Hrm of digital advertisement agency.n advertising agency's reputation rides on its account management and creative capabilities. That puts its people at the center of its success. Like their counterparts in other industries, ad agency HR departments handle benefits administration, compensation and staffing. However, the retention and recruitment challenges they face have a more direct impact on profitability. In an industry transforming from traditional print and television formats to digitally driven, technology-based platforms, ad agency management increasingly needs an HR department that can help its business respond to this new environment. Advertising agency human resources professionals focus on filling positions with individuals who fit the agency's personality, share its client philosophy and bring a proven ability to deliver ideas and designs that translate into brand-building, sales-generating advertising. HR develops job specifications for the recruitment firms they employ based on input the hiring manager provides. The HR department not only must fill open positions to ensure consistent client service levels, it also must plan future needs and recruit accordingly.

2. INTRODUCTION
• we aspire to create attention-getting messages, expressed visually and verbally
across multiple platforms.
• Design is our philosophy. We think about design in a unique way.
• Our design approach is centered on the relationship between the end user and the
brand.
• Our clients understand that good design is the foundation of success.
• We collaborate with creative, unconventional, innovative thinkers who engage with
big ideas.

3. VISION STATEMENT
“To be the optimum digital
company”

4. MISSION STATEMENT
“We are small, responsive company with a
wealth of experience and really do believe
that good design can make the world a better
place”

5. STRATEGIC PLANNING
• HUMAN RESOURCE PLANNING:
Digital media companies need to keep their HR strategies flexible
in order to react effectively and efficiently in the turbulent business
environment.

6. • The following is a sample HR Strategic Mission Statement for digital media companies: Our
employees enjoy working for us!
• The company’s People Strategy is formed around our number one priority – the retention and
commitment of our workforce.
• We achieve this through flexible and innovative practices that keep the working environment
attractive and fun in order to accomplish our organizational.
STRATEGIC PLANNING

7. JOB ANALYSIS
• Our digital advertising agency offer a wide range of career opportunities for people with different
skills, qualifications and experience.
• Digital agency employ a mix of people with business management, creative, administrative,
planning, project management and research skills in a high-profile, fast-moving business.
• The following process include running a successful digital agency i.e.
• Account services
• Account planning
• Media planning
• Creative services
• Agency Management

8. EQUAL EMPLOYMENT OPPORTUNITY
• Equal Employment Opportunity prohibits discrimination based on age,
Color, disability, marital or parental status, national origin, race, religion, sex,
sexual Orientation, gender identity, veteran status or any other protected
status in accordance With applicable federal, state and local laws.
• we are both male and female orientated organization.
• The ratio of man and woman work force is 60% males and 40% female.
• We give preferences to both.

9. COMPLIANCE
• Our Human resources compliance is a necessity for any business in today's legal
environment.
• Between the Fair Labor Standards Act (FLSA)(a federal law which establishes minimum
wage, overtime pay eligibility, recordkeeping, and child labor standards affecting full-time
and part-time workers in the private sector and in federal, state, and local governments)
• OSHA (Occupational Safety and Health Administration, sexual harassment (towards
woman we take very seriously action against harasser), and antidiscrimination laws.
• We provide full security to our employees of moral and social values during their working
hours.

10. • Our agency believes that equal opportunity in employment for all sections of the
society is a component of its growth and competitiveness.
• Our agency affirms the recognition that diversity to reflect socially disadvantaged
sections of the society in the workplace has a positive impact on business.
• Our agency does not practice nor support conscious discrimination in any form.
• Our agency does not treat bias employment away from applicants belonging to
disadvantaged sections of society if such applicants possess competitive skills
and job credentials as made public.
DIVERSITY & AFFIRMATIVE ACTION

11. • We provides equal opportunity in employment for all qualified
persons and prohibits discrimination in employment.
• Has an employment policy that is in the public domain.
• Has a partnership programed with educational institutions to support
and aid students from socially disadvantaged sections of society.
• The ED HR will present a biannual report to the Board of the
Company about such policies and programs.
• Further maintains records on Affirmative Action.
• Makes available its learning and experiences as a good corporate
citizen in Affirmative Action to other companies desiring to
incorporate such policies in their own business.
DIVERSITY & AFFIRMATIVE ACTION

12. RECRUITING PROCESS

13. RECRUITMENT
• The recruiting process refers to the series of actions used to encourage qualified
individuals to apply for a given position.
• Strategically recruiting to attract highly skilled and qualified talent requires organizations
to:

14. RECRUITMENT
• There are 2 sources included while recruitment process:
• Internal recruiting sources:
• The first candidates to consider are those who already work for the organization.
• This inexpensive recruiting source can have positive effects on the work climate and on
employee motivation.
• First, it restricts the inflow of new talent, original ideas and new perspectives.
• Second, it prevents the company from being able to benefit from external candidates who
may be more experienced, more qualified, and offer new skills to the organization.

15. RECRUITMENT
• External recruiting sources:
• When the required skills and competencies are not present or available within the organization, external
recruiting measures can begin.
• A few useful sources for external candidates include:
 referrals from current employees
 unsolicited applicants, job ads
 educational institutions
 private agencies
 professional associations
 the print media
 specialized magazines
 job markets and fairs
 employment sites
 social media accounts and digital marketing channels.

16. SELECTING
• Selecting candidates in the digital media industry.
• Candidates must be screened to eliminate those applicants that are poorly suited to the position
and to retain only the best potential candidates.
• The lack of standardized job descriptions for the digital media industry makes reviewing
resumes challenging since position titles are not always reflective of the type of work they
performed in past roles. Therefore, the risk or cost of a “bad” hire is potentially increased.
• Another pre-screening option include technical testing or phone conversations as an effort to
validate experience outlined in the candidate’s resume.
• Conducting remote interviews is an increasing opportunity for digital media employers.

17. SELECTING
• Digital Media Industry Tests used by experts to complete and enrich the selection
process include:
• Performance tests (in-basket tests such as situation simulation exercises).
• Intellectual aptitude tests (analysis, summary, and learning).
• Psychometric tests (values, needs, personality traits, and interpersonal skills).
• Lastly, to evaluate qualifications and inter-personal skills in a less formal manner, it
can be a good idea to conduct the second interview in a less formal setting (lunch at
a restaurant, meeting with staff, social activity, etc.).
• This makes it possible to observe the candidate’s behavior in a group setting with the
rest of the work team.

18. HIRING
• Companies can increase their pool of knowledge and skills by adding new resources.
• Hiring involves formally offering the position to a recruited and selected candidate.
• Hiring also increases the company’s capacity to respond to demand.
• This step entails making the decision as to whether or not to hire the candidate.
• This decision relies on five dimensions:

19. RETENTION
• The retention strategy should consider that employees are increasingly looking at what
kind of organizational culture can be found in the workplace.
• They are also looking for flexible working hours, compressed work weeks, and having a
say in how their department’s activities are organized.
• Digital media companies require the agility of staff to learn new technologies at a fast
pace to be able to deliver the innovative product or service.
• Therefore, “career mapping” and career promotion (especially for younger employees)
about the vast array of opportunities in digital media should be planned and done in an
effective manner.

20. RETENTION
• The key steps in career mapping are as follows:

21. ORIENTATION
• A newly hired employee is oriented so that he/she can get an idea about the organizational
• Setup so that he may feel at home. At our orientation plan covers the following Points:
o Visits to different department of the company
o Company’s Policies, Rules and Regulations
• Orientation program will help you quickly get to know the business & the way
• We work, as well as your role & colleagues.

22. PAPERWORK
• Our employees are given ID card of the company after 90 days of probation period.
• Employees are in contract with our company for 90 days, they cannot apply for job anywhere, if
they want to leave they leave, but they would be paid any compensation money.

23. PAPERWORK
• Employees agreement: Employment Agreement of Digital advertisement agency THIS
AGREEMENT made as of the ______day of__________________, 20__ , between [FEROSH]
a corporation incorporated under the laws of the Province of Sindh, and having its principal
place of business at _______________________(FEROSH); and [name of employee], of the
City of ____________________in the Province of Sindh (the "Employee"). WHEREAS the
FEROSH desires to obtain the benefit of the services of the Employee, and the Employee
desires to render such services on the terms and conditions set forth. IN CONSIDERATION of
the promises and other good and valuable consideration (the sufficiency and receipt of which
are hereby acknowledged) the parties agree as follows:
 Employment
 Position Title
 Compensation
 Vacation
 Benefits

24. PAPERWORK
 Probation Period
 Performance Reviews
 Termination
 Non- Competition
 Independent Legal Advice
 Entire Agreement
 Severability
• IN WITNESS WHEREOF the FEROSH has caused this agreement to be executed by its duly
authorized officers and the Employee has set his hand as of the date first above written. SIGNED,
SEALED AND DELIVERED in the presence of: ________________________________________
[Name of employee] ________________________________________ [Signature of Employee]
________________________________________ [Name of FEROSH Rep]
________________________________________ [Signature of FEROSH Rep] [Title]

25. TRAINING & DEVELOPMENT:
• ORIENTATION:
• Once the candidates are selected for the required job, they are given orientation in
order to familiarize and introduce the company to them.
• The information given during the orientation program includes-
1. Type of organizational structure
2. Departmental goals
3. Organizational layout
4. General rules and regulations

26. • Enhancing the skills, capabilities and knowledge of employees for doing a
particular job.
• New candidates who join an organization are given training.
• The existing employees are trained to refresh and enhance their knowledge.
• If any updates and amendments take place in technology, training is given to cope
up with those changes.
• When promotion and career growth becomes important.

27. TYPES OF TRAINING:
• ONLINE TRAINING:
• Employees can self-study with the aid of the E-learning network.
• online courses.
• ON THE JOB TRAINING:
• The employees are trained in actual working scenario.
• The motto of such training is “learning by doing.
• On the job training methods are job-rotation, coaching, temporary promotions, etc.
• OFF THE JOB TRAINING:
• Training is provided away from the actual working condition
• Off the job training methods are workshops, seminars, conferences, etc.

28. EMPLOYEE DEVELOPMENT:
• Training programs are conducted to enhance employee’s skills and knowledge.
• Our Agencies are spending more on digital training programs so that employee must have
digital skills.

29. CAREER PLANNING:
• The major focus of career planning is on assisting the employees achieve a better
match between personal goals and the opportunities that are available in the
organization.
• Job posting system: It allows employees to apply for open positions within the
organization.
• Career development workshops: Workshops and seminars are excellent vehicle
for orienting employees to career planning.
• Career resource centers: The services provided at career resource centers are:
educational information, career planning and personal growth.

30. PERFORMANCE MANAGEMENT:
• Managers and employees work together to plan, monitor and review an
employee’s work objectives and overall contribution to the organization.
• Management by objectives (MBO) method: Managers set a particular
objective for employees and evaluate their performance periodically.
• Critical incident method: The manager writes down the positive and negative
behavioral performance of the employees.

31. PERFORMANCE MANAGEMENT:
• Graphic rating scale: In this
method traits or behaviors are
listed out and each employee is
rated against these traits.
• Performance test and
observation method: This
method deals with testing the
knowledge or skills of the
employees.

32. COMPENSATION & BENEFIT
WAGES/SALARY:
• WAGES:
• The CoBP (Code of Business Principles and
Code Policies).
• Good practice codes (PKR 14,000 per month).
• Minimum wages for semi-skilled and skilled
workers are determined by the Minimum Wage
Boards.

33. SALARY:
• As we are operating in Sindh our salary starts at RS14, 000. Different salary
according to different post and depends on experiences.
• Salaries at range from an average of RS53, 528lakh to RS12, 165 lakh a year.
• Employees with the title managerial post, make mine graphic maker and clerk
the least with an average annual salary of RS66, 071.

34. RETIREMENT SAVINGS:
• Employees designate pre-tax
contributions to be deducted from
each paycheck.
• For employees who contribute 5
percent of their gross salary or
wages, the company matches 50
percent of the employee’s
contribution
• GOLDEN HANDSHAKE FOR
EMPLOYEES: given to those
employees who takes early
retirement.

35. BENEFITS:
 Good attendance award
 Death Compensation
 Tea Expenses
 Conveyance Allowance
 Utilities allowance
 Meal Allowance
 Social security, pension plans and individual
retirement options
 Retirement security benefits,
 Security benefits
 Medical Facility to employee and his/her parents
 Paid Vacations
 Accommodation Facility to energetic employees.
 Social security
 Mobile/telephone ceiling(postpaid numbers)

36. BENEFITS:
 Advance against accommodation allowance
 Car/fuel allowance
 Entertainment, books & magazines
 Over time
 Loan benefits
 401K Plan
 Dental Insurance
 Employee Discounts
 Health Insurance
 Life Insurance
 Vision Insurance
 Retirement benefits and hajj package

37. INCENTIVES:
 Different festivals bonus like on Eid and others.
 Promotion(increment in pay)
 Financial incentives
 Stock options
 Medical and children education benefits
 Corporate discounts(at selected restaurants and shops)
 Contribution to employee provident fund
 Flexible working hours
 Provide extensive training plans - both in house and
offsite - for staff to complete accredited courses and
vocational training.
 Provide a day off (outside of annual leave) as a reward for
successful task completion.

38. PERFORMANCE APPRAISAL
• A performance appraisal compares each employee’s actual performance with
his or her.
• Activities and performance standards: The supervisor of each worker and
the department is responsible for evaluation, then submits the evaluation
report of the respective subordinates to the HR department

39. PERFORMANCE APPRAISAL
• Rating scale:
• Each behavior can rate at one of 7 scales
• • Extremely poor (1 points)
• • Poor (2 points)
• • Below average (3 points)
• • Average (4 points)
• • Above average (5 points)
• • Good (6 points)
• • Extremely good (7 points)

40. EVALUATION METHOD:
Essay method:
It permits the appraiser to examine the attribute
of performance.
In this style of performance appraisal, managers/
supervisors are required to figure out
The strong and weak points of staff’s behaviors.
Essay evaluation method is a non -
Quantitative technique. It is often mixed with
the method the graphic rating scale.
Input of information sources.

41. HEALTH, SAFTY & SECURITY
• Our Agency complies with all applicable legislation and regulations
and aims to continuously improve health and safety performance.
• Managers are responsible for the occupational health and safety of
their reports and third parties under their control.
• We provide policy 'Safety Week' and ‘Health Week' to educate the
employees.
• We have water sprinkler & fire extinguisher in every room and
department of our agency that also includes fire scape as well.
• Our health and safety code prohibits that discrimination against
employees with communicable diseases, such as HIV.
• Educating can also help us and our staff to better understand the
reality of communicable diseases.

42. SECURITY:
 We use a badge system that allows only
authorized personnel into the agency
during working hours.
 We have install surveillance cameras.
 Walk through metal detector and baggage
scanner at entrances gate to insure full
proof security.
 24/7 guards on high alert on three different
shifts.

43. MANAGING LEGAL ISSUES
• HR POLICIES:
• As agency is operating across the country basis, it is essential that local
legislation and practices be respected everywhere.
• The Agency Management and Leadership Principles include the
guidelines inspiring all the agency employees in their action and in their
dealings with others.
• The Corporate Business Principles refer to all the basic principles which
we endorses and subscribes to on a worldwide basis.

44. EMPLOYEE RIGHTS AND PRIVACY:
• We respects the privacy of all employees and the confidentiality of any
personal data agency holds about them.
• We securely store sensitive documents. Do not allow employees to mail
anything regarding office sensitive data.
• Maternity leave is given to female employees for 65 days and paid leave.
• After death of any employee he/she is provided with insurance money. The
job is given to employee spouse and children education is agency
responsibility till school ends.
• Recreational, annual dinners and social activities are provided to employees
to boost morale

45. UNION/ MANAGEMENT RELATION:
• Our union-management relations practice includes the
representation of employers regarding unfair labor
practice proceedings, grievance/arbitration matters and
strike injunction cases.
• We follow the guidelines given by (PAA: PAKISTAN
ADVERISTIMENT ASSOCIATION) how to handle
advertisement agency union.

46. COMPANY POLICIES AND LEGAL ISSUES:
• Digital advertising is a complex field, with tools such as websites, apps, and social
media and content delivery mechanisms all needing specialist legal advice.
The Federal Trade Commission (FTC) regulates the content of digital
advertising and disclosures made in privacy policies.
The Federal Trade Commission Act (FTCA) prohibits deceptive or unfair
practices in advertising.

47. COMPANY POLICIES AND LEGAL ISSUES:
Alcohol Advertising:
The Bureau of Alcohol, Tobacco and Firearms (ATF)
also has jurisdiction over deceptive or misleading
alcohol labeling and advertising.
Children's Advertising:
Advertising directed to children is evaluated from a
child's point of view, not an adult's.
Tobacco Advertising:
Federal law prohibits the advertising of cigarettes,
smokeless tobacco, and little cigars on radio, TV, or
other forms of electronic media regulated by the
Federal Communications Commission.