FACULTY

MANAGEMENT NON

FACULTY NON -MANAGEMENT

FACULTY

INSTITUTE OF BUSINESS ADMINISTRATION For information on IBA HR department, we chose to contact Human Resource Director. However, before interview with the Director, HR manager, Adnan Hameed guided us towards recruitment and selection information present on the portal. In our research findings, we have included information about selection procedure from IBA portal along with interview. Since IBA is an educational institute and a public corporation, its selection criteria differs much from that of product companies like Tapal, which we visited earlier. This applies more to faculty recruitment. IBA WORKFORCE

FACULTY RECRUITMENT For faculty members, IBA has very careful selection criteria. This is because faculty members make up the most important part of IBA in enhancing its quality of education. According to Miss Ayesha Menai, faculty members are the critical workforce of IBA. Qualities and skills: In selecting faculty members, IBA emphasizes on their 1).Teaching, 2). Scholarship, research, or other creative work 3). Service 4). Personal characteristics. Among these, teaching and research work have primary importance, whereas services and personal characteristics hold secondary position in recruitment process. Teaching means the quality and ability of teachers to convey their message well and is judged on the basis of their knowledge about the area of expertise. This is quite difficult to be judged precisely. In order to judge their expertise in teaching, shortlisted applicants are required to present a topic from the relevant subject in front of concerned department head and associate Dean. Then research works shows contribution to their field through published data. It is considered important because such contribution actually makes a faculty member more learned and knowledgeable who can convey more practical knowledge to students. Then services refer to work as a teaching member or work in some organization related to the area of expertise. Personal characteristics refer to leadership, communicational and human skills of the applicant. These qualities, as considered by IBA, make a better faculty member who can be a better role model and teacher for students. Teachers have to face students continuously in distinct situations and every student is different. So good human skills in a faculty member make it easier to control the situation and better cater to student needs. However, if these qualities are lacking, an applicant may not be rejected if their teaching and research work carry weight. According to the Director, these four skills cover all the important aspects that are necessary to be judged for a good faculty member. Teaching skills are most important because that is the main job; however, IBA also looks at the relevant qualifications and most importantly to personal characteristics as well as human skills of the teacher which is not considered yet by many other local institutions in same business. Procedure for judging qualities and selection: Candidates are shortlisted based on their curriculum vitae (CV). To judge the authenticity of these qualities, different sources of information are used. To judge teaching, it includes consulting colleagues in the same field, recommendation, teaching load, gathering reports on guidance and leadership in student activities, consulting course files. For research, scholarship and creative work, judgment from professional colleagues are considered, reports are gathered on published data, and papers presented at provincial, national or international level. For judging services, CVs of candidates are relied upon and recommendation letters also serve the purpose. Personal traits are

also often judged by dossiers of appointee in recommendation letters. Also, mock class situations are used to judge the abilities for controlling classes. In that, different possible disturbing situations are caused by judging members. It includes irrelevant questions, laughing, talking and distracting students, cell phone ringing and other possible situations. Judging through this way helps in knowing whether the faculty member can control classes in an effective way. It also gives a better judgment for applicant's personal and teaching qualities. NON FACULTY MEMBERS Procedure: HR department of IBA carries out all selection and recruitment process in consultation with the relevant department heads. Potential candidates are identified through advertisements in newspapers, through existing employees, industry contacts and referrals and other personal networking. CVs of the applicants are shortlisted according to the criteria in job description and then interviews are conducted by relevant line managers. Depending on the nature of the job additional interviews are also conducted. Then before final selection, an interview is also conducted by department head. According to the Director, hiring through personal contacts or through referrals is conducted more in case of senior non-management staff such as senior managers and directors. Therefore, such situation eliminates the need for applying through CV. Moreover, employees are fired on the basis of misconduct or fraud. There is no such concept of firing due to bad performance or inability to adapt in the environment. Skills and qualities for non-management staff: when hiring non-management staff, IBA looks for the relevant skills for that job. For example in the case of security guards, they need to have some previous experience and they should be vigilant and strict enough to take care of security. Peons and workers need to be able to carry out their relevant work. In case of sweepers, they should know the hygienic conditions that need to be maintained around the campus and in washrooms. However, this entire staff should also be able to control the situations and deal appropriately with students. They should neither to too strict to scare away students or too lenient to have a control. Moreover, non-management staff should be punctual and physically able to carry out their tasks properly. Skills and qualities for management staff: This category of staff provides support to the critical workforce to IBA. These are the supporting departments. Under management staff, there are different ranks from office workers to line managers, senior managers and department directors. Since IBA is a public organization, it does not emphasize much on personal traits or characteristics of the workers. They do not look for specific people who can adjust to the organization culture. There is no such strict concept of organization culture and requirement to adapt it in order to work. However, when discussing about skills of employees, the Director made an important distinction between high level and low level staff. For office workers like finance personnel, HR personnel or marketing personnel, they need to have good technical skills and relevant degrees outlined in the criteria. Workers have to be punctual and have sufficient skills to complete their tasks. But when we move up to higher positions such as senior managers and directors, technical skills become less important. Even at the time of employing them, their relevant degrees are not even checked for authentication because it is never false. For higher positions, human skills are more important than technical skills. Human skills are described by the director include good communication skills, networking skills, ability to deal with different people, ability to make people co-ordinate, leadership skills and ability to understand and deal with politics involved in different situations. These are skills a manager must possess and senior managers have to take on more leading roles rather than making technical decisions. They have to make all sub-ordinates work together and eliminate any dissatisfaction in the department. Even at the time of promotion, such human skills are considered more important. Workers who work punctually and efficiently get promotion to a certain high level. Director also told that there are glass ceilings when it comes to promotion on the basis of these technical skills. Only those workers get

promotion to senior manager positions that have good human skills, despite their average technical skills or efficiency in work. ANALYSIS According to the information we receiver through interview with the director, skills for different positions differ accordingly. For faculty hiring, there is completely a different set of skills because teachers need to have technical skills as well as some personal traits are also important in order to become a good role model for students. In case of non-management staff, they need to have relevant skills according to the job requirement and a suitable nature and personality in order to cope up with the situations at work. For management staff, technical skills are quite important low level staff such as white collar workers. Because they have to deal with work situations relating more to their technical knowledge, their knowledge from the degrees matters more. However for managers, human skills are more important. It is clearly evident from the information that as we move up to higher level positions from sub-ordinates to senior level managers, human skills become more important and in the case of IBA, technical skills carry lesser weight for such positions.