAL TOOLS:
This technique is used by the trainer who is externally hired for some special training. The trainer uses projectors, video tapes or films, what ever he thinks is best suitable for the training.

d) COMPUTER BASED TRAINING:

This type of training is conducted when new software is launched in a department for some purpose or to give an outline briefing about software to internees. Beaconhouse mostly uses its own softwares for all purposes. For example they use software named as Beam, which includes full personal information about the employees, teachers, students and management staff. A person can be traced by the i.d he is given or even by his name. This type of training is especially for those who are doing internships or are new employees. This training is necessary because the department is allotted only that options that they are concerned with not all options of the software. The software contains options like accounts, library books, admission and security fee; challan fees structure etc. the accounts department can only access to accounts option not admission and security or library books options. The library department is concerned with library option and not accounts option so they have only access to library option. 32

e) JOB INSTRUCTION TRAINING:

Job instruction training is provided by the department head which includes the briefing about the job contents. This training is different for every department because in account department a person gets a briefing how to use the accounts software where as in HR department he gets instruction how to make appointment letter, show causes and office orders, pay policies etc.

f) INFORMAL LEARNING:
In informal learning the employees and interns feel no hesitation in asking question from their seniors or department heads. The important briefing related to employees and interns is automatically conveyed by the seniors or department head to them at necessary intervals.

EMPLOYEE DEVELOPMENT PROGRAMMES:

Employee Development Programme help strong performers to develop key competencies. Participating in Development Programmes is an excellent experience for employees, as they are confronted with new challenges and it encourages their long-term commitment to the organization.

Development Programmes also enable organizations to set performance standards for each employee.

33

ADVANTAGES:
a) Development Programmes increase job satisfaction and morale among managers and employees. b) Development Programme renders career options transparent and facilitates an individuals career planning. c) Development Programme helps recognize internal potential and develop it with regard to competencies required in the future within the organization. They facilitate a sustained human resource or succession planning and can easily be integrated into existing talent management schemes. d) The programme is developed with regard to the organizations goals and competencies that the employees need to achieve. The content of development of modules supports employees in gaining a better understanding of the organization and living the corporate vision.

34

Model of a Training System

Determine training needs Identify training Develop criteria Pretest trainees Select training methods Conduct training Training outcomes

35

PERFORMANCE MANAGEMENT
Performance management refers to the ongoing process of setting goals, self-assessment, manager assessment, coaching, development planning, and evaluation. A key aspect of performance management is performance measurement. Clear and concise measures are required in order to properly define the desired goals in performance management. Most performance management systems fail to achieve the desired goals because goal measurement is not specific enough, poorly communicated or because results cannot be measured effectively. Employee performance management works best when work is planned and goals are consistent. Beaconhouse plans and sets goals for performance management that creates rewards for good performance, and consequences for poor performance. In this way the employee feels the consequences of work performance, whether good or bad. Performance management gives feedback to employees on consistent basis than the average annual basis. By this the employees ability to exceed or failure to meet goals may be monitored. This provides the employee the opportunity to receive rewards or to make behavior changes sooner if performance is not up to par. 36

BEACONHOSUE PERFORMANCE CYCLE:

Organizational goal setting Strategy

Performance Management: Identify expected performance levels Measure individual performance; Provide feedback on individual performance Reward based on performance

Employee Performance

Performance Management Outcomes: Transfers Promotion Pay rises Termination

Organizational Results: Goals met or not met

Figure taken from the book: 37

SETTING PERFORMANCE STANDARDS AND EXPECTATIONS:

Performance standards are different for executive, administrative and office staff and teaching staff.

a) EXECUTIVE, ADMINISTRATIVE AND OFFICE STAFF: i) JOB KNOWLEDGE:

It includes the methods techniques, skills and contents that are related to job related matters.

ii) COMMUNICATION AND INTERPERSONAL SKILLS:

It includes the verbal and nonverbal communicational skills, body language and gestures while speaking to others.

iii) DEPENDABILITY:
What is the response when a difficult situation comes? Is he dependent on others or take independent decisions. How he responds to changing situations.

iv) TEAM SPIRIT:

How well he can manage his team. Does he has team spirit to achieve overall common objective.

38

v) COMPUTER LITERACY:
It includes sufficient knowledge to carry out tasks on computer using related softwares. This is not compulsory for executive and for office staff.

vi) PLANNING AND ORGANIZING:

It includes how well an individual can plan organize and monitor the tasks assigned to him.

vii) PROBLEM SOLVING AND DECISION MAKING SKILLS:

It includes how well an individual can use analytical and diagnostics approach for problem solving and making timely decision.

b) PERFORMANCE STANDARDS FOR TEACHING STAFF:

The communicational skills, dependability, problem solving and decision making skills are the same for teaching staff also but with a little difference.

i) JOB KNOWLEDGE:
The teacher must have subject knowledge, and excellent techniques of teaching. And he/she must be aware of his responsibilities.

ii) CONCEPTUAL SKILLS:

He/she must have strong grip on his subject while teaching and can conduct class presentations effectively.

39

iii) PLANNING AND ORGANIZING:

The teacher planning is different from that of executive planning. The teacher has to plan about his lessons and students and organize his schedule accordingly.

iv) CLASS MANAGEMENT AND CONTROL:

How well the teacher can manage the class discipline and make students take interest in studies.

HOW PERFOMANCE REPORTS ARE WRITTEN:

The performance reports are written on the basis of performance appraisal score that contains the following information and detail. The general information is similar for all executive, administrative, office staff and teachers but a little difference is in competencies and scores. The individual having excellent skills are rated in excellent category, below or less than excellent is rated in very good category, below very good is good category then comes satisfactory and last one is unsatisfactory. GENERAL INFORMATION:
Name of employee Designation Department / Branch Employee ID code Employee category ( Permanent /Contract / Adhoc )

40

 Date of joining Present take home salary Present scale Last increment Date promoted

b) i) CORE COMPETENCIES FOR EXECUTIVE/ ADMINISTRATIVE AND OFFICE STAFF:

Job knowledge Communication and interpersonal skills Dependability Adaptability Professionalism & integrity
EX
8

VG
7

G 6

S 5

UN
4

Score

ii) ESSENTIAL COMPETENCIES FOR EXECUTIVE/ ADMINISTRATIVE AND OFFICE STAFF:

Team spirit Leadership Computer literacy Developing staff
EX
7

VG
6

G 5

S 4

UN
3

Score

41

iii) MANAGEMENT COMPETENCIES FOR EXECUTIVE/ ADMINISTRATIVE AND OFFICE STAFF:

Planning and organizing Initiative and innovation Problem solving skills Decision making
EX
6

VG
5

G 4

S 3

UN Score
2

IV) SUPPORT COMPETENCIES FOR EXECUTIVE/ ADMINISTRATIVE AND OFFICE STAFF:

Tenacity Efficiency and orientation
EX VG G S
5 4 3 2

UN Score
1

Compliance with policies and safety standards

The total scoring rating is 200 the individual obtaining More than 90% is given special promotion. 100 is competency rating while 100 rating score are for objective rating. During performance reports written for teachers following things are also noted:
Number of Tasks given and completed successfully Score achieved against each objective. Comparison of last year performance and present year performance

42

c) i) CORE COMPETENCIES FOR TEACHERS:

Job knowledge Conceptual level Planning and organizing
EX VG G
7 6 5 S

UN Score

4 3

ii) ESSENTIAL COMPETENCIES FOR TEACHERS:

Communication and interpersonal skills Active and successful student participation during learning process Class management and control Class integration
6

EX

VG
5

G 4

S 3

UN Score
2

iii) SUPPORT COMPETENCIES FOR TEACHERS:

Dependability Initiative and innovation Attitudinal level Efficiency and orientation Problem solving skills Compliance with policies, procedure and requirement Professionalism and integrity
EX VG G S
5 4 3 2

UN Score
1

The total scoring rating for teacher is out of 170. 85 are competency rating and rest of 85 is objective rating. The teacher obtaining more than 90%

43

weightage is either made school head or senior mistress. During performance reports written for teachers following things are also noted:
Students turnover maintained Overall school results achieved Number of Tasks given and completed successfully Score achieved against each objective.

EMPLOYEE COMPENSATION AND BENEFITS:

Compensation rewards people for performing organizational work through pay, incentives, and benefits. Employers must develop and refine their basic wage and salary systems. Rewards can be both intrinsic and extrinsic. Intrinsic rewards often include praise for completing a project or meeting some performance objectives. Extrinsic rewards are tangible, having the form of both monetary and nonmonetary rewards. Tangible components of a compensation program are provided by the employer such as Base pay is the most common forms of direct compensation. Indirect compensation commonly consists of employee benefits. Following types of employees compensation and benefit are provided by the BEACONHOUSE for his employees.

BASIC PAY:
All the employees are given basic pay and it is included in direct compensation, either the organization is earning profit or not this is given 44

to all employees according to their designations. Basic pay is provided to employees according to their level and as established pay scales.

INSURANCE (MEDICAL):
The insurance company recommended is NJI. The employee becomes insured when he/she becomes a permanent employee. Following persons are insured with according to the policy:
Permanent employees of Beaconhouse and their dependents (spouse and

childrens)
Divorced / widow daughter dependant on the employee without any age

limit. All hospitals run by armed forces of Pakistan, government and semi government hospitals are included in the list of approved hospitals of NJI Company.

INSURANCE COVERAGE ITEMS:

Hospitalized: an insured person is registered as a bed patient in a

hospital on the advice of a qualified doctor requiring almost 24 hours hospital admission. Nails, eyes, hair, teeths are not included in this policy. Other than these, all parts of the body are included in this insurance; either the employee is internally injured or externally injured.
All expenses are beard by the employee until he is registered on the bed.

From registration till discharge all expenses are beard by the NJI. The

45

expense limit for the employee family is up to 25000. The employee is reimbursed by the NJI by showing the hospital bills.

TRAVEL POLICY:
Employees as well as officers travel to different cities to attend meetings, training, refresher courses, and any other assignments or picnic tours. For this a policy has been created which provides railway / air / bus tickets and hotel expenses according to the designations of the employees.

GROUP INSURANCE:
Beaconhouse has made a group insurance policy for employees; the range of this policy varies from designation to designation.

HOUSE ALLOWANCE:
House allowance is included in the salary of the employee which is almost 33% of salary.

PROMOTIONS:
The promotions of the employees depend on the performance of his work, experience, skills and education.

HOLIDAYS: a) ANNUAL LEAVES:

Annual leaves for the administrative staff and office staff are 20, while there are no annual leaves for the junior staff. 46

b) CASUAL LEAVE:
There are 15 casual leaves for the administrative staff, 10 casual leaves for the office staff and junior staff.

c) SICK LEAVES:
There are 10 sick leaves for all administrative, office and junior staff.

d) OTHER HOLIDAYS:
Summer vocation holidays are only for the teacher which normally start after the final exams that are held in may till august. During these holidays they receive full salary. Normally each Saturday is off for the females except school heads. While for male alternative Saturday is off; which means that one Saturday is working while the other is off. Females are given maternity leaves of 42 days but they can avail these leaves 2 to 3 times only not more than that.

e) LIBRARY:
There is a separate library for regional office and head office staff. Where they can read books or get them issued for home.

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ALLOWANCES: a) EDUCATIONAL ALLOWANCE:

One child can get free education for all employees working at Beaconhouse. This incentive is for all executive, administrative, teachers and junior staff.

b) WASHING ALLOWANCE:
Washing allowance is only for junior staff which is normally 100.

c) A-LEVEL ALLOWANCE:
This allowance is given if the student strength exceeds the average of number of A-Level sections for one teacher is increased. This allowance is calculated on the basis of the teachers salary.

d) Co-ORDINATOR ALLOWANCE:
The coordinator allowance is Rs.1000 only.

e) S.M (Senior Mistress) ALLOWANCES:

The senior mistress gets Rs.2000 plus 25 liter fuel.

f) H.M (Head Mistress) Allowance:

The head mistress gets only 35 liters of fuel.

g) PRINCIPAL:
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The principal gets 50 liters of fuel.

h) REGIONAL DIRECTOR:
The regional director gets 5000 mobile allowance, a car and 25 lire of fuel.

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ORGANIZATIONAL CAREER MANAGEMENT:

Career management is defined as Making career choices and decisions Career management provides a great opportunity for an organization to arrive at congruence of aspiration and interests of high performing individuals with current and future business needs. By providing proper direction and development, career progression of these individuals can be planned within the organization, where not only the individual achieves a sense of personal fulfillment but also future requirements of critical positions in the organization are taken care of.

EMPLOYEE JOB CHANGES:

It sometimes happens that employees change their job from one organization to other or within one organization. It is a part of their career planning. Organization allows them to leave the job, join any other organization or apply for new opportunities within organization.

JOBS CHANGES SYSTEM:

WITHIN

BEACON

HOUSE

SCHOOL

Beaconhouse manages the carrier of employees by promotion, transfer and demotions.

a) PROMOTION:
The promotion of an employee depends on his over all performance and KSA (Knowledge, skills and abilities). Regional office makes decisions about promotion of employees and teachers by viewing the progress reports 50

of these employees and teachers of whole year. The promotion can only be made if the teacher or the employee is regular not on contract or probation period and have served minimum 5 years for the organization, and must have master degree of his field and his / her communication skills must be excellent. The promotions are mostly common in teachers. The teachers overall progress report is written by the senior mistress or the principal and is send to the regional office. The regional office, by the consent of the regional director and head office takes necessary decisions. The same process is for the employees of head office and regional office but here the principal and senior mistress are replaced by department head or managers. When promotion is given the pay scale of that employee is revised.

b) TRANSFERS:
The transfers of teachers, employees, school head and principal depends

on their performance. If the performance is excellent they are transferred to branches where the strength of students is large and the management is weak or even given promotion but if the performance is poor they are transferred to branch where students strength is low.
Some times teachers have internal or personal disputes with management

or a principal, thats why they require transfers from one branch to

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another, or any employee, can have personal disputes with his manager for which he may require transfer.
When a major complain is heard about an employee, teacher or school

head then the termination or transfer is must done.

c) DEMOTIONS:
Demotions are done in following cases:
When an employee is given promotion but he cannot perform hell o that

designation.
When a teacher with excellent skill is made school head or head mistress

but she cannot perform well there then she is demoted back to his original place. This example is very common in Beaconhouse school branches. In this case the pay scale that was increased after promotion is revised again and all the allowance given are taken back from him / her.

SEPARATIONS:
It means the employees who are separated from their existing positions. This can be done through layoff, terminations or resignations.

a) LAYOFF (fire):
In an organization the employees are some time subject to layoff due to misconducts or on disciplinary grounds. This is mostly common in school 52

branches where peon, guards or accountants are the defaulters because misconducts are conducted after the school hours. If head office or regional office knows about such a conduct then the employee is layoff from job and HR department is set to investigate the case. If the charge of misconduct or any nature of charge is proved in the inquiry report against the individual, either he is terminated from service or a strict warning is given in order to mend his behavior.

b) TERMINATIONS:
Termination of an employee is done if his performance is not up to the required standard after warnings or if the services of any employee are not required. In any of these two cases the employee is given either one month notice or one month salary in advance if termination is immediate.

c) RESIGNATIONS:
Resignation of employees is very common in Beaconhouse, each day 4 to 5 employees resign either due to low salary, personal problems or in search of better facilities. In any of the case the employee gives his resignation letter to his school head or principal which is passed to the HR department. The HR department processes the resignation letters if clear reasons for resignations are mentioned otherwise his payment is stopped until a reason for resignation is not received from the employee. If a clear reason if his resignation is already mentioned that he is posted exit and clearance forms at their home address along with resignation acceptance letter, the forms requires some detail from the employee, the employee after filling those 53

forms send them back to the HR department of Regional office then processing of his payment start.

d) RETIREMENTS:
The employee is retired when he reaches at the age of 60. Then he is given his pension and provident fund. His over all performance is measured and if Beaconhouse requires his services then he is appointed on contract. This contract is either of one month or six months. If he/ she is a manager, principal or head mistress his facilities or allowances remain the same even after the retirement.

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LABOR MANAGEMENT RELATIONS:

A labor management relation is relationship between a group of employees (represented by a union or association) and employer. The labor management relations are based on collective bargaining and for collective bargaining union act as labor representative and Officials of organization acting as representative of management. In Beaconhouse there is the no concept of union the management has strong relation with their workers. The HR department provides all facilities including pay, education of their children and employee insurance (Group and accidental) and health care programs required by their families. This is the base of strong relations among management and employee. In case of any dispute among teacher-teacher, teacher-principal, teacherheadmistress, employee-employee, or employee-manager, the HR

department calls both the parties and makes decisions with the consent of Regional director. After listening to the arguments of both the parties the necessary decision is taken which may be transfer, termination or any other suitable decision.

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CRITICAL ANALYSIS:
During my internship period I was very much impressed to see the working environment that was provided to the employees. But due to my observations there are certain things to be criticize such as:

a) EMPLOYEE SELECTION PROCESS:

If a vacancy is vacant the preference is mostly given to females not males even though the qualification of male is high.

b) PAY SCALE:
The work load on males is much more as compared to females but the pay scales of females are much more as compared to males. However every Saturday is off for females but alternative Saturday is off for males. That is the main reason about 70 to 80% employees including management consists of females.

c) EMPLOYEE PERFORMANCE:
If the assistant managers skills and performance is better than the manager, he cannot be promoted until the manager retires or resigns. Thats why many assistant managers with excellent communicational skill and performance resign. 56

d) COMPENSATIONAL BENEFITS:
No bonuses are given to the employees. Pension is also finished from this year. Now there is no pension and

bonus for employees.

e) WORK LOAD:
Employees salaries are very low as compared to their work load due to which many employees resign.

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CONCLUSION
The overall structure of Beaconhouse is excellent. I am very proud to complete my internship from this organization. I learnt a lot of things in very short interval of time.

In Beacon house school system the Human Resource Department plays the key role in the hiring, retention, motivation and promotion of the employees. They are also trying to improve their HR process and utilizing new concepts and techniques of HR to provide better facilities for their staff as well as to improve their skills to gain more advantages. They believe that their people are their asset and to emphasize this concept they invest more on their people, keeping this in view that in this way their organization will groom. Beacon house school system is constantly planning for its staffing requirements, for this the HR department follow a complete selection process and gather resumes and then they start their selection and recruitment process following by interviews in which interviewee is compared with the set standard of HR and then they follow the steps of selecting the candidates. After selecting a person they give training to the person as per requirement and then the newly hired employee starts his work. After completion of probation period manager of the concern department forward a performance report to the HR department and

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regional director to suggested increment for him and after successful completion of probation period employee gets confirmation letter. Beacon house school system conducts training sessions to enhance the abilities of its employee. They conduct training need assessment programs and arrange training programs as per requirement. In Beacon house school system annual increments are based on employee performance. Regional director reviews the performance of all employees and compare standards with the actual performance. Beacon house school system is providing compensations and benefits to it employees on the basis of their designations. Employees at different designations are enjoying different compensations and benefits but basic benefits that include medical, holidays and educational allowance are almost same for all employees. In Beacon house school system career management opportunity is common for teachers. Every month 5 to 10 transfers and separations are very common. Beacon house is trying to control this situation because students studies get affected by this.

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RECOMMENDATIONS:
The overall working environment of Beaconhouse is excellent but there are certain things that should be improved in my opinion:

a) EDUCATION:
The Beaconhouse pays a lot of attention on A-level and primary classes but they pay less attention to Metric sections, thats why the result of Beaconhouse metric section is decreasing continuously. Another reason for this is that the teachers use old notes for metric sections. As we know that the syllabus changes continuously and new things are added in the syllabus each year but the teachers teach from the same notes each year without any change or additions. To improve the metric result teachers should use new updated notes for teaching and Beaconhouse should also focus on metric result sincerely.

b) PAY POLICY:
The pay policy of Beaconhouse is very low due to which many teachers and good performers resign and join other institutions. Beaconhouse should increase their pay policy so that good performers may not leave easily.

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c) EQUAL

EMPLOYMENT

OPPORTUNITIES

FOR MALE AND FEMALE:

There should be equal employment opportunities for both males and females. Females and males should also have equal pays at same level or designation.

d) BONUSES AND PENSIONS:

Beaconhouse should give at least one bonus near EID because Employees pays are very low and the bonus near Eid can be very useful for them. Pensions should be started again because this is the only benefit that employee has after retirement.

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REFERENCES AND SOURCES USED:

a) Internet (Beaconhouse.edu.pk). Site prepared and designed by Beaconhouse Network. b) Prospectus of Beaconhouse; Prepared by Communication department c) Rules and regulation notes of Beaconhouse; Prepared by Company Secretary d) Ms Saima Bashir; Face to face communication. e) Mr Waqar-ul-Haq; Face to face communication. f) Ms Ayesha; Face to face communication. g) Sir Azeem Notes; Reference used for additional guideline. h) Thomas H- Jakel; Reference used for training and development portion. i) Wayne F-Cascio; Reference used for HR planning and Compensation and benefits.

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ANNEXURES:
a) PERSONAL INFORMATION FORM for existing employees b) JOB DESCRIPTION FORMS c) INTERVIEW EVALUATION FORM d) EXIT AND CLEARANCE FORMS e) LETTER OF TEMPORARY APPOINMENT f) LETTER OF REGULAR APPOINMENT g) PERFORMANCE APPRAISAL FORM h) LEAVE APPLICATION FORM

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