Tapal HRM Project

8/3/2019 Tapal HRM Project

1/31

GROUP MEMBERS

NUMAN AHMAD;

AZHAR ALI;

ASSIGNMENT ; HRM

SUBMITED to; SOHAIL AKRAM

PRESTON UNIVERISTY LAHORE


2/31

HUMAN RESOURSE MANAGEMENT

Tapal Tea Pvt. Ltd.


3/31

Contents

1. Company Profile

2. Vision, Mission & Values

3. Structure

4. Human Resource Management

5. Best Practices

6. Employee Engagement

7. Change management8. Gauging Behavior

9. Evaluation and recommendations


4/31

HISTORY OF THE COMPANY

In 1947, Tapal started out as a family concern

under the supervision of its founder, Adam Ali

Tapal.

Initially, Tapal started with a single unique blend

of tea, named FAMILY MIXTURE.

It had just 1 outlet in Jodia Bazar, Karachi.

Its distribution channel spread across the countryunder the leadership of Faizullah A. Tapal.

Currently, company is achieving new heights

under the leadership of founders grandson, Aftab

A. Tapal.

1. Company Profile


5/31

1. Company Profile

BRANDS

The company has 10 brands under its umbrella.


6/31

1. Company Profile

OPERATING REGIONS


7/31

Vision Of Tapal To act locally, but think globally

To Provide information & trainings to employeesfor their development and improvement

To indulge in environment friendly business

activities that generate positive influence to society

To produce environment friendly product



8/31


Mission Of Tapal

To satisfy our stakeholders and as a

guiding principle to our business; be a

benchmark for Quality, Creativity andEthical values Achieve leadership in

all categories of our core business

and diversify in areas whichcompliment the core business.


9/31

Values At Tapal Trust in each other

Outstanding Quality

Passion for creativity

Leadership and role model for others

Together, everyone achieve more



10/31

3. StructureCorporate Hierarchy

Tapal has a flat organizational structure

CEO: Aftab A. Tapal

DIRECTOR: Mehvish Tapal DIRECTOR: Kumail Tapal

COO CCO

Commercial

Sales

Marketing

Admin

Production

Supply Chain

Tea SC

Corporate

Internal Audit

Finance

HR

Projects

IT


11/31

Culture and Environment Friendly environment with respect for each team

member of organization

Healthy culture of mutual trust and openness

Comfortable work area with international

standard facilities

Diversified with both male and female workforce

Tapal is networked organization which allowspeople to communicate and work together

Tapal does not face any ethical or cultural issues

3. Structure


12/31

L

aborManagement All governments regular labor laws are being

followed

The calculation of man-power requirement is

done on annual basis.

If shortages are experienced due to high

absenteeism or turnover it is being adjusted by job

distributions and overtime.

Multi-skilled Employees so that replacement can

be found incase of skilled worker absenteeism

In Tapal there is no gender bias or gender

discrimination.



13/31

Recruiting Process Recruiting process starts 2

months earlier

Head-hunt process is

completed in 45 days max.

First priority is given to existing

employees

Selection criteria is based on

skill set, abilities and personality

requirement of a specific job

Judgment is based on

knowledge and attitude towards

life and work.


Vacancy

Announcement

Screening through

CV

Initial Interview

Second Interview

Reference counter

check

Medical

Examination

Hiring


14/31

Separation Process One month notice period is fixed before leaving

Dues are cleared on the last day

An exit interview is also taken on which following

is discussed

- Reason for leaving the company

- Employees experience with the company

- Improvement opinions/ideas

If the company finds an employee involved in

some fraudulent act then the person is directly

terminated without any notice.



15/31

Perform

anc

e Meas

urem

en

t

MBO and behavioral review process is used for

Performance Management

Appraisal is done once a year based on the

achievement ratio of MBOs

Discussion between sectional head and

employees in informal and open environment

The promotion, job enrichment and enlargement

options are also discussed



16/31

Compensation andBenefits

Monetary as well as fringe benefits

Nine salary grades and the salary of employees

move within the different bands of grades

The fringe benefits include transport facility and

medical services

The company has also set and R & D program

with which the company researches about the

compensation plan being followed by companies

of the same stature to benchmark their salaries

against the market.



17/31

Succession Policy

Tapal has a succession policy, every manager

has a successor who can replace him in times

of need.

Development of Human Resource

Providing trainings, skills development and

inculcating performance management culture.

Stress and Conflict resolution

Employees are comforted by being listened

and then most feasible solution is advised.

5. Best Practices


18/31

Situational Leadership

Situational Leadership is used for shaping up

strategic Management Culture.

CSR Corporate Social

Responsibility

All expectations of stakeholders are kept in

consideration with national and moralobligations realization potential the

organization overall believes in making a

difference.

5. Best Practices


19/31

Skill Improvement through Training

On Job trainings for employees

In-house trainings on leadership,

team work and communicationimprovements

Special workshops for executives

Evaluation is done before and after

the training



20/31

Innovation and Creativity

Appreciation of creativity and innovation is

among the core values

Tapal Tea is honored to have taken the lead in a

number of areas in the tea industry

-The first to invent the highly successful brand

Danedar Leaf Blend.

-The first tea company to introduce metal-free

tea bags.

-The first to market Kenya teas in Pakistan.

-The first tea company to be awarded the ISO

9001/2000 Quality Certification



21/31

Increasing Employee Motivation

Job enrichment and job enhancement

procedures.

Employees are provided with flexi timing so they

can balance their work as well as personal lives

Right to express opinion and ideas

Challenging and meaningful work with

opportunities for career advancement

Open door policy of communication



22/31

Increasing Employee Involvement


Employees are

encouraged to take

initiative and bring in new

ideas for work

improvement.

They are given ownership

and responsibility of their

work.

Appreciation on

achievement

Cordial relationship with

bosses and co-workers


23/31

Measuring Attitudes

360 degree Feedback

program

Feedback is provided by

-Subordinates

-Peers

-Supervisors

-Customers

-Suppliers

-Stakeholders

8. Gauging Behavior


24/31

Measuring Job Satisfaction

No such method for measuring the job

satisfaction of employees is used.

The salary structure is known to all the

employees of the organization.

Employees at similar positions in an organization

have identical salary packages.

8. Gauging Behavior


25/31

Coping With Temporariness

Provides trainings to employees in order to

cope up with temporariness.

The employees have no fear of termination as

the company gives proper chance to prepare forthe upcoming changes.

Meeting Targets And Deadlines

Time management training are given Achievable deadlines and targets

Cutting corners in order to meet deadlines as

doing it is unacceptable.

8. Gauging Behavior


26/31

Absenteeism & Turnover

Absenteeism and turn over is low

Emotions And Moods

Opportunity to travel in foreign countries

Rewards for their achievements

Bonuses

8. Gauging Behavior


27/31

BUSINESS PRACTICES AT TAPAL

EVALUATION: The company practices some of

the best business management programs

RECOMMENDATION:

The management should also employ some

program to measure employees job satisfaction

and motivation like

Single global rating

Summation of job facets.

9. Evaluation


28/31

ORGANIZATIONAL CULTURE

EVALUATION: Work environment is comfortable,

friendly and enjoyable with international

standards and facilities

RECOMMENDATION:

The culture and environment should be

maintained

9. Evaluation


29/31

HUMAN RESORCE MANAGEMENT

EVALUATION: Human resource practices of

Tapal are satisfactory

RECOMMENDATION:

There is no policy of short term incentives or

rewards inform of cash or gift items.

Such a policy like rewards for creative

suggestion should be introduced to promote the

small steps make great difference philosophy

9. Evaluation


30/31

RELATIONSHIP OF EMPLOYEES

WITH ORGANIZATION

EVALUATION: In general, employees are

satisfied to be working with Tapal. They are proud

to be associated with the company and are loyalto it.

RECOMMENDATION:

Employee motivation and loyalty to the

company should be maintained by continuing itspolicies.

9. Evaluation


31/31

Tapal has successfully invested in the areaTapal has successfully invested in the area

of Personal management of its employeesof Personal management of its employeesand has reaped extensive benefits in termsand has reaped extensive benefits in terms

of profits and a renowned brand, with allof profits and a renowned brand, with all

embracing employee loyaltyembracing employee loyalty

Documents

Tapal HRM Project