insight to HR strategy, recruitment, training and performance management processes for a power utility housing 10K+ employees

1. Human Capital Management
K-Electric Limited

2. 2
KESC Corporation to K-Electric Limited

3. Background & Operations
 Incorporated in the year
1913, under Indian
Companies Act, 1882.
KESC Nationalized in
the year 1952
 In the year 2005,
Government of Pakistan
privatized KESC
 In the year 2009,
ABRAAJ Capital, bought
majority shareholding
 KE is a vertically integrated company that Generate, Transmit and Distribute
electricity to 22 million people of Karachi
 It employs approximately 10,000+ people directly to support industrial,
commercial, agricultural and residential connections spread across 6,500 sq.
km area of Karachi

4. HR Restructuring

5. HR Recruitment & TrainingLearningandOrganizationalDevelopment

6. Presentation - AGENDA
The report is an academic attempt to capture implementation of key HCM area
(part of the Human Capital Management, MBA course work at IoBM/CBM) at K-Electric
Limited
This presentation shall give a brief on the following area for their
implementation at KE
1. HR Strategy
2. Recruitment & Selection
3. Performance Management
4. Training & Development

7. HR is a deciding element for continual expansion and excellence at KE
Realizing its importance KE acknowledge employee retention and satisfaction
a critical performance indicator alongside T&D loss reduction, fleet efficiency
& EBITDA growth
HR Initiatives at KE
• The KE HR strategy is
rooted to ENABLE,
ENERGIE and EMPOWER
its resources
• HR at KE is working to
rejuvenate a trust-
worthy, healthy, safe &
competitive
performance driven
structure for HR to
achieve best results to
sustain success, growth
and achievements

8. Strategy
Deliverables
Talent
Acquisition &
Succession
Management
Performance
Management
People centric
services
Harmonize
work relations
Revitalize
organizational
culture
KE HR or People Strategy

9. KE – People StrategyHRBusinessPartners
HR Business Partners
Better serve KE core and
support functions
HR planning, tactical &
transactional requirements
With transparency,
integrity and collective
resolve. FocusedTo
Understand business
dynamics
Work with them for
transformation & change
management initiatives
Deliver on their
expectations concerning
operational/transactional
requirements
Developing mutual-work
appreciation &to bring
efficacy in to HR activities.

10. Recruitment & selection:
• Analyzing job requirements
• Screening and selecting applicants
• Hiring
• Employee on-boarding
HR Recruitment & Selection Process
Internship
Program
Duration :
6-8 weeks
Reputed
Universities
Engineers &
Business
Graduates
On-field &
back-office
training
Summer Internship
Program to
1. Connect
Academia
2. Provide
Competitive
Training
Environment
3. Develop efficient
work force

11. ACCA and or ICEAW Training Program
HR Recruitment & Selection Process
Gold Category Employer by International ACCA in June 2010
Incumbents a
challenging work-
environment
Variety of operational
settings
Guide them affluently
towards acquiring
necessary job skills
Program is advertised to relevant forums including ACCA, ACCA learning
institutes and through social networking.
Assessment:
• Standardized test for English, Mathematics and Writing skills
• Compensatory Approach evaluate the results
Interview [Non-directive, judging
personality and accomplishments]
• Panel Interview comprising HR
personnel & line managers
• Shortlisted candidates forwarded for
interview with the department head
• Offered training agreements

12. Management Trainee Program
Comprehensive HR program recruit
engineers & business graduates through
KE Talent Hunt to support:
• Generation & Transmission
• Distribution
• Human Resource
• Supply Chain, IT, Finance
• Marketing & Enabling functions
HR Recruitment & Selection Process
On-the-job
training
Opportunity
to work on
projects
Add value
and
Introduce
ideas
Witness
execution
broadens
skills
K-Electric Talent Hunt
Duration: 1 year
Eligibility: Fresh graduates
Degree: Management & Technical
Stipend: Market Competitive
• Step-1: Induction, Test, Interview &
Orientation
• Step-2: Work for an year in the work-area
applied
• Step-3 : Training, responsibilities,
deliverable and possible rotation
• Step-4 : Confirmation
• Step-5 : Extend job benefits
• Step-6 : Annual performance review &
growth

13. The training calendar at KE has a mix of technical and skill-enhancement
programs provide a consolidated, single source to track learning activities
• Generation & Transmission
• Health Safety Environment Quality
• And Support functions
HR Training & Development
Learning Anchors (LA’s):
Connect the employees supporting
different functions to HR/Learning
& Organization development
(L&OD).
Responsibilities include:
Handling
nomination
process
Facilitate
colleagues
to mark
required
training
Coordinate
with
HR/L&OD

14. In-house Training put to work by HR Learning & Organization Development through
a Training Calendar supported by Learning Anchors
HR Training & Development
Training need analysis
program
Consideration the company
tactical & strategic outlook
Operating & business
requirement toward
resources technical and soft
skill development.
In-house
trainings at
AZM Learning
Institute
Workshops, Seminars
& hands-on training
on IT and non-IT
subjects
Meter &
infrastructure lab
facilities, Library, on-
ground field
installations & and
Auditorium
In FY 2015:
• 148 In-house learning events
• Training 7,982 participants
• Total 187,288 training man-hours
KE In-house Training Program

15. External Training Engagements
KE has engaged business schools for leadership & management training
subjects whereas it has signed up an MoU with NED University to assist
the team in development of accredited course content & outline from the
academia before these to be offered to its resources:
To prepare focused work-shops for the different work-force groups
Proceeds are recorded for the content, employee participation & feedback
HR Training & Development
Training is necessity
Mandatory for a
department to plan
trainings
Irrespective of their
strong or below
performance
marking in the
appraisal cycle

16. KE Performance Management
Framework Enable, Energize
& Empower its resources
Committed to thrive on an
embedded, high performance
culture at KE is based on
Performance Management
Trust
Raising the
Performance
‘Bar’
Continuous
Dialogue &
Feedback
Employee performance evaluated by line-manager
and manager’s manager per SMART (Specific,
Measurable, Achievable, Realistic, Time-bound)
objectives assigned & agreed at the start of the year
Business
Imperatives
70%
Leadership
Imperatives
20-25%
Safety and
Compliance
5-10%

17. Maintaining SMART Objectives:
HR Performance Management
Maintain employee SMART
objectives, assessment
details through an online
IT solution
Employee kept informed on
progress
Given opportunities to address
shortcomings
Performance Grading:
• Extraordinary Performance
• Excellent Performance
• Strong Performance
• Moderate Performance
• Needs Improvement
Strong, fair & consistent implementation for promotions
Resources involved in a safety hazard incident or if found violating policy or a
occupational health safety measures to face disciplinary actions